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Assistant Professor
Mon - Fri
3pm
Assistant Professor
Friday
2 Pm
Professor
Mon - Fri
8am - 1pm
Associate Professor
Friday
5AM
<p style="text-align:justify"><strong>Advanced Professional Programme in Public Administration (APPPA)</strong></p> <p style="text-align:justify">Sponsored by the Department of Personnel and Training, Ministry of Personnel, Public Grievances and Pensions, Government of India, the 49th Advanced Professional Programme in Public Administration (APPPA) is a ten months’ programme, designed for senior officers of the All India Services, Central Services, Defence Services, Technical Services and officers of State Governments.</p> <p style="text-align:justify">The Programme is a unique blend of theory and practice that gives the participants exposure to the associated concepts, skills, and techniques. It also provides an opportunity for peer-group learning. The purpose is to enhance the sensibilities, sensitivities, and capabilities of the participants to explore innovative options and choices. The programme develops a critical analysis of policy and service delivery mechanisms at inter-governmental, national, regional, and/or at the levels of local government. It aims at honing practical knowledge and skills to deal with management and policy analysis issues across the spectrum of governance.</p> <p style="text-align:justify">About 1551 administrators/officers from All-India and Central Services including those from the armed forces and a few foreign countries and teachers of Indian Universities have participated in the programme since 1975, the year of its inception. A good number of APPPA participants have subsequently excelled in their respective services and many of them have moved on to occupy important positions in the Government of India and the state governments. The programme fosters a permanent alliance between the IIPA and its participants. The continuation of a vibrant IIPA Alumni Association bears testimony to this.</p> <p style="text-align:justify"><a href="https://iipa.org.in/upload/Programme_Outline.pdf">49th APPPA Programme Outline</a></p>
<h3>Blended Capacity Building Programme for Stakeholders of River Ganga</h3> <p style="text-align:left"><strong>Project Overview</strong></p> <p style="text-align:justify">To develop sustainable, Ecological & Economic developement for the Ganga Basin, <strong><em>Namami Gange</em></strong> entrusted IIPA to take the lead by integrating people's participation for Ganga Rejuvenation. The major objective of the programme is to strengthen capacity and public awareness and promote multi-sectoral coordination. NMCG emphasises on the conservation of River Ganga through building a public opinion by stakeholders engagement. To develop sustainable, Ecological & Economic developement for the Ganga Basin, Namami Gange entrusted IIPA to take the lead by integrating people's participation for Ganga Rejuvenation. The major objective of the programme is to strengthen capacity and public awareness and promote multi-sectoral coordination. NMCG emphasises on the conservation of River Ganga through building a public opinion by stakeholders engagement.</p> <p style="text-align:justify">The perfect blended learning program includes web-based training for optimizing the achievement of learning objectives with the application of learning management systems (LMS). The three year long process is aimed at providing a Holistic approach on Ganga and its activities conducted under Namami Gange for making the river Aviral and Nirmal. The project provides an Online Platform to connect with masses achieving the two main pillars of Jan Ganga and Gyan Ganga. Participants can now learn and retain content through the new approach of Blended Learning with IIPA LMS platform.</p> <p style="text-align:left"><strong>Objectives</strong></p> <p style="text-align:justify">1.Identification of Stakeholders</p> <p style="text-align:justify">2.Preparation of tailor-made modules</p> <p style="text-align:justify">3.Conduct blended learning programme</p>
<h3>In-Service Training Programme</h3> <p style="text-align:justify">In response to the DoPT circular dated 29 April 2021 inviting proposals for In-Service Training Programme (IST) for officers working under the Central Staffing Scheme, Officers of Central Secretariat Service (CSS), and Officers of Central Secretariat Stenographer Services (CSSS) (DS/Sr. PPS and above level), Indian Institute of Public Administration (IIPA) has designed 28 proposals for one week and 8 proposals for 3-5 days. The proposals are designed keeping in view the topics listed in the invitation letter. Each proposal is designed with the thematic area, core competence, work schedule, specific skills to be instilled, administrative and technical skills, and the distinctiveness of the course curriculum. By emphasizing practice-relevant skills designed in a competency framework, the programmes help address competency gaps of the government employees. At the end of the proposed trainings, the target groups would be well-equipped with project management skills, problem-solving techniques, visualize rapid adaption mechanisms to combat unforeseen critical gaps, and develop a holistic understanding of organizational culture without shaking the silos that the officers would have lived with. The information drawn from common quarters is embedded with the sociology of society and the economic drivers of the market that can bring a synthetic amalgamation in powerful and informative ways to make sense of governance challenges and take appropriate action thereon. </p>
<h3>Change Management</h3> <p style="text-align:justify">This programme introduces and explores leadership and change management techniques and skills which determine an effective leader. It also introduces the concept of work life balance, time management, conflict management, managing a change and adapting to change, emotional intelligence, ways of introducing change and enhancing the productivity, team work as well as social media awareness to direct the participants in these dynamic times towards a successful work life. In this dynamic and turbulent environment, changes are inevitable whether organizations like or not.</p> <p style="text-align:justify"><a href="https://iipa.org.in/modules/changemgt.pdf"><strong>Read more...</strong></a></p>
<h3 style="text-align:justify">Administrative Law & Governance: Emerging Trends</h3> <p style="text-align:justify"><strong>Thematic Focus of the Course</strong></p> <p style="text-align:justify">A democracy will be no better than a mere façade if the rights of the people are infringed with impunity without proper redressed mechanism. This makes the study of administrative law important in every country. For India, however, it is of special significance because of the proclaimed objectives of the Indian polity to build up a socialistic pattern of society. This has generated administrative process, and hence administrative law, on a large scale. The issues in administrative law cut across substantive boundaries and invariably have an impact on the relationship among the branches and in particular between the courts and agencies. They are not simply process questions. In addition, they frequently involve a balancing between, on the one hand, the need to strive for accuracy and an opportunity for affected persons to participate in the agency decision and, on the other, the desire to keep costs under control and allow government some opportunity to operate efficiently and effect.</p> <p style="text-align:justify"> <a href="https://iipa.org.in/modules/ADMINISTRATIVE_LAW.pdf"><strong>Read more...</strong></a></p>
<p>Agriculture and Rural Development</p> <p style="text-align:justify"><strong>The Programme </strong></p> <p style="text-align:justify">Sponsored by the Department of Personnel and Training, Ministry of Personnel, Public Grievances and Pensions, Government of India, this proposed one week <strong>In-Service Training Programme </strong>on<strong> Agriculture and Rural Development </strong>is the First of its kind, designed <em>for </em>Officers of All India Service (lAS, IPS & IFoS), officers working under the Central Staffing Scheme, officers of Central Secretariat Service (CSS) and officers of Central Secretariat Stenographer Service (CSSS) (DS/Sr. PPS and above level).</p> <p style="text-align:justify">Agriculture and Rural Development is the life blood of Indian economy. India is a net food exporting country after feeding 1.35 billion people, yet farmers income levels have not increased as expected. Clearly, something is missing in our agriculture. We need to deepen the understanding of what is missing and what would take our agriculture to new heights. Importance of agriculture is to be viewed not from the perspective of just food security but it goes far beyond this. Inadequate supplies of key staple food items has the ramification on National sovereignty.</p> <p style="text-align:justify"><a href="https://iipa.org.in/modules/agri.pdf"><strong>Read more...</strong></a></p>
<h3>Introduction</h3> <p style="text-align:justify">As cited by Government of India (2015), the aim of smart cities is to provide essential infrastructure, a decent standard of living for its citizens, and a clean and sustainable environment through the application of smart solutions. However, the meaning of smart city could be different for different citizens depending on their socio-cultural and economic realities. We must be able to inculcate all such variations of contextual realities in our urban spaces. To achieve this, the practitioners and academia must steer away from the proverbial ‘technology-centric’ approach and apply design thinking principles to create/retrofit ‘citizen-centric’ urban spaces. To do so, citizens must be included in the process of urban planning. The proposed training strives to expose our learners to various toolkits to achieve these participatory modes of enabling a city’s transition towards being a ‘smart city’. Before doing so, it gently aims to explain the foundation principles of smart cities too.</p> <p style="text-align:justify"><a href="https://iipa.org.in/modules/citizen.pdf"><strong>Read more...</strong></a></p>
<h3>Climate Change Preparedness</h3> <p style="text-align:justify">Climate change is already occurring and impacting natural ecosystems and human societies. By introducing relatively large uncertainties, climate change and climate variability are adversely impacting both biophysical systems (mountains, rivers, forests, wetlands, etc.) and socio-economic systems (hill communities, coastal communities, agriculture, animal husbandry, etc.). The objective is to develop a uniform understanding of vulnerability, assess vulnerability based on a common methodological framework and map the same. The focus is not only on building the capacity of individual line departments working with the state governments, but also on fostering the adoption of coordinated and integrated approach. Enhanced cooperation among the states of the region will help in improving their understanding and assessment of vulnerability, adaptive capacity and resilience to climate change.</p> <p style="text-align:justify">In a developing country such as India, vulnerability assessment is considered as an important exercise to develop suitable adaption projects and programmes, while climate vulnerability assessments for various states and districts already exist, the states and districts cannot be compared to each other as the framework used for assessments are different, thereby limiting decision-making capabilities at the policy and administrative levels.</p> <p style="text-align:justify"><a href="https://iipa.org.in/modules/climate.pdf"><strong>Read more...</strong></a></p>
<h3>Cyber Security & Emerging Technologies</h3> <p style="text-align:justify">Cyber Security encompasses almost all parts of our existence- official, personal, commercial, social et al. The widespread proliferation of advents of information communication technology (ICT) such as social media, e-commerce and e-governance insists that all of us must be able to decipher the domain of cyber security more capably than ever before. In light covid times there is increased focus on cyber safety. Recognizing the need to strengthen the cyber security ecosystem in India. This training program would spread awareness, build capacity as well as enable government departments on steps that need to be taken to create a Cyber Resilient IT set up in this era of Digital transformation of almost all the sectors.</p>
<h3>Cyber Security and Strategy</h3> <p style="text-align:justify">With the technology advancement and the data connectivity across the globe, cyber landscape is facing increasing challenges of cyber threats related to Malware, Dark Web, Network Security, Cloud Computing, Artificial Intelligence, Internet of Things, and Fi- nancial Frauds etc. Cyber security risk is increasing, driven by global connectivity and usage of cloud services, to store sensitive data and personal information. Widespread poor configuration of cloud services paired with increasingly sophisticated cyber criminals means the risk that your organization suffers from a successful cyber attack or data breach is on the rise.</p> <p style="text-align:justify">Today, cyberspace is rapidly evolving, and it can even be used as a new battleground for conflicts between States. Cyber space offers innovative challenges to States for many reasons:</p> <ol> <li style="text-align:left">it falls under few international regulations,</li> <li style="text-align:left">it tends to ignore state borders,</li> <li style="text-align:left">it does not always differentiate between the public and the private spheres.</li> </ol> <p style="text-align:left"><a href="https://iipa.org.in/modules/cyber.pdf"><strong>Read more...</strong></a></p> <p> </p>
<h3>Digital Transformation in Governance</h3> <p style="text-align: justify;">Turbulence caused by Covid and emerging technologies have redefined the new normal for governance. Newer ways of doing things and newer forms of ground-breaking innovations are emerging, leading to complete digital transformation of governance- aptly title eGov 4.0. Just as an instance, cloud/ fog/edge computing, smart-dust is being utilised to provide alternative contact points to the citizens for service delivery mechanisms; Internet of Everything (IoE) has catalysed mobility and connectivity between governance-actors and similarly, social media coupled with big data technologies help to capture the ‘digital footprints’ of the citizens. In the same vein, application of data analytics and artificial intelligence now support strategic, management and transactional decision making in governance to ensure customised-individual reliefs to its citizens and so on. Indeed, ‘Digital transformation’ has already become the new governance paradigm. In view of this, the present training is an attempt to respond to the urgency of appreciating the changing landscape of digital governance with special reference to India.</p>
