Training and development are necessary to improve employies skills and knowledge, boost productivity and efficiency and enhance job satisfaction. This investment in employees helps organizations adapt to technological changes, meet business goals, fill skill gaps, reduce costs, and maintain a competitive edge in a dynamic market. It also fosters employes loyalty, reduces turnover, and develops future leaders. Training is a systematic process of developing skills, knowledge, and competencies in individuals to enhance their performance and achieve specific goals. It involves a structured approach to learning, where participants acquire new skills, knowledge, and attitudes to improve their job performance, adapt to changing environments, and advance in their careers.
Key Aspects of Training
• Skill Development: Enhancing technical, functional, or soft skills to perform specific tasks or roles.
• Knowledge Acquisition: Imparting knowledge and understanding of concepts, theories, and best practices.
• Competency Building: Developing competencies that enable individuals to perform effectively in their roles.
• Performance Improvement: Enhancing job performance, productivity, and efficiency.
Types of Training
• On-the-job training: Learning by doing, where participants learn while performing their job tasks.
• Classroom training: Traditional instructor-led training in a classroom setting.
• Online training: Self-paced learning through digital platforms, webinars, or e-learning modules.
• Simulation-based training: Learning through simulated environments or scenarios.
Benefits of Training
• Improved Performance: Enhanced skills and knowledge lead to better job performance.
• Increased Productivity: Efficient use of skills and knowledge leads to increased productivity.
• Career Advancement: Training can lead to career growth and advancement opportunities.
• Adaptability: Training helps individuals adapt to changing environments and technologies.
• Peer Learning: Fosters lifelong bonds which are helpful not only in the social development but also helps in understanding the work environments and better human relations.
Effective Training
Training and development initiatives can include workshops, on-the-job training, mentoring, role-playing, computer-based training, and formal courses. Effective programs involve identifying training needs, setting specific goals, choosing appropriate methods, delivering the training, and evaluating its outcomes to ensure continuous improvement.
• Needs Assessment: Identifying training needs and gaps.
• Clear Objectives: Defining clear learning objectives and outcomes.
• Engaging Content: Using relevant, interactive, and engaging content.
• Evaluation: Assessing training effectiveness and impact.
By understanding the principles and benefits of training, organizations can design and deliver effective training programs that enhance the skills, knowledge, and performance of their employees.
IIPA at a Glance
Public Administration has always implied Government when ‘public’ actually means community or people. In the post-colonial, post-independence paradigm of the early 1950s, Public Administration really meant providing service to the people by the State apparatus using the ground rules of justice, ethics and fair-play. As such, in order to change the colonial mindset of the post-independence Civil Services and make it more people-centric, IIPA was established as an independent ‘Think-Tank’ on 29th March 1954 based on the recommendations of a survey carried out in 1953 by Prof. Paul H. Appleby, Dean, Maxwell School of Citizenship and Public Affairs, Syracuse University, New York and a Consultant with the Ford Foundation, invited to advice on the subject, by the Government of India. Great emphasis was placed on ‘de-colonialising’ the mind-set of administration, making it more people-oriented. Enhancing leadership and managerial qualities on the one hand and developing a service-orientation on the other are the thrust areas of the Institute’s education and training activities. Its faculty is involved with research work mainly to simplify procedures and suggest policy changes to ensure improved delivery of public services.
Indian Institute of Public Administration was created under the Societies Act of 1860.The Institute was formally inaugurated by the first Prime Minister of India, as the first President of the Society, on March 29, 1954 in New Delhi. The Institute has been set up to equip the public servants with domain knowledge, functional skills, and behavioural competencies required for managing the task of governance. The Institute provides technical skills of management, human skills for coordination roles and conceptual skills for taking up leadership roles in public policy planning and execution. In its effort to enhance the leadership, managerial, and administrative capabilities of the executives in government and public sector enterprises, the Institute works in close collaboration with national and international organisations. The major activities of the Institute are: Training, Research, Advisory and Consultancy services, and Information dissemination and exchange. The rising bottom up expectations of the citizenry, complexities of management and the current issues relating to economic restructuring and ensuring the measure of stability and progress at all levels have created pressure for improvements in the training methodology for enhancing professional capability through training programmes. The Institute, needless to emphasise, is alive to the developments taking place in the area of training technology at the global level and the policy changes at the national level. This perspective plan for training of the Institute is a manifest evidence of the Institute’s concern for efficient and effective training in Public Administration.
