Abstract
This paper examines the evolving role of leadership in Public-Private Partnerships (PPPs), emphasising the need for adaptive and integrative leadership to address the contemporary complexities such as political dynamics, financial and regulatory frameworks; and social and cultural challenges. This paper elucidates the complexities in the PPPs, ways to drive innovation through leadership and explores ways to foster collaboration between the public and private sectors. The evolving landscape of digital transformation, sustainability, and ethical governance is reshaping leadership roles in Public-Private Partnerships. This shift demands that leaders in PPPs adapt their skills and approaches to meet modern expectations. The central argument of this research is that in contemporary times, leadership in PPPs must evolve and adapt. The leader must have strategic insight, social sensibility and technological acumen. It is only when the complexities are addressed can the divergent interests of the public sector (welfare and affordability) and private sector (profitability) can be adequately balanced.
Keywords: Public-private partnerships, adaptive leadership, complexity, innovation, collaboration.
1. Introduction
Public-Private Partnerships (PPPs) represent collaborative agreements where in both government and private entities share their respective resources, risks and rewards in order to deliver goods or services, and such partnerships have been instrumental in sectors such as defence, healthcare, education, and energy. The PPP model incorporates the technical expertise and innovation capacity of the private sector and simultaneously maintains the public sector’s commitment to social welfare.
The world of today is a globalised world which is faced with rapid urbanisation, increased demands of the population, limited resources and constrained budgets; therefore, PPPs offer a sustainable approach to implement projects which otherwise might be challenging and resource-intensive for government alone. Despite their advantages, PPPs operate in complex environments which are characterised by economic volatility, technological advancement and evolving societal expectations. Such dynamic and multi-dimensional challenges call for redefining leadership in PPP, as traditional frameworks are hierarchical with a rigid decision-making mechanism. Contemporarily, the leaders in PPP are no longer tasked with only overseeing project implementation; rather, they are expected to address challenges in all spheres, from political and regulatory to financial and cultural. This necessitates an approach which moves beyond conventional methods and is adaptive, innovative and collaborative.
One of the most pressing reasons to redefine leadership is the evolving economic landscape, as initially, the leaders in PPP were primarily focused on factors such as cost efficiency and timely delivery, but today, the leaders are expected to be strategic and flexible in their decisions, especially due to uncertainties and market disruptions in the global market. For instance, global supply chain vulnerabilities and shifts in trade policies have heightened the risk environment in which PPs operate; therefore, the leaders must now anticipate these challenges and remain agile and resilient despite the economic shifts. The leadership equation in PPPs is further complicated due to technologies such as Artificial Intelligence and the Internet of Things. While these technological advancements can broaden the scope of PPP projects and enhance efficiency as well but on the other hand, they also require the leaders to be well aware of the risks associated with technologies such as cyber-security threats and data privacy breaches. Another factor to be taken into consideration is societal expectations. The world today is no longer focused on profitability and project completion, but factors such as environmental sustainability, corporate social responsibility, social equity, etc, have become equally important. Therefore, the leaders have to commit to stakeholder inclusivity, ethical governance and sustainable governance.
The central argument in this research paper is that the leadership in PPP must evolve and transform in order to meet multi-faceted challenges of the modern world, and this requires a perfect combination of technological acumen, strategic foresight and social sensitivity. It is only when these complexities are looked into that PPP projects can foster long-term development and deliver successful outcomes.
2. Understanding Complexity in Public-Private Partnerships
PPP as defined by the Department of Economic Affairs is “an arrangement between a government/ statutory entity/ government owned entity on one side and a private sector entity on the other, for the provision of public assets and/or public services, through investments being made and/or management being undertaken by the private sector entity, for a specified period, where there is well defined allocation of risk between the private sector and the public entity and the private entity who is chosen based on open competitive bidding, receives performance linked payments that conform (or are benchmarked) to specified and pre-determined performance standards, measurable by the public entity or its representative” (Department of Economic Affairs, n.a.). PPPs are of several types, and they vary from DBFOT/BOT, ‘Operations and Maintenance’, which is like a service contract, and ‘Lease, Develop, Operate and Maintain’ (a variation of BOT). PPP projects are awarded through a transparent bidding process so that it does not result in any challenges throughout the process, such as informational asymmetries or bidding asymmetries. In India, the government supports this mechanism by providing Viability Gap Funding of up to 40 per cent, long-term debt or sometimes 100 per cent FDI in equity is allowed as well.