<p style="text-align:justify"><strong>Thematic focus -</strong> The issue of good governance has in the recent times emerged at the forefront of the development debate. To promote good governance India has recognized the urgent need for administrative reforms to enhance the capacity and capability of the administrative systems in carrying out goals for economic and social development. It has been realized that the deficiencies in the administrative machinery constitute a major obstacle to the effective implementation of development plans and priorities. The growing complexity of modern life in an age of rapid technological, social and economic changes has increased the role of the government, particularly in the provision of service delivery. Inspite of liberalization and privatization the government still continues to be the largest service provider with the largest resource base and catering to the largest section of the population. Experience has shown that the main purpose or objective in administrative reforms is to institute changes in the structures, policies and functions of the systems of delivery and in the behaviour and attitude of the personnel. This is intended to achieve maximum efficiency, organizational effectiveness and responsiveness in the delivery of services to the people. The citizen’s perception of the state and its functioning is primarily based on its role as a service provider, law enforcer and regulator. Improving the quality of administration and providing a responsive interface between the citizens and the public services requires a number of new initiatives.</p> <p style="text-align:justify">Citizens of today are more aware, demanding, more informed and more knowledgeable. Service has become very critical. Excellence can simply be defined as the quality or state of being outstanding or superior. Good organizational culture and developing a relationship of trust with the citizens will enable the set ups to move closer to the concept of excellence. In the realm of service delivery we are still aiming for a ‘satisfied customer’ where as worldwide organizations are moving towards a ‘delighted customer’. Total organizational excellence involves comprehensibly improving competitiveness, effectiveness and flexibility through planning, organizing and understanding each activity, and involving each individual at each level.</p> <p style="text-align:justify"> Today’s public management combines well with quality management, insistence on a systems approach, customer focus, elimination of errors that fail to add value to services, problem prevention, long term strategic planning, team work and employee involvement. Leaders must be willing to empower subordinates and employees must be willing to accept additional responsibilities for meeting and exceeding tax payers expectations in the delivery of public goods and services. With the introduction of Citizens Charter in all the government departments more so at the district level and also with the operationalisation of the Right to Information Act, the changes are apparent. There can be a number of options and ways of enhancing the quality of the service delivery mechanism and one of the options is to adopt TQM methods and techniques, even though business process re-engineering is the new buss word.</p> <p style="text-align:justify">TQM is a business management approach that has gained popularity within the public sector organizations in India in the recent past. During the past decade public managers in agencies at all levels of government have adopted various quality approaches across the country. The Department of Administrative reforms, Government of India has been the nodal agency promoting TQM in government. A number of Administrative training institutions have been selected to implement and impart training to civil servants in TQM. Today TQM has become an important organizational trend in the context of change management in the public sector. Modern TQM has emerged as a management approach based on a set of fundamental quality principles, techniques and procedures that provides guidance and structure in the practical affairs of running an organization. However achieving organizational excellence often requires a mind – set change to break down the existing barriers, but it must start at the top where the serious obsessional commitment and leadership must be demonstrated. This applies to both the political leadership and the leadership of the district collector.</p> <p style="text-align:justify">E -governance is another fast emerging tool for achieving good governance especially with regard to improving efficiency, transparency and making interface with government user friendly. E-governance denotes the application of IT to the processes of government functioning in order to bring about better governance, which has been termed as SMART. Use of ICT in government facilitates efficient, speedy and transparent process for dissemination of information to the citizens. At all stages in the service delivery process the key components of service quality and procedures need to be taken care of that are citizens and employee focused, responsive, flexible and reliable. The irony is that the personnel do not know the rewards that a good service can bring. The strategy should be to make best use of technology in service delivery, systems improvement and improvement in the work environment so as to ensure speed, accuracy and efficiency. Attention has to be focused on potential failure points and service recovery procedures, which amounts to empowering employees to exercise responsibility, judgment and creativity in responding to citizen’s problems. An important point to be taken care is that IT in itself, does not offer all the answers, automation frequently does not produce the expected gains. Many public sector organizations putting in major new computer systems have achieved only the automation of the existing processes. But there is no doubt that the pace of change has been enormous and I T systems in a short period have enabled sweeping changes in the working of the organizations.</p> <p style="text-align:justify"><a href="https://iipa.org.in/modules/effective.pdf"><strong>Read more...</strong></a></p> <p> </p>
<h3>Introduction</h3> <p style="text-align:justify">‘Good governance’ is central to the achievement of the Sustainable Development Goals (SDGs) which can best be achieved through prudent use of e-governance. Application of digital technologies (information and communication technologies -ICTs) in the processes of governance is termed as ‘e-governance’ which is indeed a meaningful contrivance for accelerating governance towards good governance. It was actually in the late '90s that the governance embraced digital technologies for dissemination of public services and information. Now- mid-2000 onwards, these technologies have also been accepted as a norm for co-creating values in governance. This opportune acceptance of technology in governance practices has helped to overcome biased instances of informal decision making and has also helped to surmount governance ills too. In our country, Digital India has already put the nation-state on the path of being ‘paperless’, ‘faceless’ and ‘cashless’ and now this has been coupled with an urgent need of being ‘contact-less’ too. This training has been designed for all those who would like to fathom various building blocks of this broad multidisciplinary landscape of e- governance, and also trace the journey of India from the erstwhile times of railway computerization of pre 1990s till Digital India and Covid time digital initiatives of government now. Let us learn all this from the scratch.</p>
<h3>Environmental Resource Management</h3> <p style="text-align:justify">Environment and developmental issues are important for any developing country. India is moving to be one of top economies of the world and so understanding the interrelationship between environment, development and disaster risk is important. After Environment Protection Act 1986 and World Commission on Environment and Development report,1987 few major actions were taken for environmental protection. India is one of active players in Climate Change adaptation and mitigation and initiated many national and international initiative (International solar Alliance). Natural resource Management (NRM) refers to the sustainable use of major natural resources such as water, air, soil, minerals, forests, biodiversity (flora and fauna) and non-renewable resources (which are depleted more quickly than they can generate). The natural resource management provide the ecosystem services that in turn provide better quality of human life. Some of these natural resources are being depleted so fast that their management becomes very pivotal. The traditional fragmented approach is no longer viable and a more holistic approach to water management is essential. The 21st century society is facing all kind of problems related to Natural Resource Management. This requires smart and clear policies and transparent decision-making, besides application of new technological developments. The participant will learn about the way of managing these precious natural resources through the training programme.</p> <p style="text-align:justify"><a href="https://iipa.org.in/modules/env.pdf"><strong>Read more...</strong></a></p>
<p><strong>Thematic focus -</strong> Ethics is an effort to direct human conduct and it helps individual in leading good life by applying moral principles. Ethics is elucidated as well based standards of right and wrong that prescribe what humans ought to do, usually in terms of rights, obligations, benefits to society, fairness, or specific virtues. In present scenario, ethics in governance are attracting attention of researchers, people who talk of good governance. The spread of democracy in various countries of the world has highlighted the issue of ethics in governance. The Overall purpose of ethics is to ensure good governance with prime concern for ethical principles, practices and behaviour. Governance is described as the way an organization takes itself and the processes and structure that are used to realize its goals. Governance is also crucially concerned with how organizations relate to each other, how they relate to citizens and the way in which citizens are given a voice. The essential duty of governance is to effectively and equitably implement what is called the social contract. Changeover to liberalization and economic reforms, and to new types of managerial set-ups is a complex and difficult task which demands a highly competent, well informed and caring administration.</p> <p style="text-align:justify">The advancement of ethics and moral values in good governance suggests legality of government action, rationality in policy and decision making, evolving a sense of responsibility, ensuring accountability, strengthening work commitment, creating excellence, facilitating spirit of individual and organizational goals, developing responsiveness, showing compassion, protecting the national interests, protecting the spirit of justice, bringing transparency and elevating integrity. Actually, these values expect the controllers of ancient India to be the civil servants of modern India that are guided by a spirit of service.</p> <p style="text-align:justify">Integrity in the public administration is an important condition for the effective functioning of the state, for ensuring public trust in the government, and for creating conditions for sustainable social and economic development. Ethics training for public officials is one of the instruments for building integrity in state institutions and ensuring good quality public governance. The UN Convention against Corruption (UNCAC) requires that the State Parties "promote education and training programmes to enable them [public officials] to meet the requirements for the correct, honourable and proper performance of public functions and that provide them with specialized and appropriate training to enhance their awareness of the risks of corruption inherent in the performance of their functions.</p> <p style="text-align:justify"><a href="https://iipa.org.in/modules/ethics.pdf"><strong>Read more...</strong></a></p>
<h3 style="text-align: justify;">Background</h3> <p>Financial awareness has a significant impact on effective decision making in an organization. This program provides a working knowledge of the basic principles of financial management. Non-Finance executives can strengthen their day to day functioning by becoming conversant with the fundamentals of finance. Participants will learn to interpret financial information and understand the financial implications of their decisions.</p> <p><a href="https://iipa.org.in/modules/fin.pdf"><strong>Read more...</strong></a></p> <p> </p>
<h3>Implications In Social Policy</h3> <p><strong>Thematic focus of the course and the Course Title</strong></p> <p style="text-align:justify">Broadly speaking social policy can be conceptualized as the activities of governments and other actors, which modify the free play of market forces to shape social redistribution, social regulation, and social rights at national, regional and global level. Alternatively, social policy has been conceptualized as public, market and informal mechanisms that enable individuals and communities to face social risks, such as the risk of loss of livelihood either by prevention or mitigation or through coping strategies. Such competing conceptualizations of social policy and social development and their promulgation by competing international actors are one aspect of the subject matter of global social policy and governance. The thematic focus of the proposed course on Methods and Approaches of Social Policy (governance) course consists of six modules (and set of sub-modules) that will be completed over five days (classroom and exposure visits). The Modules are diagnostic and problem solving and includes case studies/examples from many countries/sectors. One day would be devoted for the IST programmes for field/institutional visits to important organizations and public sector bodies within Delhi so as to give greater exposure to the government officers to policy implementation and ground level working.</p> <p><a href="https://iipa.org.in/modules/implication.pdf"><strong>Read more...</strong></a></p> <p> </p>