Vision: Inspiring Excellence in Governance
Building upon the vision of its founding fathers, Indian Institute of Public Administration (IIPA) aims to be one of the world’s leading academic centres of thought and influence on public governance, policies and implementation so that public governance systems are more responsive to human needs and aspirations and aligned with human values. To create an enabling environment for the development and management of human resources of the government for efficient, effective accountable responsive transparent & ethical governance, IIPA has been a pivotal institution in India's governance landscape, focusing on training, research, and information dissemination in public administration. By training in an academic institution like IIPA, individuals can gain valuable skills, knowledge, and networks, enhancing their career prospects and contributing to societal development. The Indian Institute of Public Administration (IIPA) has undergone a significant transformation in its training programs since its establishment in 1954. Here's a glimpse into its journey:
Major Training Areas
The Indian Institute of Public Administration (IIPA) caters to a wide range of major training areas of expertise, primarily to government officials from India and abroad. These include governance, public administration, finance, leadership, management, legal and policy frameworks, digital transformation, and other domains relevant to administration.
• Governance and Public Administration: Areas such as dynamics of public administration, good governance, service delivery, and decentralization form a core of IIPA offerings.
• Finance and Economic Management: Modules include public finance, financial management, and economic development for administrators.
• Law, Policy, and Regulatory Frameworks: Training programs address administrative law, policy research, regulatory frameworks for governance technology, and consumer protection laws.
• Leadership, Communication, and Management: Courses instil leadership skills, problem-solving, project management, operations management, and human resource management.
• Digital Governance and Analytics: These include digital transformation, data analytics for public administrators, Cyber Security strategy, and policy-making.
• Special Sectoral Focus: IIPA conducts specific training in areas such as rural and urban governance, climate smart governance, disaster risk reduction, tribal and gender development, development and management of infrastructure projects, and national security
• International Relations and Trade: Courses cover international trade, commerce, and contemporary international relations challenges.
• Research and Methodology: Essential training in research methods and methodology is provided for evidence-based administration.
• Participants are from Senior and mid-level officials from All India Services (IAS, IPS, IRS), Central Civil Services, State Governments, Defence Services, and officers from abroad.
• Climate Smart Governance, Urban development, Water Safety and Security, Cooperative Federalism ,Agriculture Insurance ,Namami Gange Project trainings like capacity building of stakeholders in districts ,remote parts of Ganga basin are few other areas in focus.
Major Ministries /Departments/Services/Sectors of Training
The IIPA conducts training for a broad range of ministries, departments, services, and sectors, primarily focusing on personnel serving in national and state administrations, defence, technical services, and allied areas.Major Ministries and Departments are: Ministry of Personnel, Public Grievances and Pensions (i.e Department of Personnel and Training) ,Ministry of Finance, Ministry of Panchayati Raj, Ministry of Home Affairs, Ministry of Urban Development, Ministry of Defence (including Indian Army, Air Force, Coast Guard).Other central government departments and significant state government agencies regularly nominate officers for IIPA’s programs.
• IIPA also runs special induction and orientation trainings for lateral entrants to government positions and elected local bodies such as Sarpanches and Panchayati Raj representatives.
• Central Civil Services: Indian Revenue Service (both Income Tax and Customs and Central Excise), Indian Audit & Accounts Service, Indian Defence Accounts Service, Indian Defence Estate Service, IP&TAF Service ,Indian Postal Service , Indian Trade Service and others.
• Technical and Defence Services: Indian Army, Indian Air Force, Indian Coast Guard, other technical cadres.
• Senior officers from state service cadres
• State Civil Services: Senior officers from state service cadre like Mizoram, Odisha, Gujarat, Bihar, Sikkim, Uttar Pradesh, Manipur , Maharashtra, Haryana, UT of Ladakh, Assam, UT of Jammu & Kashmir, Delhi, Madhya Pradesh, Arunachal Pradesh, Tamil Nadu, Himachal Pradesh, Punjab .
• Foreign Civil Services: Training is also delivered to officials from Afghanistan, Bangladesh, Sri Lanka, Nepal, Maldives, Vietnam, Mongolia, Morroco and several African , Latin American and Pacific Island Countries.
• Following Sectors are covered: Governance and Public Policy, Urban and Rural Development, Water Resources and Ganga Rejuvenation, Disaster Management, Digital Transformation and Cyber Security, Finance, Public Administration, Human Resource, and Infrastructure Development
• MoUs with different departments/ministries/institutions-national and international. The Indian Institute of Public Administration (IIPA) has signed numerous Memorandum of Understanding (MoUs) with national and international departments, ministries, and institutions, supporting collaboration in training, research, and academic exchange.