Public-Private Partnerships (PPPs) operate in a dynamic environment wherein factors such as regulatory frameworks, political dynamics, cultural differences, and financial arrangements come into play. This complex environment is primarily based on differing aims of both sectors, wherein the public sector focuses on social welfare and the private sector, on the other hand, emphasises efficiency and profitability. Additionally, considerable time and expense are taken into consideration in order to finalise any PPP project, as there is no universally accepted language for the agreements (C.S. & Raveen, 2019; p. 56). The resulting costs and complexity of managing PPP projects are such that it is not advisable for smaller projects (Gome, 2019; p273). Regulatory complexity often arises from varying legal systems and compliance standards. For instance, the PPP model was highly sought after in the highway sector in India, but because of the risk involved, exhaustive documentation, and a lethargic attitude to complete the work, the private sector started opting out of this sector. Recently, the Indian government has come out with a ‘Hybrid Annuity Model’ which shall limit the risks to the government sector only to bring the private sector back in bidding for highway projects (Bhat, 2019; p. 20). With respect to the financial complexity, the risks vary for the public and private sectors. In order to make any PPP project feasible, many issues have to be taken into consideration. For example, the public sector looks at issues such as financing costs, development costs, insurance, taxes, construction costs, and operating and management (Kurniwan et. al., 2015). While the developers in the private sector focus on the pace and timing of the project, the lenders and the sponsors are more concerned with realistic estimates of future project revenues to cover operating costs and repaying project debt (ibid.).
Another important factor to consider is political complexity. Any PPP project is usually a long-term project which multi-phase cooperation and different goals of PPP partners, but more important than this is the dynamic political environment, which requires the stakeholders to keep interacting through the entire period of cooperation. Notably, the investments in any kind of infrastructural project are only recovered on a long-term basis, so any change in policy due to political change affects them drastically (Wang, 2017). Additionally, most decisions of PPPs are taken in political circles, and therefore, the interests and resources of the political decision makers influence the sectors in which PPPs are realised. Political involvement can be both an important driver and a barrier when it comes to the efficacy of PPPs (Gawel, 2017). Lastly, even the difference between the market-driven ethos of the private sector and the welfare agenda of the public sector further complicates collaboration in any PPP project. All these complexities call for a leader who is capable and adept at proactively adapting to the dynamic environment of the PPPs.
In order to manage this complexity, leaders should strategically think in order to predetermine challenges that might come in the way and balance the priorities of both sectors. PPPs demand the leader to be a good negotiator as the public accountability and profitability has to be balanced for successful public-private partnership. Along with this, the leader a good communicator so that he can articulate a vision and bring all the stakeholders on the same page. PPPs have been a mainstream model for quite some time in India for quite some time in sectors such as railways, roads and highways, ports, etc but one of the sectors that recently opened up is defence under the ‘Make in India’ scheme of the central government. Since the government is bringing in huge investments in this sector, it is immensely popular because technical competence is looked at by the private players and the projects are financed by the government. But this is again facing challenges like bureaucracy interference, government’s distrust in private players and intellectual property issues since this sector is sensitive and important for national security (Bhat, 2019). A few initiatives taken by the government of India to facilitate the private sector are: first, level playing field provided wherein the Exchange Rate Variation protection in provided equally to the private sector and the DPSUs; second, a new category of procurement was put in place vis-à-vis ‘Buy’, ‘Buy and Make’ and ‘Make’ categories; list of munition items that might require authorisation by the government is in public domain; even import embargo is put on items so as to promote indigenisation of India’s defence production (Department of Defence Production, n.a.; Ministry of Defence India, 2019). In addition to this, in 2023, the Defence Minister Rajnath Singh notified a reservation of 75 per cent of the defence acquisition budget in order to promote defence production domestically FY24 (“Private sector’s share”, 2024). The private sector has also invested in defence corridors in Uttar Pradesh and Tamil Nadu. In fact, according to the Department of Defence Production, the private sector has contributed around 22 per cent to the total defence production in FY24 (ibid.). It is notable that as the world today is constantly developing, therefore, it is important that even the leadership evolves beyond traditional approaches. It is the ability to adapt and balance divergent goals simultaneously that would result in successful PPPs.
3. Driving Innovation through Leadership in PPPs
Innovation is an important aspect in PPPs as it helps the governments to be more inventive as they create a space outside the existing structure of the government. PPPs help the private sector to engage in large-scale projects with the help of financial resources and business capital provided by the government. PPPs have been relevant in the field of ICT as the private sectors are ensured of appropriate return on investments on hand and the social and economic objectives of the governments are also fulfilled (Witters et.al, 2012). Public-Private collaboration has been a significant driver of innovation and technological advancement, but more importantly, it also includes novel approaches to governance, financing and stakeholder engagement, and this is done primarily by a leadership that fosters an environment where innovative ideas are encouraged. For instance, let us take an example of a smart city project; more than the finances and the logistics, adept leadership is a significant factor that would see this project through. In the world of today, organisations strive hard to stay relevant and competitive, but all this is achieved through innovation. Innovation, on the other hand, does not take place in a void; it requires leadership that fosters a culture of creativity. It is the leadership that sets an organisation apart through its visionary thinking, risk tolerance, empowerment and adaptability.
The connection between leadership and innovation, as elucidated by Melouki Slimane (2015), is illustrated below. He emphasises that leadership is of utmost importance when it comes to innovations, as it results in short-term gains and long-term growth of the organisation. He notes that while leadership for any successful PPP project but a creative environment is equally significant.