<h3 style="text-align: justify;">Land Acquisition, Rehabilitation & Resettlement</h3> <p style="text-align:justify"><strong>Thematic focus</strong><strong> - </strong>The programme is designed and based on the new Act, “The Right to Fair Compensation and Transparency in Land Acquisition, Rehabilitation and Resettlement Act, 2013”.</p> <p style="text-align:justify">The programme will also impart understanding of the issues and challenges in land acquisition, enhance skills in socio-economic surveys, consultations, data collection, planning land acquisition and rehabilitation and resettlement plan. The course would also discuss applicable central/state laws such as Panchayat (Extension to Scheduled Areas) Act (PESA), The Forest Rights Act, 2006, and the Companies Act, 2013 and their significance.<br /> <br /> Infrastructure projects involving land acquisition and displacement are essential not only to meet the needs of the modern society, but also to ensure more inclusive economic growth. Proper planning and implementation of resettlement plans can go a long way in reducing public resentment and resistance to infrastructure investment. However, a major issue worldwide is the weak capacity to address land acquisition and involuntary resettlement. This is reflected in the limited professional staff, knowledge, technical expertise and operational experiences in resettlement planning and implementation. Managing the social risks and impacts associated with infrastructure projects in an effective and efficient manner requires careful attention of the government and the implementing agencies.</p> <p style="text-align:justify"><a href="https://www.iipa.org.in/modules/land_aq.pdf"><strong>Read more...</strong></a></p>
<h3 style="text-align:justify">Participatory Management</h3> <p style="text-align:justify"><strong>Thematic focus</strong> - The 73rd and 74th constitution Amendment Act aims at grassroots democracy and transforms the representative democracy into participatory democracy. It provides greater opportunities to the local people to participate in the democratic process. It is a revolutionary concept as it allows community participation in the planning, implementation, monitoring and evaluation of development initiatives. As per this act citizen participation is needed for improving the quality of the services provided by local government and citizen participation can only be ensured through social mobilization at the local level.</p> <p style="text-align:justify">Social mobilization strengthens the participation of people at the grassroots in local decision-making, improves their access to social services and efficiency in the use of locally available financial and economic resources, and enhances opportunities for asset-building by the poorest of the poor. However for effective community participation not only social mobilization is needed but sensitization of government machinery is equally important. Indeed government functionaries in India have primary role in setting up of priorities, making decisions, planning of action in development projects. In view of that, capacity building programmes for various governmental functionaries in community participation and social mobilization may bring about changes in their attitudes, behaviour and will help them to assess the local situation, to learn about the mobilization methods & techniques and community management sk<a href="https://www.iipa.org.in/modules/participatory.pdf"><strong>ill. </strong></a></p> <p style="text-align:justify"><a href="https://www.iipa.org.in/modules/participatory.pdf"><strong>Read more...</strong></a></p>
<h3>Project Management</h3> <p style="text-align:justify"><strong>The Programme </strong></p> <p style="text-align:justify">Sponsored by the Department of Personnel and Training, Ministry of Personnel, Public Grievances and Pensions, Government of India, this proposed one-week <strong>In-Service Training Programme </strong>on<strong> Project Management </strong>is the first of its kind, designed for Officers of All India Service (lAS, IPS & IFoS), officers working under the Central Staffing Scheme, officers of Central Secretariat Service (CSS) and officers of Central Secretariat Stenographer Service (CSSS) (DS/Sr. PPS and above level).</p> <p style="text-align:justify">Capital-intensive schemes in all major Ministries and Departments seek to place a substantial focus on input related risk factors, particularly the acquisition, exploration, and subsequent operation and maintenance part of the schemes. The decision to continue a scheme or to increase its bandwidth through new investments are the primary challenges even after receiving the consultancy services. The project implementing unit of the Department/Ministry is supposed to have more accurate information about the scheme’s performance. Mostly, despite having information, accurate analysis based decisions are barely taken. The precise analysis can be done by employing suitable socio-economic techniques and tools. The skills pertaining to project analysis would help decide the probability of its success and loss. The identification of key bottlenecks and challenges would not only enable departments to take a balanced decision but also empower them to have a handle on key issues of concern. </p> <p style="text-align:justify">This requires a set of techniques to be worked out mostly with the Internal Rate of Return (IRR) calculations, Per Capita Benefit (PCB), Compound Annual Growth Rate (CAGR), Annual Growth Rate (AGR), Return on Investment (RoI), and Social Return on Investment (SRoI). The linear prediction of revenue generated in the form of social assets would help identify varying conditions of uncertainty over the expected productive life of a scheme. </p> <p style="text-align:justify">This needs the development of sound, realistic, and carefully structured cash-flow projections, reflecting both the initial capital expenditures required for the acquisition of the asset, as well as the operational expenditures required for successful operation and maintenance of the assets over anticipated productive life. </p> <p style="text-align:justify">In most cases, the failure behind a scheme is to overrun its planned budgets, failing to realize both the financial and physical targets. The reasons assigned to this problem is its sizable increases in capital and operational expenditures and substantial financial losses in attaining physical targets. More often than not, the diminishing return on investment creates disinterestedness amongst the implementers. In the majority of cases, suitable analytical tools and techniques are not applied in project decisions, evaluation, financial planning, capital management and cash flow analysis. In this context, a five-day programme on Project Analysis/ Appraisal (Risk Analysis/ Management) is proposed to provide tools to estimate risks and social costs beforehand.</p> <p style="text-align:justify"><a href="https://www.iipa.org.in/modules/project.pdf"><strong>Read more...</strong></a></p>
<h3>Public Finance & Fiscal Policy</h3> <p style="text-align:justify">This course is intended to provide a bird’s eye view to the developments in Public Finance and Fiscal Policy at all the levels of Governments <em>viz.</em> Union, State and Local. It traces theories of public finance over the period of time. It discusses inter-governmental fiscal relations among these three levels of governments and the role of institutions including finance commissions. It also focuses on fiscal policy for addressing different phases of business cycle and macro-economic problem.</p> <p style="text-align:justify">Finances of the government or public finance have been the subject of perennial concern to scholars and policy makers. Thinkers in ancient times did write on ‘Treasury, Revenue, Accounts and Audit.’ Public finance, a central discipline in economics, has its foundation in the identification that certain wants felt in common by all members of human community cannot be entirely left to the market. National defence is the classic example. After Second World War, the subject has come to special attention primarily due to the huge expansion of the public sector. In India, the public expenditure which was merely nine percent of GDP at the time of independence reached to 25 percent in the 1980s. This questions the sustainability of large public sector as revenue has failed to grow causing deficits in the government budget.</p> <p style="text-align:justify">On the completion of the stream the participants will be able to analyze recent economic trends and policies and their relevance in policy making and public administration.</p> <p style="text-align:justify"><a href="https://www.iipa.org.in/modules/public.pdf"><strong>Read more...</strong></a></p>
<h3>Public Policy</h3> <p style="text-align:justify">Sponsored by the Department of Personnel and Training, Ministry of Personnel, Public Grievances and Pensions, Government of India this proposed one week <strong>In-Service Training (IST) Programme </strong>on<strong> </strong><strong>Public Policy (Management/Governance) </strong>is designed <em>for </em>Officers of All India Service (lAS, IPS & IFoS), officers working under the Central Staffing Scheme, officers of Central Secretariat Service (CSS) and officers of Central Secretariat Stenographer Service (CSSS) (DS/Sr. PPS and above level).</p> <p style="text-align:justify">It is a unique blended Programme that gives the Officers an exposure to the associated concepts, skills and techniques. The key to sustaining an innovative and successful organization is capacity building based on competencies. As competition increases and globalization offers a mix of opportunities and challenges, the role and importance of policy makers at higher echelon of bureaucracy attain Centre-stage. Organizations take time to respond to the rapid changes taking place in the global economy. A bureaucrat acts as a catalyst to continually evolve a work culture in the organization that is responsive and sensitive to business and administration. S/he not only has to have a bouquet of necessary skills, but also certain intrinsic traits of personality to handle organizational challenges. This does not come easily, as it requires a great deal of un-learning and re-learning. Everyone may not be a born leader but each one of us has the necessary potential and requires nurturing in all types of organizations both public and private. This Induction training Programme (ITP) is a transformative five days engagement which creates an optimal learning environment. Officers invest five days to immerse themselves in new ways of thinking to enrich their ability to lead. It also provides an opportunity of peer-group learning. The purpose is to enhance sensibilities, sensitivities and capabilities of the Officers to explore innovative options and choices. The approach to this Programme extends a reflective pause in one’s career. The sessions are designed to be thought-provoking, keeping Officers engaged and eager to apply their learnings within their organizations. They leave having gained new reserves of strategies and personal insights that can be put to use in their respective Departments/Ministries.</p> <p style="text-align:justify"><a href="https://www.iipa.org.in/modules/pub_pol.pdf"><strong>Read more...</strong></a></p>
<p style="text-align:justify"><strong>Public Policy & VUCA World</strong></p> <p style="text-align:justify">The focus on state intervention through the instrument of Public Policy gained attention of the academics and practitioners alike with the growth in discourse on Good Governance. Each stage of public policy has significance and its success or failure is dependent on the comprehensive understanding of the challenges at each stage by the policy makers and the implementers. In a democratic set up the public policies have to respond to multiple stakeholders and the rising awareness and aspirations of the citizens is putting further pressures on the policy apparatus. At the same time, public policies are increasingly having conflicting linkages within the system as well. Additionally, the technology has not only brought citizens closure to the government but also put pressure on transparency and accountability mechanisms.</p>
<p><strong>Introduction</strong></p> <p style="text-align: justify;">Newer digital opportunities are creating fresher challenges too- urgently beseeching to be resolved by the leaders, implementers and the teams lead by CXOs in public domain. The emerging issues need to be brainstormed together; new conceptual frameworks and approaches beg to be redefined in unison. For doing so, we need a sanitized ‘sand box’ environment for learning the basics and a ‘test-bed’ that permits ‘out-of-box’ creative discussions that could be conducted in a systematic and structured way . It is all that this training on ‘e-governance’ is striving to be ! The proposed training would pick up some such policies to highlight the complex repercussions of the digital technologies on governance structures including policy decay, maintaining trust and so on. Once understood, the learners would together evolve more contextual mechanisms that could be conceived by incorporating more agile approaches in the public process formulations related to technology spaces. </p>
<p style="text-align:justify"><strong>Introduction</strong></p> <p style="text-align:justify">The government servants often face the critical question of designing an appropriate policy, and implementing the same effectively, which is evidence based.</p> <p style="text-align:justify">In recent times, the government organizations have been asked to do more with less. A Gradual declined budget has forced the local and state governments to reduce support staff with increased workloads.</p> <p style="text-align:justify">A reduction in support staff and decreased revenue has in many ways altered the nature of public service relative to trained public administrators. Public organizations rely heavily on accurate data to make timely decisions regarding budgets, public policy, program implementation and general organization priorities.</p> <p style="text-align:justify">In order to accomplish these objectives, public administrators must quickly collect, analyze and interpret data for an effective administration. </p> <p style="text-align:justify">This capacity development programme will be useful for the public servants to understand the nuances of the quantitative management for the policy formulation. </p> <p style="text-align:justify"><strong>Uniqueness of the Programme</strong></p> <p style="text-align:justify">The programme is designed on the basis of past experiences of interaction with the senior administrators. The topics have been included as per the need and the expectation of the previous participants.</p> <p style="text-align:justify">Hence, the programme is updated and covers the contemporary issues of policy designs and analysis.</p> <p style="text-align:justify">The course is intended as a comprehensive introduction to the research softwares, viz. SPSS and ATLAS.ti for analysis of the qualitative and quantitative data. How to interpret the software generated output to answer the research questions will be covered in the elective course. The prime objective of the course is to facilitate the scientific decision making in Public policy.</p> <p style="text-align:justify"><a href="https://www.iipa.org.in/modules/Public_Policy_Research.pdf"><strong>Read more...</strong></a></p>