Here is an overview of IIPA’s journey:
Early Years (1954-1970s)
• Founded on March 29, 1954, under the Societies Act of 1860, with the objective of promoting public administration and governance in India
• Indian School of Public Administration functioned from 1954-offered Masters Diploma in Public Administration (MDPA) programme from 1958 -1967.
• The first APPPA Programme (10 month long duration flagship programme of IIPA) was inaugurated on September 1, 1975 and is continuing since then.
• IIPA was set up as an autonomous academic institution of national eminence for training, research, and information dissemination.
• Focus on equipping public servants with domain knowledge, functional skills, and behavioural competencies required for managing governance.
Expansion and Diversification (1980s-1990s)
• IIPA started conducting training programs for government officials, focusing on areas like policy analysis, public finance, management and leadership development.
• Collaborations with international organizations like the Ecole National d' Administration, France, and the Korea Institute of Public Administration, Bangladesh Public Administration Centre, Morocco and others.
• Emphasis on capacity building, research, and advisory services to support governance reforms.
Modernization and Digitalization (2000s-present)
• IIPA has adapted to the changing needs of governance, incorporating modern training methodologies and technologies
• Development of digital modules on topics like disaster risk reduction, public policy response, and climate-smart governance
• Online learning materials and resources, including the Advanced Professional Programme in Public Administration (APPPA)
• Conducting training programs for various government departments, ministries, and public sector enterprises
Key Achievements
• Established in 1954, IIPA has trained over 157065 government officials from India and abroad, showcasing its commitment to capacity building.
• Total no. of training programmes done by IIPA since 1959 to till now is 4052. (as on September 2025)
• Indian Institute of Public Administration is an ISO 9001:2015 certified Institution providing training, research, and information on public administration.
• In 2023, the Capacity Building Commission (CBC) certified IIPA as an "Ati Uttam" category Institute under its National Standards. This accreditation validates the quality of IIPA's programs and its overall standing as a premier training institution for government officials.
• Conducted numerous training programs, including the flagship Advanced Professional Programme in Public Administration (APPPA). Successfully conducted 50 APPPA’s (Advanced Professional Programme in Public Administration) 51st batch is ongoing since July 2025.
• Trained over 1700 participants in the APPPA programme which has been attended by senior officials from All India Services, Central Civil Services, and Defence Services.
• Conducted International training programmes (ITEC and other International Training) for Afghanistan, Nepal, Bhutan, Maldives, Sri Lanka, Bangladesh, Myanmar, Cambodia, Fiji, Mauritius, Cuba, Tajikistan, Democratic Republic of Congo, Comoros, Nigeria, Armenia, Trinidad & Tobago, Oman, Zimbabwe, Kenya, Namibia, Botswana, Uzbekistan, Tunisia, Chile, Ethiopia, Zambia, Ghana, Indonesia, Kingdom of Eswatini (formerly Swaziland), Syria, Uganda, Albania, Tanzania, Cameron, Lesotho, Liberia, Colombia, Egypt, Kyrgyzstan, Russia, Mongolia, Vietnam, Mali, Kazakhstan, Philippines, Cote D’Ivoire, South Sudan, South Africa, Laos, Mozambique, Seychelles, Niger, Gambia, Madagascar, Burundi, Belarus, Turkey, Iraq, Dominican Republic, Guinea, Mexico, Papua New Guinea, Belize, Argentina, Guatemala, Azerbaijan, Germany, USA. Central Tibetan Administration and others.