Figure 1: Innovation through Leadership
Additionally, leadership styles also play an important role within PPPs. For instance, transformational leadership encourages leaders to inspire their team to take calculated risks and take a step beyond traditional methods. This style of leadership promotes a culture of creativity and openness wherein new ideas are valued and welcome (Karimi, 2023). Another type of leadership is participative leadership, which encourages active participation of all stakeholders and ensures that both the sectors have a voice in decision-making processes. It helps in fostering a sense of ownership among all stakeholders and is more likely to result in sustainable and innovative solutions (Hawley, 2024).
Although there are immense benefits of Public-Private Partnerships, such as introducing innovation in providing public services, delivering projects on time, developing the local private sector, making the country more competitive so it lays an infrastructural base and books economic business throughout the country, and ensuring long-term value for money, there are challenges too. These include continued responsibility on the part of the government, as citizens hold the government responsible for any service they use, and the private sector will only do what is paid to do (PPPRC World Bank, n.a.). The private sector will remain cautious of major risks as it is impossible to take into consideration every small unanticipated complexity that could probably arise throughout project development, since it is a long-term project, therefore, it has to be kept in mind that most of these challenges are to be taken care of throughout the project (ibid.). All the above-mentioned challenges can impact innovation in PPPs as the private sector is usually reluctant to invest in projects with uncertain outcomes, and simultaneously, the public sector could be wary of untested technology and therefore, effective leadership is key to overcoming these barriers.
4. Role of Adaptive Leadership in Fostering Collaboration between Public and Private Sectors
Collaboration between both sectors is pertinent in the world of today as it blends the public sector oversight with private sector expertise in order to deliver essential services and build infrastructure. PPPs allow both the private and public sectors to meet mutual objectives through shared responsibilities, challenges, and rewards. One of the key aspects of collaboration in PPPs is to bridge the gaps between public sector priorities of public welfare and private sector priorities of financial returns, short-term profits, and operational efficiency, and this is where leadership comes into play. According to Marx (2019), leadership refers to an identified leader who holds a position wherein he is responsible for initiating and aiding in securing resources in order to collaborate. One of the most significant drivers in this is interdependence, as the objectives of any PPP project cannot be achieved individually by any sector; therefore, it is this uncertainty that pushes private firms and the government to collaborate to reduce risks.
Morse (2010) in his work ‘Integrative public leadership: Catalysing collaboration to create public value’ calls for an integrative style of leadership which is used to describe boundary-crossing leadership, especially in terms of cross-sector collaboration. Ramdass et. al (2018) identify factors that are responsible for successful collaboration so that it can result in desired outcomes. The factors include the correlation of transformational leadership along with governance, interdependence, and relational capital.
Figure 2: Factors of Leadership
Therefore, there must be a clear vision of objectives that the government is looking forward to, for instance, the ‘Make in India’ scheme as which opens avenues for MSMEs and larger firms alike to partner with the government and contribute to the growth of a nation through a unified approach. Building trust is another important factor, and for this, consistent communication and transparency are the key. This calls for a comprehensive regulatory framework that ensures the private sector's accountability in critical sectors such as health and defence, and simultaneously holds the government accountable for timely payments and managing risks. Third, as already discussed, is to ensure an environment that encourages creativity and innovation so that any PPP project can get the best of the public-private collaboration. Fourth, is to facilitate collaborative governance through integrative leadership so that any cross-sector projects can support joint decision making and shared responsibilities. Lastly, for both sectors to work together in consonance, it is important that the policies are aligned in a way that they seem attractive and feasible for both sectors.
Leadership plays a critical role in fostering this collaboration through conflict resolution, transparency, and consensus-building, especially since both the private and public sectors have divergent interests, wherein the public sector prioritises public welfare and long-term benefits, and the private sector prioritises short-term profits and operational efficiency. In order to bridge this gap, establishing consensus is key, along with conflict resolution. One of the greatest challenges in PPPs is to balance these diverse objectives. Effective leadership calls for an innovative model that achieves profitability for the private sector and affordability cum inclusivity for the public sector. The strategies of conflict resolution, transparency, and consensus building result in collaboration that is resilient during the entire course of development of any PPP project.
5. Conclusion: Emerging Trends and Way Ahead
The contemporary world is undergoing significant changes, which are marked by technological advancements such as digital transformation, sustainability, and ethical governance; therefore, the PPPs are also evolving in response to global challenges, which in turn calls for adaptive leadership that navigates these complexities.
• Digital transformation is one of the most significant forces that is shaping the PPPs, and it is critical to the success or failure of any project. The fourth industrial revolution has seen the incorporation of AI, machine learning, advanced analytics, Internet of Things, etc, and this has exceedingly changed the landscape wherein businesses work (SAP, 2023). It is important to note that developing a digital culture and skill development is important before investing in technology. While the private sector adopts technology rapidly, the public sector is gradual in this process, which also affects the effectiveness of PPPs. Therefore, leaders in both sectors should comprehensively understand these technologies for continuous innovation. In addition to this, challenges that come with technological advancement, such as data privacy concerns, cybersecurity risk, etc, should be taken seriously. An instance of digital transformation is India’s ‘Smart Cities Mission’, which aims to improve infrastructure and services using technology (Sharma and Prasad, 2019). Therefore, the need is to embrace digital transformation and balance out the risks as well.