<p><strong>Thematic focus </strong></p> <p style="text-align:justify">The need to use PPP for urban development to meet the massive requirements of funds, management skills and equity is duly recognized by government of India, states and Urban Local Bodies in their policies and programmes. Smart City Mission for example has an ambitious plan to implement projects with seven time higher investment than the budgetary allocation. Accordingly PPP is an integral part of urban sector projects. Cities across the country are witnessing a typology of PPP projects. These are also undergoing a negotiating process and other initiatives to identify, select and create partners in a systematic manner.</p> <p style="text-align:justify">Mega and Metro cities have taken a lead to accelerate investment in the urban development in line with a tripartite consensus between Government of India, states and ULBs. Delhi, Mumbai, Bengaluru, Chennai, Ahmedabad, Pune and Indore etc. are paving way for wider replication and adaptation of PPP projects. A range of strategies, documents, Model bidding documents, evaluation frame-work, Model contracts, procurement process, risk assessment and layering, development of MOUs, Monitoring and evaluation mechanisms are emerging for different types of projects. These are particularly important in the rapid pace of urbanization, need for balanced growth with correction in concentration of urban population and recovery of economy during COVID-19 pandemic.</p> <p style="text-align:justify">In view of vast requirements of funds in the sector, the negotiating skills are critical to a cross section of public sector functionaries. It in this context that IIPA proposes to design, develop and deliver a five day course for officers from All India Services and Central Services.</p> <p style="text-align:justify"><a href="https://www.iipa.org.in/modules/pub_.pdf"><strong>Read more...</strong></a></p>
<p style="text-align:justify"><strong>Thematic Focus of the Course </strong></p> <p style="text-align:justify">Democracy means meaningful participation by the people in the public affairs. A democratic government must be sensitive to the public opinion, for which information must be made available to the people. Information and knowledge are instruments of transformation. Transparency, openness and accountability are the basic postulates of a responsive, responsible and accountable government. Effective accountability rests on the peoples’ acquaintance with the information and circumstances for the decisions taken. Openness and full access to information are two pillars of any democratic state.</p> <p style="text-align:justify">The Right to Information Act enacted on June 15, 2005, is an instrument to promote transparency and accountability in administration. One of the major objectives of the Act is to promote transparency and accountability in the working of every public authority by enabling citizens to access information held by or under the control of public authorities. The legislation confers on all citizens a right to seek information and correspondingly makes it the duty of the public authorities to disseminate information for better governance and accountability. Thus by implementing the Act in letter and spirit, a sea change can be achieved towards transparency and accountability in governance.</p> <p style="text-align:justify">To make optimum use of the legal space that the Act provides, it is important to appreciate its wider context. More than a law, Right to Information is a process, a tool, a concept that envisages a different approach to governance. The law has widest possible reach covering Central and State Governments, Panchayati Raj Institutions, local bodies and recipients of government grants but would not apply to the intelligence and security organizations except if the information relates to the allegations of corruption. It was expected that RTI Act would usher in a new era of performance and transparency to benefit the common man in the complex modern world and empower the people to judge if the government was functioning in public interest. RTI will give public-spirited people an instrument to prevent misuse of public power and funds. However, the Act has not yet reached the stage of implementation which was envisioned and one of the grey areas is proactive disclosure of information.</p> <p style="text-align:justify"><a href="https://www.iipa.org.in/modules/rti.pdf"><strong>Read more...</strong></a></p>
<p style="text-align:justify"><strong>Background:</strong></p> <p style="text-align:justify">Education is the heart and sieve of the complexities of social and political life in the larger national firmament. India inherited a colonial Educational system from the outgoing Brits and most of it had continued in the same manner till the contemporary times. Right from the rudimental of primary and pre-school education, we ought to delve inside the fundamental traits of Higher Educational Institutions which leave a lot to be desired. The colonial and hegemonic approach of the British rule is very much part of the Indian Educational system which has changed over the years as being more generic and participative in nature. Teacher training and exposure to new teaching and learning including the utilization of technology are the wants of the educational system in the nation’s educational firmament.</p> <p style="text-align:justify">The New Educational policy is an intelligent continuation of the NEP 1986, 1992 and the Educational Amendment act of 2009. The ideals of praxis, namely, the tenets of inclusion, universality, emphasis on Ethics of education and quality are the fundamental tenets upon which the entire edifice of the National Educational Policy rests. There needs to be a balance in the quality and the quantity of Education which is the need of the hour in the present day Atmanirbhar context of the nation under the New Delhi denomination. </p> <p style="text-align:justify">The drive to inculcate World Class Institutions along with teacher–student accountability, are, the other pegs upon which the larger context of educational reforms are premised upon. There is a focus on early childhood education within the premise of equity and inclusion which has been a striving of the educationalists, academia and practioners involved in the exposition and promulgation of the New-Educational Policy of the nation. An entire section is devoted to the Socio-economically disadvantaged groups as SEDG’s as the main heart of the New Educational Policy along with the stress on the Outcomes reported. Though gender sensitivity is mentioned in the Document but the facets of systemic change are not included in the Document which can be perfected by Government trainers in the sphere of Educational reforms in the nation.</p>
<p style="text-align:justify"><strong>Thematic focus </strong></p> <p style="text-align:justify">There is a global consensus on need for urbanization and economic development. It is also noted that cities provide economies of scale and urbanization is inevitable. Therefore, global focus and national policies have given emphasis on development of urban areas to promote competitive edge and associated actions to accommodate larger flow `of surplus labour from hinterland. It is noted that right from 17th Century, the development of business, industry and trade have guided the process of urbanization. Accordingly, the dispersal of economic activities began from Europe, US, NICS (Newly Industrialized countries), ASEAN, China, South Asia and other south have shown associated growth of urban areas. The urban development in India has followed the global pattern. India is going a transition from semi urban to urban majority society. It is estimated that by 2027 the rural growth in India will start declining in absolute terms.</p> <p style="text-align:justify">Nearly 86% of Indian GDP is generated in the non-farm sector which is mainly located within and around cities. The last census (2011) confirms that the states with above average level of urbanization (+31.16%) also have above average level of per capita state income. Yet, urban development in India suffers from Imbalanced growth and diseconomies of scale. Vast part of central, eastern, northern India is below the national level of Urbanisation accommodation two third of aspirational districts in these areas. reflected in the mis-match of basic amenities such as land, shelter, water, sanitation, environmental protection, livelihood opportunities, urban mobility and basic health facilities.</p> <p style="text-align:justify">Accordingly, Urban development is on a priority agenda of Government of India and states. Successive governments have launched schemes, programmes and missions. The current years budget for the first time allocate funds for health services Ministry of Housing and Urban Affairs (MoHUA) Government of India has been allocated Rs 54581 Crores covering Rs 27500 Crores for Pradhan Mantri Avas Yojana (PMAY) followed by Rs. 13750 Crores for Smart Cities Mission/AMRUT and other urban missions. In addition, the Ministry of Jal Shakti got Rs 256000 Crores for water and sanitation among statutory towns, SBM (Swachh Bharat Mission) got 28200 Crores and Urban Bus Transport got Rs 18000 Crores. The all-time high allocations (1.16% of divisible pool and 79% more than XIV FC) include Rs 121055 Crores (as against 87144 Crores by XIV FC) for ULBs (Urban Local Bodies) for 2021-2026 along with additional allocation for urban sector on account of health emergencies (Rs.26123 Crores), incubation of towns (Rs 8000 Crores) and shared service Centres (450 crores). The ULB allocations are twofold: Metro challenge Fund (MCF) of Rs.38196 Crores for 44 Urban agglomerations (UAs) with 67 one lakh+ towns and 1048 < 1 lakh population towns and Rs.82859 Crores for other towns with < 1 lakh population including 1048 towns already covered under MCF giving special focus on city region to stimulate economy.</p> <p style="text-align:justify"><a href="https://www.iipa.org.in/modules/urban.pdf"><strong>Read more...</strong></a></p>
<h3>National Jal Jeevan Mission (NJJM)</h3> <p><strong>I. Participatory Planning, Implementation and O&M for Har Ghar Jal</strong></p> <p><strong>Objectives</strong></p> <ol> <li style="text-align:justify">Upon successful completion of the course, the participants will be able to explain basic concepts in water resources planning and describe steps in a participatory planning process</li> <li style="text-align:justify">The participants will be able to identify, apply and reflect on (participatory) tools and models, such as environmental impact assessment (EIA), decision support systems, multi-criteria analysis and water system models</li> <li style="text-align:justify">The participants will be familiarized with the various aspects of community mobilization and capacity building, community share in the capital investment, community ownership and control, O&M by the community and assured water supply source for meeting community needs.</li> </ol> <p style="text-align:justify"><strong>Scope</strong></p> <p style="text-align:justify">This course is intended for participants at the middle management level including DWSM, GPs/VWSCs, or Pani Samiti members, representatives of PRIs, NGOs, Self Help Groups engaged as Implementation Support Agencies (ISAs), School functionaries, health workers and other stakeholders.</p> <p><strong>II. Cost Determination and Sustainable financing for Rural Water Services</strong></p> <p><strong>Broad Objective</strong></p> <p style="text-align:justify">The training programme provides a systematic approach that can be applied t o determine the overall cost of service delivery based on respective cost estimates for operation and maintenance, institutional support, and rehabilitation and expansion.</p> <p><strong>Scope</strong></p> <p style="text-align:justify">This course is intended for senior policymakers, State and District Officials and Engineers of organisations responsible for water management at different levels. The engineers will be trained for development of socio-managerial skills and technical knowledge enhancement to manage public utilities.</p> <p><strong>Expected Outcome</strong></p> <p style="text-align:justify">The training programme would provide a brief overview on cost determination and sustainable financing for rural water services</p> <p><strong>Webinar on Planning, Implementation, and Monitoring of 'Har Ghar Nal-Har Ghar Jal' Yojna</strong></p>
<h3>Professional Certification Course</h3> <p>The presence of IIPA is in Mid Career Training Segment with launch of Professional Certification Course, we wish to enter into short duration course segment (Ten to Hundred Days). This will cover areas like </p> <ol> <li>Technology Space like web development, machine learning, data science, artificial inteligence, cyber sequrity, cloud computing, digital transformation, govTech, JAM (Jan Dhan, Aadhar & Mobile)</li> <li>Management Space like team building, negociation skills, procurement skills, communication skills, HRD, HRM, CRM, SCM.</li> <li>Project Mangement Skills like operation management, financial management, forcasting techniques, design thinking.</li> </ol>