• IIPA caters to the field of training ,research and a major think tank to a large number of Government of India ministries, departments and other organizations-Ministry of Personnel, Public Grievances and Pensions, National e-Governance Division (Ministry of Electronics and Information Technology), MHA, Ministry of Jal Shakti, Ministry of Social Justice and Empowerment, Supreme Court, Ministry of Housing and Urban Affairs, ICFRF Dehradun, DoT, RAKNPA (Dept of Posts), DoPT, NDMA, NTIPRIT (DoT), Ministry of Tribal Affairs, Registrar General and Census Commissioner of India, DPE, NITI Aayog, CPWD, CBSE, Ministry of Road Transport and Highways, DGCA, NMDC, CAT, Ministry of Defence, Ministry of Youth Affairs and Sports, Ministry of Statistics and Programme Implementation, Ministry of Panchayati Raj, Ministry of Labour & Employment, KVS Sangathan (Ministry of Education), Indian Coast Guard, Ministry of Environment, Forest & Climate Change, Ministry of Finance, DST, Department of Atomic Energy, UIDAI, NABARD, NAFED, Central Pollution Control Board, NVS (Ministry of Education), Dept of Posts, FCI, National Commission of Women (NCW), Ministry of Consumer Affairs, ICSSR, Ministry of Parliamentary Affairs, Ministry of Commerce (ITPO), Ministry of Health & Family Welfare, DRDO, BPR&D, MEA, Ministry of Railways, Indian Audit & Accounts Service, Department of Space and ISRO, Indian ,Legal Services, Department of Rural Development, Ministry of Agriculture, Town and Country Planning Organisation, Central Water and Power Commission, Central Electricity Authority, Central Social Welfare Board, The Office of the Central Provident Fund Commissioner (Ministry of Labour&; Employment) etc
• IIPA’s state collaborations in the field of training ,research are with Government of Bihar, Government of Gujarat, Varanasi Municipal Corporation, Government of Odisha, Government of Mizoram, Government of Maharashtra, Municipal Corporation Gurugram (Haryana), UT of Ladakh, Government of Assam, UT of Jammu & Kashmir, Government of NCT of Delhi, High Court (UP), Srinagar Municipal Corporation, Government of Madhya Pradesh, Government of Arunachal Pradesh, Government of Sikkim, Government of Tamil Nadu, Government of Himachal Pradesh, Government of Uttar Pradesh, Government of Manipur, Industrial Development Corporation of Orissa, Government of Pondicherry, MP Electricity Board, Irrigation Department (Government of UP), Irrigation Department (Government of Bihar), Irrigation Department (Government of Madhya Pradesh), Industrial Development Corporation of Orissa, Gujarat Municipal Finance Board, Sardar Patel Institute of Public Administration, Directorate of Primary &; Secondary Education(Rajasthan).
• IIPA’s collaborations in diverse fields are also with Central and State PSU-A.P State Financial Corporation Limited, A.P State Road Transport Corporation Limited, Air India Express Limited, Artificial Limbs Mfg. Corporation of India, Balmer Lawrie & Co. Limited, Balmer Lawrie Investments Limited, Bangalore ,Electricity Supply Co. Limited, Bharat Coking Coal Limited, Bharat Dynamics Limited, Bharat Earth Movers Limited, Bharat Heavy Electricals Limited, Bharat Sanchar Nigam ,Limited, Braithwaite Burn & Jessop Construction Company ,Limited, Cement Corporation of India Limited, Central Mine ,Planning & Design Institute Limited, Chamundeshwari ,Electricity Supply Corporation Limited, Coal India, Cochin Shipyard Limited, Container Corporation of India Limited ,(CONCOR), Dredging Corporation of India Limited, Electronics Corporation of India Limited, Engineer Instrumentation Limited, Ferro Scrap Nigam Limited, Food Corporation of India, GAIL (India) Limited, Garden Reach Shipbuilders & Engineers Ltd, Goa Shipyard Limited, Grid Corp. of Odisha Limited (GRIDCO), Hindustan Aeronautics Limited, Hindustan Copper Limited, Hindustan Organic Chemicals Limited, Hindustan Petroleum Corporation Limited HPCL), India Trade Promotion Organisation, Indian Bureau of Mines (IBM), Indian Oil Corporation Limited (IOCL), Indian Railway Finance Corporation Limited, Indian Renewable Energy Development Agency Limited, Indian Telephone Industries Limited, Instrumentation Limited, IRCON International Limited, IREL (India) Limited, Karnataka Power Transmission Corporation Limited, KIOCL Limited, Konkan Railway Corporation Limited, Kudremukh Iron Ore Company Limited, Life Insurance Corporation of India Limited, Mangalore Refinery & Petrochemicals Limited, MECON Limited, Metal Scrap Trade Corporation Limited, Metals and Minerals Trading Corporation Limited, Ministry of Road Transport & Highways, GoI, Mishra Dhatu Nigam Limited, Mumbai Port Trust, National Aluminum Company, National Backward Classes Finance & Development Corporation, National Fertilizer Limited, National Fertilizers Limited, National Film Development Corporation Limited, National Handicapped Finance and Development Corporation, National Handloom Development Corporation Limited, National Hydroelectric Power Corporation Limited, National Mineral Development Corporation Limited, National Minorities Development & Finance Corporation, National Scheduled Tribes Finance & Development Corporation, National Small Industries Corporation Limited, National Thermal Power Corporation of India, Neyveli Lignite Corporation Limited, North Eastern Electric Power Corporation Limited, Nuclear Power Corporation of India Limited, Odisha Hydro Power Corporation Limited, Odisha Mining Corporation Limited, Oil and Natural Gas Corporation Limited (ONGC),Power Finance Corporation Ltd, Power Grid Corporation of India Limited, Projects & Development India Limited, Railtel Corporation of India Limited, Rashtriya Chemicals and Fertilizers Limited, Rashtriya Ispat Nigam Limited, RITES Limited, Rural Electrification Corporation Limited, Shipping Corporation of India Limited, State Trading Corporation of India Limited, Tehri Hydro Development Corporation Limited, Telecommunications Consultants India Limited ,THDCIL, LIC, GAIL, NFL, TCIL ,BPCL, PFC, AICIL, REC, CIL etc
• IIPA has also partnered with major Private Sector players like Maruti Suzuki, TATA Motors, Amazon, HDFC Bank and others.