• Another major trend in the contemporary world is to balance environmental objectives with economic growth; even the PPP projects must prioritise green solutions in energy, infrastructure, etc. The leadership must ensure that sustainability is central to the design and the execution of the PPPs, for instance, the Indian government provides a 60 per cent subsidy on the installation cost of rooftop solar systems under the PM Surya Ghar: Mufti Bijli Yojana (National Portal of India, 2024). Policies such as these encourage the general public to adopt renewable energy. On similar lines for the private sector, the government of India came up with the Production Linked Incentive (PLI) Scheme for manufacturing solar PV Modules (Ministry of New and Renewable Energy, n.a.).
• Finally, ethical leadership is increasingly becoming important, as the public expects accountability and transparency. Ethical leadership in PPPs includes compliance with respect to the legal and regulatory frameworks. Leaders must ensure that all major stakeholders are equally informed about the project and are involved in the decision-making.
Therefore, redefining leadership is significantly critical for the success of Public-Private partnerships to make the most of the complex ecosystem in which they operate. Leadership can help manage multifarious challenges ranging from regulatory frameworks and financial uncertainties to political challenges. Adaptive strategies can help leaders foster innovation by embracing technological solutions and improving service delivery. The role of leadership will continue to evolve in the years ahead, especially with the advancement in technology and the simultaneous centrality given to sustainable concerns of developmental projects. To conclude, it can be stated that the future of PPPs will be shaped by leaders who can adapt to a changing landscape, manage complexity, drive innovation, and foster collaboration. It is these leaders who will be critical for the holistic development of the nation in the twenty-first century.
References
1. Bhat, S. (2019). Public Private Partnership in India: A Sectoral Analysis. National Law School of India University. National Printing Press, Bengaluru. p 20 URL: https://ceerapub.nls.ac.in/wp-content/uploads/2019/05/NLSIU-Book-Series-5-Public-Private-Partnership-in-India.pdf
2. C.S., J. & Raveen, S. (2019). A contractual analysis of various models of PPP. Sairam Bhat (Ed.), Public Private Partnership in India: A Sectoral Analysis (p. 56).
3. Department of Defence Production, Ministry of Defence, Government of India (n.a.). Defence Investor Cell. defenceinvestorcell.gov.in. URL: https://defenceinvestorcell.gov.in/
4. Department of Economic Affairs, Ministry of Finance, Government of India. (n.a.) What is PPP?. pppinindia.gov.in. URL: https://www.pppinindia.gov.in/faqs
5. Gawel, E. (2017). Political drivers of and barriers to Public-Private Partnerships – The role of political involvement. Zeitschrift Für Öffentliche Und Gemeinwirtschaftliche Unternehmen: ZögU / Journal for Public and Nonprofit Services, 40(1), 3–28. http://www.jstor.org/stable/26429475
6. Gome, S. (2019). Dispute resolution in PPP. Sairam Bhat (Ed.), Public Private Partnership in India: A Sectoral Analysis (p 273).
7. Hawley, M. (2024). What is Participative Leadership? Reworked. URL: https://www.reworked.co/leadership/what-is-participative-leadership/
8. Karimi, S., Malek, F.A., Farani, A.Y. & Liobikiene, G. (2023). the role of transformational leadership in developing innovative work behaviours: The mediating role of employees’ psychological capital. Sustainability. Vol. 15(2). URL: https://www.mdpi.com/2071-1050/15/2/1267
9. Kurniawan. F, Mudjanarko, S.W. & Ogunlana, S. (2015). Best practice for financial models of PPP projects. Procedia Engineering. Vol. 125. Pp 124-132. URL: https://www.sciencedirect.com/science/article/pii/S1877705815033366?ref=pdf_download&fr=RR-2&rr=8deb725e7fc859dc
10. Marx, A. (2019). Public-Private Partnerships for Sustainable Development: Exploring their design and its impact on effectiveness. Sustainability. Vol. 11(4). 1087. URL: https://doi.org/10.3390/su11041087
11. Ministry of Defence, Government of India. (2019, July 22). Private sector investment in defence production [Press release]. Retrieved October 30, 2024, from https://pib.gov.in/Pressreleaseshare.aspx?PRID=1579736
12. Ministry of New and Renewable Energy, Government of India. (n.d.). Production Linked Incentive (PLI) Scheme: National Programme on High-Efficiency Solar PV Modules. URL: https://mnre.gov.in/production-linked-incentive-pli/
13. Morse, R.S. (2010). Integrative public leadership: Catalyzing collaboration to create public value. The Leadership Quarterly. Vol 21. Pp 231-245. URL: https://cplg.sog.unc.edu/wp-content/uploads/sites/16800/2019/04/Integrative-Public-Leadership.pdf
14. National Portal of India. (n.d.). PM Surya Ghar - Muft Bijli Yojana. URL: https://www.india.gov.in/spotlight/pm-surya-ghar-muft-bijli-yojana
15. PPPRC, World Bank (n.d.). Government Objectives: Benefits and Risks of PPPs. URL: https://ppp.worldbank.org/public-private-partnership/overview/ppp-objectives
16. “Private sector’s share in defence production reaches highest in eight years.” (April 4, 2024). The Economic Times. URL:
https://economictimes.indiatimes.com/news/defence/private-sectors-share-in-defence-production-reaches-highest-in-eight-years/articleshow/109036788.cms?from=mdr
17. Ramadass, S.D., Sambasivan, M. & Xavier, J.A. (2018). Collaboration outcomes in the public sector: Impact of governance, leadership, interdependence, and relational capital. Journal of Management and Governance. Vol. 22. Pp 749-771. URL: https://doi.org/10.1007/s10997-018-9401-4
18. SAP (2023). What is digital transformation? Explainer. URL: https://www.sap.com/resources/what-is-digital-transformation
19. Sharma & Prasad (2019). PPP in Smart Cities. Sairam Bhat (Ed.), Public Private Partnership in India: A Sectoral Analysis (pp 141-160).