<p><strong>Background</strong></p> <p style="text-align:justify">In recent years, there is a growing demand for a more accountable system in public administration. This has led to the development of a competency based human resource in governance for civil servants. The concept of competency has been applied extensively both to the individual civil servant and to the planning and implementation of policies and programmes of the government. Competencies have been defined in many ways. However, a practical and easy to understand definition of competencies has been provided by Boyatzis (of Hay Group, 1982). It states that competencies are those underlying characteristics of an employee – motive, trait, skill, aspects of one’s social image, social role or a body of knowledge, which can result in effective and/or superior performance in a job or role.</p> <p style="text-align:justify">The definition of competencies has been explained beautifully by L.M. Spencer and S.M. Spencer through Iceberg model. In this model, they talk about five types of competencies’ characteristics of an individual in different circumstances. However, as seen in the ice-berg (which has just one-ninth of its volume above water and the rest remains beneath the surface in the sea), some of the competencies components of an individual are visible like knowledge and skills but other behavioural components like attitude, traits, thinking styles, self-image, organizational fit etc are hidden or beneath the surface.</p> <p style="text-align:justify">In the traditional method of governance, most of the Ministries, Departments and Organisations (MDO) looked simply at the visible components of their civil servants- knowledge and skills. However, in more complex jobs the aspects of competencies which lie below the surface like attitude, traits, thinking styles etc directly influence the usage of knowledge and skills; therefore, are more vital and indispensable to complete a job effectively.</p> <p style="text-align:justify">For MDOs, improving and scaling up of the visible competencies like knowledge and skills can be easily done through training and skill building exercises. On the other hand, the behavioural competencies are rather difficult to assess and develop. It takes more time and effort intensive exercises which include intensive training, coaching and mentoring, developmental experiences etc. Therefore, capacity building of civil servants needs to be changed and more emphasis shall be put on improving the masked behavioural aspects of Civil servants. For that a comprehensive capacity building programme for every civil servant primarily focusing on accountability, transparency, equity and inclusiveness, participatory, consensus orientation, rule of law, effectiveness and efficiency is essential.</p> <p style="text-align:justify">In lieu of that, the Department of Personnel and Training aims to strengthen the Human Resource Management of Civil Service with the Mission Karamayogi. The mission focuses on role based capacities of civil servants and strengthening their enabling environment in view of a more effective, efficient, transparent and accountable Public Administration at National and State level. It envisages achieving the Government of India objective of inclusion through an enhanced delivery of services to the marginalised and vulnerable. This mission is supporting the Government of India (GoI) in the shift towards Competency-based Human Resource Management (HRM) for the Indian Civil Services.</p> <p style="text-align:justify"> </p>
<h3>Introduction</h3> <p style="text-align:justify">People’s participation in governance represents a shift in the development paradigm of the country, from citizens, as the recipients of the developments, to one that views them as active participants in the development process. Equally, it involves a shift from the "top-down" to the "bottom-up" approach of decision making processes, which affect people’s lives, their businesses and their communities.</p> <p style="text-align:justify">Civil servants play one of the most crucial roles in formulating the public policies as well as its execution at the cutting edge in India. They are the backbone of country’s social economical and political managerial framework. Their contributions range from Judiciary to Healthcare, from Land to Seas, and, managing affairs which connect almost every walk of Indian life. Lots of expectations of the Nation are attached with the performance of these officials, who come from different background and environment, with different capabilities, and discharge diversified duties assigned to them. It has been regularly felt that the framework, in which civil servants are trained and perform, lacks efficiency orientations. In course of time some changes were brought in the training policies of civil servants, to infuse the efficiency, matching with their talents, and develop the competency, for achieving the required goals. But those efforts were in silos. Mission Karm yogi started by Honorable Prime Minister Shri Narendra Modi in 2021,is a land mark initiative, envisaging the transformation of HR management system for civil servants, from Rule Based to Role Based, in totality and developing suitable competency. As envisioned by our Prime Minister Shri Narendra Modi, a competent and efficient civil servant of India needs to be:</p> <ol> <li style="text-align:justify">Imaginative and Innovative</li> <li style="text-align:justify">Creative and Constructive</li> <li style="text-align:justify">Proactive and Polite</li> <li style="text-align:justify">Professional and Progressive</li> <li style="text-align:justify">Energetic and Enabling</li> <li style="text-align:justify">Transparent and Tech-enabled</li> </ol> <p style="text-align:justify">To achieve the required goal, under Mission Karm Yogi, a new competency framework for civil services has been designed. The framework has been divided in four sections named : (i) Ethos, (ii) Ethics, (iii) Equity and (iv) Efficiency. These sections have been further subdivided into the achievable targets. Ethos has been further subdivided into :(a) People First, (b) Strategic Thinking, (c) Organizational Awareness, (d) Commitment to the Organization, and (e) Leading Others.</p> <p style="text-align:justify">The objective of this assignment is to study the ‘People First’ aspect of the framework for Mission Karm Yogi.<strong> </strong></p> <p style="text-align:justify"><strong>Contributor</strong></p> <ol> <li style="text-align: justify;"><a href="http://www.iipa.org.in/cbc/pf.pdf"><strong>47th APPPA Mozaffar Uddin Abdali (IPoS)</strong></a></li> <li style="text-align: justify;"><a href="https://iipa.org.in/upload/Ethos_People_First.pdf"><strong>48th APPPA</strong>- Group Presentation</a></li> </ol>
<p><strong>Introduction</strong></p> <p style="text-align:justify">Strategic thinking is a process that defines the manner in which people think about, assess, view, and create the future for themselves and others. Strategic thinking is an extremely effective and valuable tool which can be applied to arrive at decisions that can be related to governance, administration, military planning, businesses and even to personal life.</p> <p style="text-align:justify">The greatest and most successful organisations in the world over many years and decades, think ahead and encourage great strategic thinking in their governance, administration, policy making and even in their business plans. A sustainable successful future requires much more than simple policy formulation or simplistic planning, no matter how big or small the policy or plan or business model is: and a major requirement for sustained and comprehensive success and growth is strategic thinking.</p> <ol> <li><a href="http://www.iipa.org.in/cbc/st_ppt.pdf">47th APPPA Brigadier Puneet Ahuja</a></li> <li><a href="https://iipa.org.in/upload/Strategic_Thinking.pdf"><strong>48th APPPA</strong>- Group Presentation</a></li> </ol>
<h3 style="text-align:justify">Introduction</h3> <p style="text-align:justify"><strong>Organisational Awareness is the capability of perceiving and understanding the different components of an organization, both through its formal elements as well as through the formal patterns that emerge in the organization. It also includes the understanding of political, social and economic issues affecting the organization and its environment. </strong>Organisational Awareness provides the ability to read a group's emotional currents and power relationships, and identify influencers, networks, and dynamics within the organization. Leaders who can recognize networking know how to find the right person to make key decisions and how to form a coalition to get opportunities and read key power relationships are better equipped to handle the demands of leadership. Such leaders not only understand the forces at work in an organization, but also the guiding values and unspoken rules that operate among people. People skilled at the organizational awareness competency can sense the personal networks that make the organization run, and something done.</p> <p style="text-align:justify">The unique challenges and opportunities in India, along with an unprecedented digital penetration and IT literate workforce have necessitated creation of a framework that is unique to the world and has not been attempted before. It is imperative to design and develop a Framework of Roles, Activities and Competencies(FRAC) model for the central government with a focus on molding a ‘fit for future’ central government servant. Also, to make ccontinuous improvements will be an ongoing effort to improve all elements of the organization and it rests on the belief that a steady stream of improvements, diligently executed, will have transformational results....</p> <ol> <li><a href="http://www.iipa.org.in/cbc/oa_ppt.pdf">47th APPPA Air Commodore Rajesh Bhandari</a></li> <li><a href="https://iipa.org.in/upload/Organisational_Awareness.pdf"><strong>48th APPPA</strong>- Group Presentation</a></li> </ol>
<h3>Background</h3> <p style="text-align:justify">The competency of ‘<em>Commitment to the Organisation</em>’ in civil services has multiple facets involving the ‘<em>organisation’</em> and the ‘<em>employee (civil servant)’</em> coupled with ‘<em>goals of the organisation’</em> and ‘<em>commitment of the employee (civil servant)’</em>. In the theory of management science, <em>‘the commitment to the organisation</em>’ is better understood as ‘<em>organisational commitment’</em>.</p> <p style="text-align:justify"> Organisational commitment is the individual’s psychological attachment to an organisation. It is the relationship or bond that employees (civil servants) have with their organisation. Organisational commitment is crucial in deciding if a public servant will work tirelessly to achieve the organisation's goals. When an individual has a strong feeling of organisational commitment, they buy into the organisation's heart and future vision on a professional as well as personal level. This is likely to boost efficiency, engagement, commitment, and morale. Civil servants who are committed exhibit more positive behaviour, determination, and motivation.</p> <ol> <li><a href="http://www.iipa.org.in/cbc/4704.pdf">47th APPPA Brigadier T Rajesh Bhanu</a></li> <li><a href="https://iipa.org.in/upload/Commitment_to_the_Organization.pdf"><strong>48th APPPA</strong>- Group Presentation</a></li> </ol>
<h3 style="text-align:justify">Introduction</h3> <p style="text-align:justify">Leading others is ability to engage, energise, and enable the team to excel. Leadership is influencing, motivating and enabling others to contribute towards the effectiveness, achievement of goals and success of the organization.</p> <p style="text-align:justify">To be a great leader, one needs to have the right skills to lead others. This means having the knowledge, skills, competence and understanding of how to engage, motivate and manage people. One also needs to be able to formulate a vision, set a strategy and motivate people towards common organizational goals (MCE, 2020).</p> <p style="text-align:justify">Early research investigated leadership traits where scholars worked to understand what special traits such as mental ability, physical and social skills a leader must have to be effective at leading their organization. Later research focused on leadership behaviours, i.e. what leaders actually do so they can be effective in their organizations. Following that, contingency theories of leadership suggested that contexts determine which leadership trait or behavior might be appropriate (and effective) in leading an organization. At the same time, another line of leadership research focused on leadership styles where researchers investigated how a leader works to decide what style of leadership is best. This research led to a focus on two distinct, yet contrasting styles of leadership, commonly referred to as transactional and transformational. Transactional leaders influence employees primarily by rewarding their efforts through material means, clarifying task and role (work) requirements, using rewards to reinforce behavior, and intervening when work is below standards. By contrast, researchers suggested that someone using a transformational leadership style motivates subordinates to work for the collective goals of the organization by going beyond expectations, and inspiring subordinates to extend beyond their self interest for the sake of the organization. Central to both of those leadership styles is that leaders exercise intentional influence over people (Fossey, 2020).</p> <p style="text-align:justify">Leadership should be seen not only as position and authority but also as an emergent, interactive, dynamic when people come together to meet the challenges they face.</p> <p style="text-align:justify">Leadership focuses on the strategies that promote organizational creativity and adaptability. It is an emergent, interactive dynamic that can produce adaptive outcomes, while leaders are individuals who act in ways that can influence this dynamic.</p> <ol> <li><a href="http://www.iipa.org.in/cbc/4705.pdf">47th APPPA Vilas Shivshankar Burde</a></li> <li><a href="https://iipa.org.in/upload/Leading_Others.pdf"><strong>48th APPPA</strong>- Group Presentation</a></li> </ol>