• IIPA training is not only content rich but also resource rich as apart from the experienced in-house faculty we have a pool of experienced guest faculties as resource persons drawn from different institutions and practitioners drawn from different sectors for making the training more viable and relevant.
• IIPA an institution of National repute grooms its faculty for future preparedness and therefore conducted FDPs for IIPA Faculty Members at different places in India and abroad like Hawaii, NESA Washington D. C. and others. Sent faculty members for Case study and Capacity Building Commission workshops.
• IIPA’s presence on IGoT cannot be denied as IIPA offers 24 live online modules on varied topics and two of its modules –one on Stress Management and other one on Efficiency are highly appreciated and subscribed by officials .These modules are being offered in multiple languages on the IGoT platform which makes them all the more accessible.
• IIPA is TNA compliant and customizes the training programmes as per the requirements of the organization/ministry/department which provides the required inputs as per the training mandate of the MDOs.
• Feedback mechanism at IIPA is a value addition to the training experience at IIPA as IIPA takes feedback at several stages –first on arrival of the participants to know about their expectations leading to some viable additions to the programme under the given timeframe, finally at the end of the training programme during the valedictory session, both verbally, written through feedback forms and also through structured Google forms.
• To ensure our training programs remain relevant and effective, we employ a multi-channel feedback strategy, including verbal check-ins, written evaluations, and structured Google Forms. This process allows for the continuous refinement and validation of training resources, content, and pedagogical approaches continuously aligned with current needs.
• IIPA employs a hybrid training methodology that is competency-based, drawing on India's Mission Karmayogi program. Training methods combine traditional classroom approaches with modern technology, practical field experience, and online learning. A central part of IIPA's framework for training civil servants is its Competency-Based Training (CBT) module, which shifts the focus from "rule-based" to "role-based" human resource management
• IIPA’s strengths lie in its corporate level position which extends across States and sectors of public governance; its expertise in adult pedagogy and learning technology; its network of partner public institutions and its success in innovating and incubating some key new ideas.
• The IIPA LMS (Learning Management System) is an online portal used by the Indian Institute of Public Administration to provide online learning materials and support for its various training and educational programs.
• The IIPA Alumni Association for long term programmes like Advanced Professional Programme in Public Administration (APPPA),8 week DST programme and other similar long duration programmes at the Indian Institute of Public Administration (IIPA) in New Delhi is an official organization for former participants of the course. The association provides a formal platform for networking and collaboration among graduates of these programmes.
• The Indian Institute of Public Administration offers a Civil Services Mentoring (CSM) program as a corporate social responsibility initiative to build capacity for aspiring civil servants by providing online and in-person learning resources. The program includes practice tests, past year question analysis, expert-led webinars, and training on public administration and sociology. Through a digital platform, it aims to enhance candidates' skills and knowledge, helping them to succeed in the civil services examinations and their careers.
• The Indian Institute of Public Administration (IIPA) YouTube channel, also known as "IIPA Official", features lectures, discussions, training programs, and expert interviews on public policy and governance. The channel offers insights into administrative training, policy-making, public service delivery through technology, and current issues in public administration, serving as a platform for education and knowledge sharing for administrators and leaders.