20. Slimane, M. (2015). Relationship between Innovation and Leadership. Procedia-Social and Behavioural Sciences. Vol. 181. Pp 218-227. URL: https://www.sciencedirect.com/science/article/pii/S1877042815031766?ref=pdf_download&fr=RR-2&rr=8deb7334dd3e595a
21. Wang, H., Xiong, W., Wu, G., & Zhu, D. (2017). Public–private partnership in Public Administration discipline: a literature review. Public Management Review, 20(2), 293–316. https://doi.org/10.1080/14719037.2017.1313445
22. Witters, L., Maron, R. & Steinert, K. (2012). The Role of Public-Private Partnerships in Driving Innovation. The Global Innovation Index 2012. Pp 81-87.
This sentiment lies at the heart of ease of living. The concept of ease of living has emerged as a vital yardstick to judge whether growth translates into better lives. It goes beyond GDP numbers, probing how easily a student reaches school, how safely a woman returns home at night, how affordably a family accesses water, healthcare and housing.
The measure of a nation’s progress is no longer captured in the rise and fall of its GDP. It is written instead in the rhythms of daily life: whether families feel secure in their homes, whether clean water runs from a tap, whether old age comes with dignity, and whether young people believe the future holds opportunity.
India has surpassed France and the UK to become the fifth largest economy in the world with a nominal Gross Domestic Product (GDP) estimated to be around $ 3.12 trillion for FY22. For the fiscal year 2022-23, a healthy growth rate of approximately 7% is anticipated.
This paper offers an integrated digital drone-based services solution for cities & towns, controlled through an integrated smart control room and/or where users may call in for support of required service, on a time-sharing basis; charged according to No of drones, payload, distances and time calculations.
This paper covers the health benefits of cycling and how it has a positive impact on the environment. It examines the Dutch model of the development of cycling, how it may be adapted to Indian conditions, and help to overcome the barriers to cycling, in the Indian context.
The transformation of the lives of rural women towards their betterment is a critical issue in the development process of countries around the world. Poverty, lack of financial awareness, minimal or no education, and women's disempowerment are reasons for the poor condition of rural women.
In India, the procedure of shifting the paradigm for good governance has been dynamic and continuing. A notion known as "good governance" includes a number of rules and procedures designed to guarantee the efficiency, effectiveness, and accountability of governmental institutions.
Administration of independent India drewn many transformations to get away from British colonial administration that propagates the colonial need such as maintenance of law and order, collection of revenue, tactics to hold the administrative power in British civil servants.
The twenty-first century should be an era of new forms of Governance different from what we have seen in the past. Due to widespread economic problems and fiscal constraints in the 1980's, governments around the world both rich and poor, concluded that government had become too big, too costly and ineffective.
The concept of ‘governance’ is not new. It is as old as human civilization. It has over the years gained momentum and a wider meaning. Apart from being an instrument of public affairs management, or a gauge of political development, governance has become a useful mechanism to enhance the legitimacy of the public realm.
In India, the paradigm of Participatory Forest Management (PFM) is proving to be transformative as it attempts to balance the intricate relationships between sustainable resource utilisation, forest regeneration, and conservation. India, which has about 70 million hectares of forest cover, struggles to meet the socioeconomic demands of the people who depend on the forests while also protecting these ecosystems.
A long-term abutting weather situation that is particularly related to temperature and precipitation is called climatic change. Land-use changes, forest fires, Greenhouse Gas Emissions, and natural disasters like volcanic eruptions are all possible contributing factors to this Climate shift (Reddy, 2015).
The Yamuna is a tributary of the holy Ganges. The main stream of the Yamuna River originates from the Yamunotri Glacier at Bandar Panch (38°59'N, 78°27'E) in the Mussoorie Ranges of the lower Himalayas, at an average altitude of about 6387 meters above sea level in the Uttarkashi district (Uttrakhand) increase.
The issue of governance has received serious attention of researchers, policy makers, administrators and the national as well as international community. The New Public Management (NPM) concept is focused on service, quality, performance management and risk management of governance processes.