<p><strong>Introduction</strong></p> <p style="text-align:justify">Integrity is a vital concept and topic not only in government and governance but in all sectors of society. The main question which concerns this intriguing concept and topic is, what is “Integrity?” Everybody is talking about and desire to have integrity in the individuals and the organisations but what exactly is being talked about and what exactly is desired is a subject of study.</p> <p style="text-align:justify"><strong>What is integrity? </strong></p> <p style="text-align:justify">A Latin word ‘<em>Integras</em>’ which means intact, whole, entire, complete is in sync with the word ‘<em>Integrity’ </em>which also indicate wholeness or completeness, consistent and coherent in principles and values. There are many perspectives which have been discussed in the literature on ethics and integrity, (Huberts, 2014, pp. 39–44) using the keywords wholeness and coherence; professional responsibility; moral reflection; value(s) like incorruptibility, laws and rules; moral values and norms; and exemplary behaviour.</p> <p style="text-align:justify">Integrity can be seen as professional wholeness or responsibility and this definition takes into account the environment. “Integrity means that a professional exercises his tasks adequately, carefully and responsibly, taking into account all relevant interests” (Karssing, 2001/2007, p. 3).</p> <p style="text-align:justify">There are other perspectives of ‘Integrity’ which focus on one or more specific values such as incorruptibility; honesty; impartiality; accountability (Dobel, 1999, 2016). Another view relates integrity to virtues such as wisdom; justice; courage; and temperance (Becker & Talsma, 2016; van Tongeren & Becker, 2009).</p> <p style="text-align:justify">A close analysis reveals that there is a characteristic relationship between integrity and morals; in other words, what is right and wrong, good or bad. Some scholars sees integrity as open reflection on morals (Carter, 1996). Other see integrity as an umbrella concept which fuses the values that are relevant for the official being judged.</p> <p style="text-align:justify">This broader view is a must because law offers very broad guidelines but there are grey areas while laying down principles of complying with the relevant moral values and norms especially while making decisions in government and governance. This interpretation is close to “a general way of acting morally” and “morality” (Brenkert, 2004, p. 5), or, as De George (1993) put it, “acting with integrity is the same as acting ethically or morally” (p. 5).</p> <p style="text-align:justify">There is yet another view which emphasises that integrity is the “stuff of moral courage and even heroism” (Brenkert, 2004, p. 5), which means that it “stands for complying in an exemplary way with specific moral standards” (Van Luijk, 2004, p. 39) and thus ‘Integrity’ must be strived for.</p> <p style="text-align:justify">The original approach of integrity sees it as a quality of acting in accordance with relevant moral values, norms, and rules. Integrity is considered to be synonymous with being moral or ethical. However, what is often missing is the definition of a valid moral value or norm?</p> <p style="text-align:justify"><strong>Author: <a href="https://www.iipa.org.in/cbc/4706.pdf">Cmde Naresh Chhabra</a></strong></p> <p style="text-align:justify"><strong><a href="https://iipa.org.in/upload/Ethics_Integrity.pdf">Group Author Presentation</a></strong></p>
<p><strong>Introduction </strong></p> <p style="text-align: justify;">Focus on Competencies - from Rule to Role. The government recently announced the rollout of the Mission Karmayogi, a scheme aimed at preparing civil servants for the future. Mission Karmayogi emphasises competency driven capacity building and human resource management, facilitating a shift from „rule-based‟ to „role-based‟ learning and competency building system. It is the most profound shift in the outlook of HR managers and cadre managers that will help drive the understanding that a role should be performed by an individual who possesses the best competencies for that given role. The programme ensures that all civil service officials will be able to access the competency building products and build the competencies required to efficiently discharge their roles. These competencies would typically include behavioural attitudes, functional knowledge and skills, and domain expertise.</p> <p style="text-align: justify;">The technology platform namely „iGOT Karmayogi‟ being linked to competency profile of officials will inspire and encourage lifelong learning and the platform will support online, face to face and blended learning. The platform will leverage upon the existing features of smart Learning Management Systems and will provide state of the art features that will help roll out the grand vision of a Digital India served by a digitally trained and enabled force.</p> <p style="text-align: justify;">To resolve the challenges posed across, Hon‟ble PM has listed down 6 traits that every civil servant should possess - Professional & Progressive, Energetic & Enabling, Transparent & Tech Enabled, Creative & Constructive, Imaginative & Innovative, Proactive & Polite. This will transform the Bureaucracy so that the Civil service becomes: (a) skilled (b) open (c) converged and (d) connected. 4. While this is undoubtedly a step in the right direction and will impart the necessary expertise to civil servants and equip them for the challenges during their tenure, the key question is whether expertise is the real problem. In fact, expertise can be outsourced but attitude cannot. Are we selecting the persons</p> <p style="text-align: justify;">While this is undoubtedly a step in the right direction and will impart the necessary expertise to civil servants and equip them for the challenges during their tenure, the key question is whether expertise is the real problem. In fact, expertise can be outsourced but attitude cannot. Are we selecting the persons 2 with the right attitude to man various positions that are so critical in governance? Are we training them appropriately for this purpose? Are we managing them properly?</p> <p style="text-align: justify;">What really needs to be done is to look at the manner in which recruitment takes place, the in-service training, transfers, assessment of officers, incentives, and disincentives by the way of promotions and selections to critical posts. However, before taking a call on these aspects, it would be essential to determine what is required in an officer who mans the senior civil service.</p> <p><strong> Author:</strong> <a href="https://www.iipa.org.in/cbc/4707.pdf"><strong>Brigadier Vikram Gulati</strong></a></p>
<p style="text-align:justify"><strong>Introduction </strong></p> <p style="text-align:justify">Civil Servant plays a vital role in the formulation of the policy and execution of the policy. They are the interface between the citizen and the Government. In recent times, there has been accelerated change globally brought about by technological advances, greater decentralization and social activism. The ramifications of these changes are being felt by government in the form of increasing expectations for better governance through effective service delivery, transparency, accountability and rule of law. The civil service, as the primary arm of government, must keep pace with the changing times in order to meet the aspirations of the people. There is a need to enhance the capacity and capability of Civil Servants into a dynamic, efficient and accountable apparatus for public service delivery built on the ethos and values of integrity, impartiality and neutrality.</p> <p style="text-align:justify">This has led to the need for a competency-driven training and human resource management for officers, marking a shift from a 'rules-based' system to a 'role-based' system. The concept of competency has been applied extensively both to individual civil servants and to the planning and implementation of policies and programmes of the government. The prime objective of the CBTs is to stimulate the inner strength and capabilities and also to improve the functional competencies of individual officers. The competency based governance model may contains 30 competencies which have been categorized under five broad areas namely Ethos, Ethics, Equity, Efficiency and Productivity.</p> <p style="text-align:justify">Attention to detail is one of the components under the ethics. Attention to details by the employee is very important to any organization. Attention to detail refers to a person’s behavioural propensity towards thoroughness, accuracy, and consistency when accomplishing tasks.. When someone cares little for the details, they will likely rush through their work, spending little time and effort to ensure accuracy or precision in their deliverables.</p> <p style="text-align:justify"><strong>Author: <a href="https://www.iipa.org.in/cbc/4708.pdf">Pavan Kumar Gupta</a></strong></p>
<p><strong>Introduction</strong></p> <p style="text-align:justify">Mission Karmayogi is India's first comprehensive mission to reform civil services and enable them to offer services in an effective and efficient manner. This is a bold move by the Government of India to democratise the training process and level the playing field for all. This purpose stresses the 'servant' aspect of the well-known civil services. It seeks to address existing system difficulties like as complexity and red tape through a capacity-building strategy that works at the person, institutional, and procedural levels. This mission can overcome all of its flaws provided the programme is driven by a long-term vision and ongoing motivation.</p> <p style="text-align:justify">The 89 percent of bureaucrats in direct contact with the public receive fragmented and inadequate training. The mission will aim to abolish the bureaucracy's 'work-silo' culture through a bottom-up strategy and digitised manner of working and training. Mission Karmayogi aims to include 46 lakh central government employees in its purview. The government proposes to invest INR 510.86 crore during a five-year period, from fiscal year 2021-22 to fiscal year 2024-25. External accountability and transparency are regarded as critical for improving individual responsiveness. The mission aims to improve information systems, ensure accountability for inputs, and improve auditing.</p> <p style="text-align:justify"><strong>Author: <a href="https://www.iipa.org.in/cbc/4709.pdf"><em>Air Commodore Kailas Gurao</em></a></strong></p>
<p style="text-align:justify"><strong>Introduction </strong></p> <p style="text-align:justify"><strong>Consultation and Consensus Building</strong> forms the backbone of contemporary citizen centric governance necessitated by the complexities of the state’s functions in relation to its citizens along with interdependent organizational, global economic and political system. Kettl (2015). It is imperative that an able public administrator has the ability to identify the stakeholders/influencers, establish trusting relationships, consult them through formal and informal channels, build consensus through dialogue, persuasion and effect reconciliation of diverse views/interests for common good. Though similar, the terms consultation and consensus building are not synonymous.</p> <p style="text-align:justify"><strong>Author: <a href="https://www.iipa.org.in/cbc/4710.pdf">Brig Niranjan Rajkumar Jakhar </a></strong></p> <p style="text-align:justify"><strong><a href="https://iipa.org.in/upload/Equity.pdf">Group Author Presentation</a></strong></p>
<p style="text-align:justify"><strong>Introduction</strong></p> <p style="text-align:justify">The topic of Decision-making has been included under the broad heading of the competency skill of ‘Equity’ though the skills of decision making extend to almost all aspects of planning and implementation of any programme of governance. Decision-making per se is an extremely vast subject with relevance in all fields of management and administration including military science, social and physical sciences including the field of medicine and health. The topic is looked upon here in relevance to components of decision making its relevance to building the core competency of decision making equitably from the point of view of public governance.</p> <p style="text-align:justify"><strong>Author: <a href="https://www.iipa.org.in/cbc/4711.pdf">BRIG MANOJ KUMAR</a></strong></p>
<p style="text-align:justify"><strong>Introduction</strong></p> <p style="text-align:justify">Any organisation is all about people and their interrelationship and empathy is one of the most critical factors in relationship management. Success of an organisation depends on the leadership. An effective leadership in an organisation depends on multiple factors and <strong>empathy</strong> is a construct that is fundamental to leadership. Many leadership theories suggest the ability to have and display empathy is an important part of leadership. The present Human Resource Management (HRM) practice is putting back the human in HR and understanding and dealing with human without empathy is pointless which may not lead to success. Empathy is hardwired in human brain.</p> <p style="text-align:justify">Against the above background, empathy as a trait needs demystification so that its role and contribution in the success of any organisation and leadership, be it government or private may be well appreciated.</p> <p style="text-align:justify">Empathy is the capacity to understand or feel what another person is experiencing from within their frame of reference, that is, the capacity to place oneself in another's position. It is the ability to imagine how another person is feeling and so understand his/her mood. Empathy is about being able to accurately hear out and understand the thoughts, feelings and concerns of others, even when these are not made explicit.</p> <p style="text-align:justify"><em>Understanding of empathy, which is an implicit trait, is critical to make the heterogenous and diverse ecosystem an inclusive one. In other words, empathy enables to incorporate the heterogeneity and diversity in the main scheme of things in an organization. In other words, e</em>mpathy makes it possible to work cooperatively with people who have very different experiences, preferences, styles and opinions. Thus, addressing the <strong>heterogeneity</strong> aspect of the organization.</p> <p>Another line of thought says that empathy is not a soft skill rather it's a business skill. It is said that HR practitioners can't be effective in their jobs if they don't know how to be empathetic. Empathy is the leadership skill most strongly and consistently linked to performance. Empathy is a versatile, multidimensional skill that can be applied to nearly every complex HR challenge. HR leaders are missing an opportunity to identify the connection points where they can translate their empathy into different HR functions in a more compelling way. It is especially useful as <strong>a change management tool</strong>.<em> </em></p> <p><em>Author: </em><a href="https://iipa.org.in/cbc/4712.pdf"><strong>Ms Mamta</strong></a></p>
<p><strong>INTRODUCTION</strong></p> <p style="text-align:justify">All organisations are structured on the basis of the principle of hierarchy which binds different levels and units of the organisation with a continuous chain of authority. In a small scale organisation, the head may be able to run the administration effectively by keeping all the powers with himself, but this may not be possible in the case of a large scale establishment like that of Indian Civil Services. The need of delegation is greatly felt with the growth of any organization. Delegation generally means conferment of authority by a superior to a subordinate for the accomplishment of an assigned mission or project. </p> <p style="text-align:justify">Author: <strong><a href="https://www.iipa.org.in/cbc/4713.pdf">Air Commodore Ullatil Manoj </a> </strong></p>