A glimpse of total training programmes conducted by IIPA till September 2025 is:
Decade wise Training Programmes
Number of participants trained from 1954 – 2024-25 (Till 20 September, 2025)
Present Initiatives
• IIPA offers diverse training programs, with 162 programs conducted in 2024-2025, catering to a total of 9850 participants
• IIPA’s faculty has developed digital modules on topics like disaster risk reduction, public policy response, and climate-smart governance, stress management, etc showcasing its adaptability to modern training needs .
Future Prospects
IIPA aims to be a leading academic centre for public governance, policy, and implementation, aligning with human values and needs.
The Institute plans to continue its research, training, and advisory services, focusing on emerging challenges in public administration.
• Focus on emerging challenges in public administration, including climate change, digital governance, and citizen-centric services
• Continuing to provide high-quality training, research, and advisory services to support governance reforms and capacity building
• With its rich history and expertise, IIPA is poised to play a crucial role in shaping India's governance landscape, empowering citizens, and reaching the last mile
Training in an academic institution like the Indian Institute of Public Administration (IIPA) offers numerous future prospects, including:
Career Advancement
• Enhanced Skills: Develops critical thinking, problem-solving, and leadership skills, making individuals more competitive in the job market.
• Networking Opportunities: Provides a platform to connect with professionals, experts, and peers, potentially leading to valuable collaborations and career opportunities.
Personal Growth
• Knowledge Expansion: Exposure to diverse perspectives, research, and best practices in public administration, fostering personal and professional growth.
• Confidence Building: Develops confidence in tackling complex challenges and making informed decisions.
Contribution to Society
• Informed Decision-Making: Equips individuals with the knowledge and skills to make informed decisions that benefit society.
• Public Service: Prepares individuals for roles in public service, enabling them to contribute to policy-making, governance, and social development.
Specialization and Expertise
• Domain Expertise: Develops specialized knowledge in areas like public policy, governance, and administration, making individuals subject matter experts.
• Research Opportunities: Provides opportunities to engage in research, contributing to the field's body of knowledge and advancing best practices.
Global Perspectives
• International Collaborations: Offers opportunities for international collaborations, exposing individuals to global best practices and perspectives.
• Cross-Cultural Understanding: Fosters cross-cultural understanding, enabling individuals to work effectively in diverse environments.
By adapting to changing needs and leveraging its expertise, IIPA is poised to remain a key player in shaping India's governance landscape. Innovations in training for future prospects are transforming the way organizations develop their work force.
Some key trends include¹ ² ³:
1. Artificial Intelligence (AI) and Personalization: AI-powered platforms analyze employee performance data to identify skill gaps and recommend tailored training resources. This approach enables organizations to create more effective training programs and allocate resources efficiently.
2. Micro learning: Bite-sized learning modules that can be accessed on-demand, reducing training time and increasing knowledge retention. Micro learning is ideal for busy professionals who need to learn new skills quickly.
3. Virtual Reality (VR) and Augmented Reality (AR): Immersive technologies that simulate real-world tasks, making learning more engaging and interactive. VR and AR are particularly valuable in industries where hands-on experience is critical.
4. Gamification: Incorporating game elements into training programs to boost learner engagement and retention. Gamification strategies include leader boards, badges, and rewards.
5. Data-Driven Training Analytics: Analyzing learner progress and performance data to optimize training programs. This approach helps organizations measure the impact of their training initiatives on employes performance and business outcomes.
6. Soft Skills Development: Focusing on essential soft skills like communication, emotional intelligence, and leadership. These skills are vital for employees to navigate complex work dynamics effectively.
7. Continuous Learning and Development: Prioritizing ongoing training to keep employees' skills relevant in a rapidly changing business landscape. This approach fosters a culture of growth and development within organizations.
8. Blended Learning Models: Combining online and in-person training to provide flexibility and cater to diverse learning styles. Blended learning enables employees to access training materials remotely while still having opportunities for face-to-face interactions.
9. Subscription-Based Learning Platforms: Offering unlimited access to training content for a monthly or yearly fee. This model makes high-quality education more accessible and affordable for professionals.
These innovations in training are revolutionizing the way organizations approach employes development, enabling them to stay competitive in a rapidly evolving business environment and Indian Institute of Public Administration is all geared up for these future innovations in training.
Endnotes
• IIPA Annual Reports 1954-till date
• IIPA Website, iipa.org.in
• The Future of Corporate Training Trends to watch in 2025,www.apsense.com
• Top Trends for the Future of Training and development ,peoplespheres.com
• The Impact of Technology on the Future of Professional Training: Ultimate Guide, www.matsh.co
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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.