The government provides services including healthcare, education, social support, and financial inclusion to the public. However, villagers and citizens in remote areas often struggle to access these services due to several constraints including inadequate infrastructure and inaccessibility.
Digital governance, in the context of the digital era, involves the use of information and Communication Technologies (ICTs) to enhance and transform the delivery of public services, improve government efficiency, and engage citizens in decision-making processes.
Since the majority of India's population relies on agriculture for their living, the sector dominates the country's economy. Agriculture only makes up less than 20 per cent of the nation's GDP (Ministry of Finance, 2018), emphasizing the sector's low-income production.
E-commerce and digital technology have transformed the way people spend and save. There is an evident technological growth in the world of finance which is referred to as financial technology or fintech. Financial technology (Fintech) refers to the technological innovations that assist in enabling or improving the access to financial services digitally through the internet, smartphones or computers.
Today we are living in an era of the ‘regulatory state’. The expressions ‘regulation’, ‘regulatory governance’ and ‘regulatory institutions’ have become the buzzwords of governance and are spread across social systems as well as state organisations and government strategies.
Participatory planning involves the intensive participation of local communities in analysing their current situation, envisioning a long-term collective future and attempting to attain this vision through collective planning of development interventions that would be implemented by different state agencies area.
Intrinsically, India is a republican country that is organised as a federation with a parliamentary democracy. Similar to the United Kingdom, the President serves as the head of state in name only; in contrast, the Prime Minister is the de facto executive, or real head of the government.
With over eight thousand years of experience and intellectual growth (Cameron (1968), Edwards (Gadd, 1971), Hammond (1971), Eisenstadt (1963, 1993), Olmstead ( 1948), etc.), public administration has undergone numerous changes and transformations over its long history, but it has never been so challenged as in the last thirty years.
A paradigm represents a framework, viewpoint, or collection of concepts that serves as a lens for understanding various subjects. In disciplines like science and philosophy, paradigms encompass specific theories, methodologies, and principles defining valid contributions within a field.
The field of public administration is experiencing a dramatic and rapid change. Locally and globally, some of the most significant trends that will have the role and function of public administrators is rapidly evolving as the needs and demands of citizens, governments and organisations influence their ability to create and implement policies.
Public administration in the 21st century is undergoing significant transformation, not just in advanced countries but also in various regions of the developing world, as the calls for transformative change grow louder. These changes are propelled by globalisation, liberalisation and the diversification of service provision.
In an era where administrative agility defines the efficacy of democratic governance, this chapter, “Techniques of Administrative Improvement”, offers a comprehensive exploration of transformative tools, methods, and strategies that are reshaping public administration in India and globally.
The rapid pace and interdependence of global, political, social and economic developments have necessitated a critical need for improved efficiency and effective public institutions, administrative procedures and sound financial management to confront challenges for sustainable development in all countries.
The evolution of Indian administration reflects a historical continuum shaped by civilizational values and transformative changes. Spanning the Mauryan, Mughal, and British eras, each phase contributed distinct institutional structures and governance philosophies.
As an initial output of the joint research between the Korean Institute of Public Administration (KIPA) and the National Academy of Governance (NAOG), this article provides overviews of the Korean and Mongolian legislative environment, governance and characteristics of the anti-corruption policies.
Administrative improvement is a strategic necessity in a fast-paced world. Techniques like O&M, Work Study, management aid tools such as network analysis form the cornerstone of efficient governance. MIS, PERT, and CPM tools equip administrators with the ability to anticipate challenges, and drive organizational success in an increasingly complex environment.
Street vendors are an integral part of the urban informal economy in India, providing essential goods and service that cater to the diverse needs of city residents. They operate in various capacities, from food vendors to artisans, and play a crucial role in enhancing the vibrancy and accessibility of urban life.
This paper examines the critical role of communication in driving India's economic growth within the context of its diverse societal structure and the rapidly evolving information age. It argues that effective communication is not merely a tool for disseminating information but a fundamental force shaping development trajectories.
One often wonders ‘what the government does’ and ‘why the government does what it does’ and equally importantly ‘what it does not do and why so’. According to Thomas R. Dye “public policy is whatever government chooses to do or not to do”, implying that government's actions and inactions both come into the realm of public policy.
Access to safe drinking water is not merely a fundamental human right; it is a cornerstone of public health, economic development, and social equity. In rural India, where water scarcity and inadequate infrastructure pose significant challenges, the quest for reliable water supply becomes even more critical.
This paper outlines the century-long history of Mongolia’s civil service training institution, the National Academy of Governance (NAOG), which plays a crucial role in meeting the contemporary needs of training and developing human resources within the civil service sector.
India stands at a crucial juncture in its quest for inclusive development that will bring prosperity across the spectrum. Large amounts of public funds are spent to address these issues, but their implementation and the quality of services delivered leave much to be desired.
India has committed to achieving developed nation status by the centenary of its independence, leveraging cutting-edge technologies including AI tapping into its vast human capital, and implementing policies that foster high growth while addressing enduring social and economic inequalities.