<p style="text-align:justify"><strong>Introduction</strong></p> <p>The union has launched civil services capacity-building initiative called “Mission Karmayogi” in September 2020, which will apply to 4.6 million central government employees. The mission talks of a shift from “rule-based” to “role-based”, “linking training and development” to “competencies”, continuous learning opportunities at every level and not just senior levels. Taking the task, IIPA has developed a Competency Based Training Module focusing on the application of competencies with HRM practices. The CBT contains 30 competencies which have been categorized under five broad areas namely Ethos, Ethics, Equity, Efficiency and Productivity. Each competency has a definition and its proficiency levels. Further, each proficiency level has behavioral indicators which are objective, observable and measurable</p> <p>Author: <a href="https://www.iipa.org.in/cbc/4714.pdf">Ramit Maurya</a></p> <p><strong><a href="https://iipa.org.in/upload/EFFICIENCY.pdf">Group Author Presentation</a></strong></p>
<p><strong>Introduction</strong></p> <p style="text-align:justify">According to Bhagavad Gita ‘Karmayogi’ is a person who feels concerned about the well-being of his/her people, thinks about the protection of his/her people, and works for creation of a new world for the benefit of his/her people. Selflessness is at the core of being a ‘Karmayogi’. With the objective to inculcate this spirit of selflessness through training of its officials in 5 core values of Ethos, Ethics, Equity, Efficiency and Productivity, Government of India is working on <strong>Mission Karmayogi. </strong>For this, training in 30 core competencies have been emphasized. Conceptual Thinking is one of the 30 core competencies identified for the exercise.</p> <p>Author: <a href="https://iipa.org.in/cbc/4715.pdf"><strong>Ms Renuka Mishra (IES) </strong></a></p>
<p><strong>INTRODUCTION</strong></p> <p style="text-align:justify">Initiative and Drive is the source of change. It is a behavioral component of an individual. Human Resource Management intends to harness its power and potential through consistent organizational efforts. The nature and scope of initiative and drive is influenced by its environment. Public Administrative Systems in general and Indian Administrative System in particular functions in an environment different to private administrative systems. Governments aim at Good Governance for its people. In the underdeveloped world, PI impacts directly on the survival and the positive development of societies and cultures alike5.It is increasingly being realized that the Good Governance could be achieved through the initiative and drive of its stakeholders, and Civil Servants are the important participants in realizing this objective.</p> <p style="text-align: justify;">Today, India is witnessing rapid and dynamic socio economic progress in all walks of its life. Public Administrative Systems are expected not only to cope- up with this pace but also to emerge as its champion. However, the public administrative system in the country has been reeling under its past and at the receiving end of the dissatisfaction of the public. The Government of India has been engaged on transforming its civil servants into people centered, result oriented, accountable, innovative, efficient, effective and dynamic in discharging public functions and addressing their problems. It is now increasingly being recognized and emphasized that initiative and drive require constant caring and nurturing to realize its potential in the public systems. The role of Training is emphasized in capacity building of the civil servants in order to make them initiative and drive in performing their role.</p> <p style="text-align: justify;">Author: <a href="https://www.iipa.org.in/cbc/4716.pdf">V.Nagamani</a></p>
<p><strong>Introduction</strong></p> <p style="text-align:justify"><strong>Definition</strong>.The type of information which may be obtained is defined under section 2 (f) of the Right to Information Act, 2005 (No 22 of 2005) as any material in any form, including records, documents, memos, e-mails, opinions, advices, press releases, circulars, orders, log books, contracts, reports, papers, samples, models, data material held in any electronic form and information relating to any private body which can be accessed by a public authority under any other law for the time being in force.</p> <p style="text-align: justify;"><strong>Historical Perspective</strong>. The need to communicate information was felt strongly on a global scale, and Sweden passed the first RTI statute in 1766, largely in response to the parliament's desire for access to information kept by the King. This was followed by United States of America and Norway who enacted their RTI Acts in 1966 and 1970 respectively. By 1990, thirteen countries had passed Freedom of Information (FOI) legislation. The European Union Charter of Fundamental Rights, which was adopted in 2000 and covered both freedom of expression and access to documents, was a significant step forward. RTI rules or regulations were in place in more than 85 countries by 2010. There was widespread public resentment over information suppression, press censorship and misuse of authority during the internal emergency of 1975-77. In 1977, the Janata Party, led by Morarji Desai, promised an open government and said that it would not exploit intelligence services or administrative authorities for personal or party advantage in its election programme. Morarji Desai convened a working committee in 1977 as a result of this vow to explore if the Official Secrets Act of 1923 might be changed to allow for a greater flow of information to the public. However, the working group issued a "no change" recommendation, thereby closing the door to transparency and openness. The other significant events which led to embracing this sacred right to information are tabulated below in chronological order</p> <p>Author: <a href="https://www.iipa.org.in/cbc/4717.pdf">Capt Hari K Nair</a></p>
<p><strong>Introduction</strong></p> <p style="text-align:justify">One important premise for policy design is that the success of any one program will depend at least in part on other programs. For example, education programs will not work effectively if the students sitting the classes are hungry, or if the students are scared of walking to school because of gang violence. Therefore, we need to consider how to coordinate policies and to get them to work together (Peters 2015). In the best of all worlds, programs would be planned and designed in a way that would produce policy integration (Candel and Biesbroek 2016). All policies that influence one another would be designed in ways that produce synergy. </p> <p style="text-align:justify">Author: <strong>Subrat Kumar Pradhan</strong></p>
<p><strong>Introduction</strong></p> <p style="text-align:justify">It would not be wrong to take away from the above excerpt that we may interpret desire for knowledge as a deeply imbedded force in all humans which may vary in degree but can certainly be acknowledged purely by the satisfaction we gain on exercising what we learn. From the Classical period in Ancient Greece to the current times in the 21st century, we can observe the development of our thoughts, our surroundings and our lifestyles. Due to this progressive nature of humans, it is essential for us to embrace the diverse knowledge that comes with it. The thirst for comprehension is a strength that one should inculcate regardless of their path in life but as one of the frontliners in the contribution towards the development of the nation and mankind, it must be a requisite to develop this desire to learn in all stages of duty. As leaders, decision making is a necessary task of the job which makes it important to avoid ignorance as the consequences of these decisions hold a deep impact. These decisions must not only maintain the values and beliefs of the establishment but also keep in touch with the present and prepare for the future. Therefore, it is not enough to learn for the sake of it, what we need is to foster a constant motivation towards learning as it creates an atmosphere to store knowledge in the long run. This must not only be limited to gaining but should also extend towards sharing and application of the acquired knowledge.</p> <p style="text-align:justify">The Indian Constitution states that it is a democratic country with power structure of federation having three tier of governance. It has all the basic structures of a federal state the only difference being that the power is devolve from the national government to the states and further to local governments. There are civil service officers who ensure smooth transition of the revenue from the Centre to the States. The Hon’ble Prime Minister has also emphasized that there is a need to strengthen this federal structure by good relations between the Central and State Governments. Also as per the New Public Governance the role of the governments is restricted as facilitator and arbitrator. Therefore, the officials will have to continuously be updated with the latest for which there is a need to have desire to learn.</p> <p style="text-align:justify">Functioning of Civil servants is at the heart of government effectiveness as they are the ones who <strong>lead</strong> and improve major government function. Their job is to translate political direction into the policies and programmes to ensure ”welfare for all”. The basic premise of this submission is that “Desire for Knowledge” is quite inherent to the existence of civil servants. Experience has shown that civil servants intuitively scramble for upgrading their <strong>knowledge </strong>and skills, as the nature of their job is so. This is also vouched from the very description of three terms viz. Desire, Knowledge and Leaders, as reflected herewith.</p> <p style="text-align:justify">Author: <a href="https://www.iipa.org.in/cbc/4719.pdf"><strong>Brigadier Vijay Kumar Purohit</strong></a></p>
<p><strong>Introduction</strong></p> <p>Innovative thinking is a creative thought process used to generate ideas and solutions. It is a complex task that involves finding new methods to approach problems or procedures. Innovative thinking produces results that change or challenge the status quo. In the workplace, this means looking for ways to think differently to produce better business practices for both employees and customers.Examples of innovative thinking skills; The traits innovators possess that help them contribute new ideas are enumerated as under.</p> <p>Author: <a href="https://www.iipa.org.in/cbc/4720.pdf"><strong>Brig V </strong><strong>Raghu</strong></a></p>
<p><strong>Introduction</strong></p> <p style="text-align:justify">Problems are at the heart of much of what people face on a daily basis and the capability to solve issues is a fundamental life skill that is required in our daily lives at home and workplace. The challenges a person confronts might be huge or little, simple or complicated, easy or tough and these could be work related intra / inter organisational issues or personal issues. The challenge lies in the ability solve the problems in an efficient and timely manner. According to a survey, one of the top five "extremely crucial" abilities for work success is problem solving.</p> <p style="text-align:justify">Finding solutions to problems is an important element of any civil servants’ job. Thus, being a confident problem solver is critical to successful discharge of the assigned duties. ‘Efficiency’ is one of the pillars of Good Governance and Citizen Centric Administration and ‘Problem Solving’ is a key attribute of the ‘Efficiency’ pillar.</p> <p style="text-align:justify">Author:<a href="https://iipa.org.in/cbc/4721.pdf"> <strong>Brigadier Amit Rao</strong></a></p> <p style="text-align:justify"><a href="https://iipa.org.in/upload/PROBLEM_SOLVING.pdf">Group Author Presentation</a></p>
<p><strong>Introduction</strong></p> <p> </p> <p style="text-align:justify">Today’s public administrators are facing problems of unprecedented complexity in societies that are more heterogeneous and challenging than ever in the past. At the same time, the systems and tools of governance are gradually becoming more digital and networked. Consequently, the Civil servants require to keep pace with the requirement of right skills.</p> <p style="text-align:justify">The extant requirement poses two challenges. The first one is to identify the skill set required for the civil services and meets the day to day requirements and prepares the employees for the future. The second is to explore the methods by which the civil services can invest in skill development to improve the public policies and services.</p> <p style="text-align:justify">The identification of skills prepares the civil services for the challenges of the public service. Once that is done, making the civil servant ready for gaining these skills to facilitate public service is the next course of action. The framework of public service and the employment policies of the government are therefore driven by both quantitative factors which include numbers and cost, as well as by individual qualities, which includes skills and expertise. It is therefore imperative to understand and identify the gaps in the skill sets of the civil servants and then take actions to fill these gaps by skill development of the workforce.</p> <p style="text-align:justify">As brought out, the determination of skills to meet the existing and future priorities and assessment of gaps in the workforce are the elementary steps for strategic workforce planning. While the common skill set and competency profile for the civil servants can be easily defined, mapping of the skills and identification of gaps is a major challenge. Planning for the future challenges and preparing the workforce for them through futuristic skill sets remains another challenge. Any failure to consider the future requirements in strategic workforce planning would entail having an organizational workforce unqualified and untrained for the future.</p> <p style="text-align:justify">While the civil services recruitment process is merit based, it is important to maintain the skill level of the civil servants. This necessitates the senior hierarchy to ensure development of their subordinates. Development of employees is the strength of any skills strategy, particularly in civil services, which allows greater job security and low overall turnover. The employment branding strategies includes providing learning opportunities to the employees and a standardized learning culture has gained more impetus, especially in the growing speed of change and technological advancement.</p> <p style="text-align:justify">Lifelong learning is critical not only for individual career advancement but also acts as an organizational strategy for modernization and coping with the changing environment. Presently, civil services training is overseen and managed by various existing institutional and structural frameworks which include training at individual, organizational and civil service levels. However, mentoring and coaching are major tools for developing others and learning day-to-day activities, which is integrated into the jobs of civil services.</p> <p style="text-align:justify">Author: <strong>Commodore Saurabh Rastogi</strong></p>