This article explores the value and statehood of Mongolia by utilising Woodrow Wilson’s categorisation of “Judging by the constitutional histories of the chief nations of the modern world, there may be three periods of growth through which government has passed in all the most highly developed of existing systems, and through which it promises to pass in all the rest.
This paper examines India's economic trajectory through the lens of its demographic dividend a substantial youth population exceeding 50% under age 25 within its 1.4 billion citizens. While this demographic advantage offers unprecedented economic potential, its promise is threatened by systemic challenges including inadequate education access, limited skill development, and employment scarcity, particularly in rural areas.
Remarkable technological and scientific progress has made the modern democratic State not a mere watch-dog or a police institution but an active participant interfering in almost every sphere of individual and corporate life in society in the changed role of a service state and a welfare state
Since the reform and opening up, China’s leadership training has experienced three stages of development: the initial stage of leadership training and development in the early period of China’s reform and opening up to the world (1978-2002), the rapid growing stage of leadership training and development in the period of fast growing economy and society (2002- 2012) and the innovative…
Accountability and control are essential for efficient, ethical administration in public and private sectors. Accountability ensures officials answer for actions and resource use, while control involves mechanisms to monitor compliance with laws and goals, promoting responsibility and preventing misconduct.
Healthcare in rural India presents unique challenges and opportunities. While global health metrics emphasize indicators like life expectancy, mortality rates, and healthcare infrastructure, they often fail to capture the socio-cultural nuances of rural communities
The “Internet plus” government service reform in China has progressed through three stages, namely one-stop service, one-window service, and companion service. This reform has become a significant example of reshaping the relationship between the local government and the public.
This paper explores the evolution of Indian welfare philosophy from Gandhi's nonviolent resistance to contemporary governance. It traces how the sacrifices of Indian revolutionaries fostered Sarvodaya and Antyodaya ideals, examining the philosophical underpinnings of these concepts in Advaita and dualistic traditions.
Like most other countries around the world, after the emergence of the COVID-19 pandemic, Bangladesh's education system has undergone a radical change from the beginning of March 2020 onwards. The study attempts to analyse teachers’, students’ and parents’ perceptions and experiences about the online education in the COVID-19 pandemic at the school level.
Health is a fundamental human right and a critical indicator of development. The 2030 Agenda for Sustainable Development emphasizes the importance of ensuring health and well-being for all individuals. A key objective of this agenda is to guarantee favorable health outcomes, underscored by the endorsement of a new declaration during the Global Conference on Primary Health Care held in Astana,…
In this article, published reports have been used for analysing state-wise status of SDGs achievements and their correlations with attainments in areas of poverty-reduction and other developmental indicators. Also, progress made by GPs on various metrics related to SDGs has been corroborated with other relevant metrics
Loss of governance reform efficacy is an identified entrenched institutional problem in systems. Reform, anywhere, is a sticky material because holders of powers and their cronies have rarely shown altruistic intentions of relaxing their profiteering grips over resources.
On September 1, 2023, a committee headed by former President Ram Nath Kovind explored the possibility of something called One Nation, One Election in India and ever since this thing has come out in public, political parties all across the country have been fuming with anger.
This paper examines various initiatives taken by Government of India to promote collaborative governance in various sectors. With increasing needs and aspirations of the community for public services and the limited capacity of government to provide the same, the involvement of various stakeholders to deliver these services becomes important and necessity.
In the vast and diverse landscape of India, regional disparities in development have long posed significant challenges to achieving equitable growth and social justice. Recognizing the urgent need to address these disparities, the Government of India launched the Aspirational Districts Programme in January 2018.
A dynamic interaction between the recognition of human complexity in organizations and the pursuit of structural efficiency has shaped the evolution of administrative philosophy. The foundational works of Frederick W. Taylor, Max Weber, Mary Parker Follett, Elton Mayo, Chester Barnard, Rensis Likert, Chris Argyris, and Douglas McGregor are critically examined in this essay, which charts the shift from traditional administrative…
In India, National Training Policy was formed in 2012, replacing the old policy of 1996. This was needed two reasons, new areas of administration given in the reports of second administrative reforms commission setup in 2005 and changing environment in different spheres of governance and new challenges of administration being faced by the civil servants.
India's emergence as a global services powerhouse in the 21st century marks a profound and transformative shift. This evolution, far from a mere economic change, is a strategic leap driven by its demographic dividend, technological advancements, and the burgeoning global demand for specialized services.
Public administration, as the executive arm of the state, has tremendous responsibilities to match the needs and aspirations of the citizens of the state. The systems have evolved over the years in almost every country as the politico and socio-economic environment of the respective country have changed.
Public administration is the cornerstone of modern governance. It refers to the organization, management, and implementation of government policies and programs, carried out by public officials and institutions. As a vital mechanism of the state, public administration not only ensures the effective delivery of services to citizens but also upholds the principles of accountability, transparency, and rule of law.
Tribal Sustainable Development through Evidence-based Policy and Planning: A major issue in post-Independence India has been a misreading of demands of tribal communities. What they have been demanding pertains to choice upholding their traditions and customs and having ownership over natural resources
As the Idiom of technological advancement takes its toll. The paper highlights a few poignant and emerging factors in the International Relations theorization. It was conservatively maintained by the defense strategists and the political leadership across the Global polity that foreign policy and the Diplomacy are greatly determined by the “given” of Geography and terrain
With the deepening of democracy, increased decentralisation, increasing social and political awareness, digital penetration, shifts in demography, demand for quality services by common citizens has been accelerating at a faster pace. In such a scenario, the role of State is critical for promoting equity in access to services.
"Accelerating India's Development" holistically looks at India’s growth trajectory since gaining independence – it rounds up all where it has done well including unity, upholding the integrity of its constitution, retaining democratic values at its core. It also does not mince words to convey where all the nation has faltered such as falling short in delivery of public services including…
Income and Employment Intensive Growth Agenda for India: The paper examines income and employment status in the Indian labour force to identify policy attention and follow up. The macroeconomic policies taken during last one decade are yielding positive results leading to expansion of manufacturing and services and structural transformation in the economy.
An Analysis of India's Social Welfare Programs: In a democracy, the state's role is to promote societal welfare. According to Aristotle, the state should not only ensure its survival but also improve the quality of life for its citizens. The state has a moral responsibility to its citizens. Modern views agree that the state should provide essential services like education,…
Digital Innovations in Social Protection: Trends, Challenges, and Solutions: The integration of digital technologies into social protection systems represents a transformative shift with profound implications for the delivery of welfare services. This chapter explores the evolving landscape of digital innovations in social protection, contextualising these developments within the broader framework of universal social protection and a systemic approach to welfare.
One of the most crucial aspects of our society is law enforcement, which deals with issues of law and order nationwide. It is an essential component of the state's legal system. The British government introduced a Police Act in 1861, which is still very relevant and based on policing.
India’s Vision for 2047 aims to transform the nation into a developed country, with healthcare being pivotal for this progress. Achieving universal health coverage and modernising healthcare infrastructure are essential for fostering a healthy productive population, which in turn drives economic growth and reduces poverty.
Several challenges linger in the Indian education system, like rote learning, the non-existence of practical skills among students, and disparities in access to quality education. To deal with the criticism for excessive curriculum and unreasonable focus on rote learning, this chapter examines the strategies comprising the building blocks to reform Indian schools.
Social development is expected to promote holistic improvement of individuals, institutions and their surrounding environments. Looking at the pace of development in India, the economy of most states requires strategic prioritization to accelerate improved well-being of the people. Accessibility to health, school education and public security are critical to the edifice of social development.
India is the largest democracy in the world inhabited by about 1.36 billion people over an area of 3287 thousand square kilometers according to an estimate for 2021 based on Census 2011. The Indian economy is characterised as a middle-income emerging market economy. In the last three decades the economy has faced three major crises, i.e., balance of payment crisis…
Neoliberal policies pursued by India since 1990s have created a space for private enterprises hitherto occupied by the state entities, unshackled the existing enterprises and introduced reforms to facilitate private initiative. This chapter looks into the ecosystem of the private sector in general and the developments in three specific sectors- urban mobility, water supply and housing, to draw lessons for…
This Chapter highlights the gradual transformation from Personnel Administration to Strategic Human Resource Management over the years in Government of India. However, there is still a long way to go. In this Chapter an attempt has been made to delineate the criticality to move towards Strategic HRM in Government of India to achieve India’s developmental goals.
Robust statistical data forms the cornerstone of an informed governance system. This paper studies the statistical system and data dissemination in the Centre and State governments in India, and the measures put in action to accelerate the data dissemination process. Arguing that the availability of high-frequency statistical data is a necessary condition for good governance, the first section of the…
In the Amrit Kaal (golden period) of independent India, the ‘citizen first’ approach guides public governance by deepening the outreach of service delivery mechanism so that international standards could be achieved in India@100. The goal can only be achieved by all inclusive governance involving stronger and effective local self-governments both panchayats and municipalities.
In modern societies, with the increasing role of the state in social and economic fields, emphasis on the quality of its governance is of prime concern to all. Indian bureaucratic system of governance is founded on the principle of rule of law, as the state power is divided amongst three chief organs, each has the its own quality under a…
This paper discusses the concept of good governance and its relations with the electoral politics in Indian context. It highlights the various strategies employed by the government and related agencies for the growth and development of the country. Major reforms pertaining to the country’s infrastructure, IT, administration, economy and public services are a few areas that have been explored in…
With the Indian government’s vision to transform India into a developed nation by 2047, marking hundred years of independence, it has become of highest importance to learn from the past, tenaciously work in the present and step towards the future with complete efficiency. In its 77 years of becoming a democracy, India has soared high with continuous transformations marked by both…
The vision of Viksit Bharat can be realised through Viksit States, and that the aspiration of Viksit Bharat should reach the grassroot level i.e. to each district, block, and village. For this, each State and District should create a vision for 2047 so as to realise Viksit Bharat @ 2047.