<p><strong>Introduction</strong></p> <p style="text-align:justify">Both the terms contain the word “Self” and hence it would be best to start by understanding the concept of ‘Self’ or ‘I’. The quest for finding the meaning of Self or I is as old as mankind or at least since the time records about man are available. For more than three millennia, "knowledge of the self has been considered to be at the very core of human behavior" (Whetten and Cameron, 2007, p. 58). Over time, almost all texts, religious or philosophical, record such a quest and provide some possible answers of “what is the meaning of Self or I”.</p> <p style="text-align:justify">Personal identity and awareness of oneself are critical elements of effectiveness in creating relationships with others. There is a story about a young person who approached a religious leader asking, ‘‘who am I?’’ The guru replied simply, ‘‘And who is asking the question?’’ In modern times this quest has been documented by noted philosophers.</p> <p style="text-align:justify">Author: <a href="https://iipa.org.in/cbc/4723.pdf"><strong>Sameer</strong></a></p>
<p style="text-align:justify"><strong>Introduction</strong></p> <p style="text-align:justify">Civil services are at the epicentre of all government activities and the civil service officers are responsible for policy making and are the executive hand which delivers on ground. The capacity of the Civil services plays a vital role in delivering a wide range of services, ensure implementation of welfare programs and perform core governance functions. The Government recognizing the crucial role of Capacity building of Civil Services, instituted the Mission Karamyogi which marks a signal shift in competency driven training and Human Resource (HR) management of officials by transitioning from a 'rules-based' system to the 'roles-based' system.</p> <p style="text-align:justify">Mission Karmayogi is India’s first robust mission to reform civil services and empower them to deliver services effectively and efficiently. This is a bold initiative of Government to democratize the training process and put everyone on the even playing field. This mission emphasizes the ‘servant’ part in the acclaimed civil services. It attempts to address the long pending issues in the existing system, such as complexity and red-tapism, through a capacity-building initiative while working at an individual, institutional and procedural level.</p> <p style="text-align:justify">Competency-based HR policy requires assignment of right person to the right role at the right time, thus securing the sustainable competitive advantage for the nation and provides citizen centricity to the service delivery. The planned program aims to create a robust policy framework and provide an institutional structure towards implementation of such HR policy in the Government. The policy framework will also enable adoption of modern technological tools such as a digital platform, artificial intelligence, machine learning and delta analytics for monitoring and evaluation of the entire programme especially quality of the learning content, assessment of user feedback and competency assessment. This approach will break silos in capacity development and democratize knowledge on an equitable basis across civil services.</p> <p style="text-align:justify">It has been assessed that approx. 89% of the bureaucrats who are in direct touch with the public receive fragmented and sub-par training. Mission Karmayogi aims to cover 46 lakhs employees of the central government within its purview. The government intends to spend INR 510.86 cr over five years, from FY 2021-22 to FY 2024-25. In addition, external accountability and transparency is also considered crucial for better responsiveness at the individual level. The mission intends to improve information systems, ensure responsibility for inputs and better audit. This mission will publish all budget summarised and track records by each department suo motto and will enable a more robust performance evaluation system.</p> <p style="text-align:justify">The National Programme for Civil Services Capacity Building has six key pillars. These include: -</p> <ol> <li>Policy Framework</li> <li>Institutional Framework</li> <li>Competency Framework</li> <li>Digital Learning Framework iGOT-Karmayogi i.e. integrated Government Online Training Karmayogi Platform</li> <li>Electronic Human Resource Management System</li> <li>Monitoring and Evaluation Framework</li> </ol> <p>Author: <a href="https://iipa.org.in/cbc/4724.pdf"><strong>Cmde Rajneesh Sharma</strong></a> </p>
<p><strong>Introduction</strong></p> <p style="text-align:justify">Above instance brings out the importance of team work which is in consonance with the goal set by Hon’ble PM of India that all the persons working in the group should develop themselves, there should be no weak-link and if there is any, the same has to be developed so that everyone contributes towards the development of nation Acronym of the word TEAM is<strong> TOGETHER EVERYONE ACHIEVES MORE </strong> which justifies the statement of Hon’ble PM<strong>.</strong></p> <p style="text-align:justify">The competency of TEAM WORK holds the key to collaboration of any kind. An organization that emphasizes good teamwork is typically a healthy, high-functioning workplace. It creates an atmosphere of respect, helpfulness, and cooperation, builds spirit, positive relationships and a pride amongst its team members.</p> <p style="text-align:justify">Andrew Carnegie has rightly said <strong><em>"Teamwork is the ability to work together toward a common vision and the ability to direct individual accomplishments towards organizational objectives. It is the fuel that allows common people to attain uncommon results."</em></strong></p> <p><strong>SO, THE CONSTITUTENTS OF TEAM WORK ARE:-</strong></p> <p style="text-align:justify"><strong>T</strong> -- Total commitment<br /> <strong>E</strong> -- Empathy and awareness of teammates<br /> <strong>A</strong> -- Adversity management<br /> <strong>M</strong> -- Mutual respect<br /> <strong>W</strong> -- "We" versus "I" thinking<br /> <strong>O</strong> -- Ownership<br /> <strong>R</strong> -- Relinquishment of the ego<br /> <strong>K</strong> -- Kinetic Leadership</p> <p style="text-align:justify">Author: <a href="https://iipa.org.in/cbc/4725.pdf"><strong>Air Commodore SK Sharma </strong></a></p>
<p><strong>Introduction</strong></p> <p><strong>Mission Karmayogi</strong></p> <p style="text-align:justify">Mission Karmayogi has been launched by Hon’ble Prime Minister of India as a capacity building initiative to initially cover 46 Lakh government officials at the centre and thereafter transform 1.5 Crore government officials at the centre, states and local bodies (Niti Aayog, 2018). It calls for competence based training (CBT) and human resource management (HRM) for officers, so as to ensure a shift from ‘Rule Based’ to ‘Role Based’ HRM System. The ultimate aim of Mission Karmayogi is to ensure citizen responsive governance focused on better and on time service delivery. The policy framework of Mission Karmayogi outlines new training policies with focus on continuous learning and driving competencies. IIPA, New Delhi has developed a CBT module comprises of 30 competencies categorised under five heads namely Ethos, Ethics, Equity, Efficiency and Productivity. Office Management (Prichay) has been identified as one of the competency to improve ‘Productivity’.</p> <p style="text-align:justify">Author: <a href="https://iipa.org.in/cbc/4726.pdf"><strong>Brig </strong><strong>Chander</strong> <strong>Sheikhar</strong> </a></p>
<p><strong>Introduction </strong></p> <p style="text-align:justify">Human resource is the most valuable asset of any organisation. It is the human resource which exploits other resources in the organisation so as to achieve the organisational objectives of productivity.</p> <p style="text-align:justify">The aim of the Human Resource Management is to get the best out of the human resource of the organisation. For achievement of this purpose, there are many sub-systems such as Grievance Handling, Counseling, Performance Appraisal, Career Planning, Training & Development, etc.</p> <p style="text-align:justify">Reward and Punishment system is one of the sub-systems under the Human Resource System. It is essential that every organisation, whether government or semi-government or private, should have a well-established reward and punishment system to ensure that the people are made to work towards the fulfillment of the organisational goals. While the reward system will encourage the employees to work better towards the achievement of organisational goals, the punishment system is used to discipline the work force and prevent them from working against the set goals.</p> <p style="text-align:justify">Author: <strong> <a href="https://iipa.org.in/cbc/4727.pdf">Kalpana Singh</a></strong></p>
<p><strong>Introduction </strong></p> <p style="text-align:justify">The concept of information in the sense of knowledge communicated plays a central role in present society. Information is stored knowledge. Traditionally the storage medium has been books, but with development of information technology, the electronic media are becoming important. Information management is an emerging field of concerns for all organizations. The major focus areas in Information management pertain to the infrastructure used to collect, manage, preserve, store and deliver information; guiding principles that allow information to be available to the right people at the right time; information, both digital and physical, is an asset and requires proper management; and the organizational and social contexts in which information exists. The basic purpose of information management is to design, develop, manage, and use information with innovative techniques so that creates value for individuals, organizations, communities, and societies. The present paper examines the information management of the court cases, examines the problems in the judicial system which are hampering productivity and measures needed to for better case management to bring productivity in the judicial system and make it citizen friendly.</p> <p style="text-align:justify">Author: <a href="https://iipa.org.in/cbc/4728.pdf"><strong>Brig TJ Singh</strong></a></p>
<p style="text-align:justify"><strong>Introduction</strong></p> <p style="text-align:justify">Compliance audit is an assessment as to whether the provisions of the applicable laws, rules and regulations made there under and various orders and instructions issued by the competent authority are being complied with. This audit by its very nature promotes accountability, good governance and transparency as it is concerned with reporting deviations, identifying weaknesses and assessing propriety. A compliance audit is a review performed to ascertain an enterprise's adherence to regulatory guidelines. Audit reports evaluate the strength and comprehensiveness of an organization's compliance preparations, security policies, user access controls, and risk management procedures.</p> <p style="text-align:justify">Author: <a href="https://iipa.org.in/cbc/4729.pdf"><strong>Brig R S Sundaram SM,VSM</strong></a></p>
<p><strong>Introduction:</strong></p> <p style="text-align:justify">India is the largest democracy in the world with an electorate of size as big as the combined electorates of 36 democracies in the world. The democratic set up needs the participation of citizens in decision-making. As it is not possible to take the consent of majority citizens on every topic, the consent is taken through their representatives, chosen through elections. People elect their representatives to the Parliament, who then form the government. The Parliament is made up of all representatives together which controls and guides the government. In this way, people, form the government and also control it through their chosen representatives. The Parliament in our system has immense powers because it is the representative of the people. Once elected, these candidates become Members of Parliament or MPs. These MPs together make up the Parliament. The parliament of India is the absolute legislative authority and consists of the President, the Rajya Sabha and the Lok Sabha. While Lok Sabha has directly elected representatives, the Rajya Sabha functions primarily as the representative of the states of India in the Parliament. Both these houses are presided over by the President of India.</p> <p style="text-align:justify">Author: <a href="https://iipa.org.in/cbc/4730.pdf"><strong>Gajender Singh Thakur</strong></a></p>
<p><strong>Background</strong></p> <p style="text-align: justify;">Pragati Ki Pathashala (PKP) initiative of IIPA management is all about -discovering you , defining you ,enhancing you and promoting brand YOU. It amplifies your ability to reach and access the best opportunities suited to YoU .PKP is also targeted towards enhancing your performance in decision making process , dealing with co-workers ,approaching citizens and customers and professional relationships ,making the right choice in work specialisation The PKP Perspective is all about self-knowledge of your core strengths and ingenuity of one’s personality that will help you the person approach challenges of life in your own way . We sharpen your own uniqueness found in varied combination of strength ,skills ,approaches and values - with mix of science-policy-culture perspective. It makes you stay relevant to the ever changing needs of a dynamic market ecosystem - to decide your role as a competitor or a person who complements the team</p> <p><strong>UPSC CSE Complete Syllabus</strong><br /> Civil Services Exam (IAS Exam), the most coveted exam of all, is conducted by UPSC every year to recruit candidates to various services & posts in the Government of India. It is a two stage exam consisting of:</p> <ol> <li style="text-align:justify">Civil Services Preliminary Examination (Multiple Choice Questions) for the selection of candidates for the Main Examination.</li> <li style="text-align:justify">Civil Services Main Examination (Written & Interview) for the selection of candidates for various services & posts as mentioned in UPSC’s official notification.</li> </ol> <p style="text-align:justify"><strong>UPSC IAS Preliminary Exam Pattern & Syllabus</strong><br /> The first stage of the exam i.e., the Civil Services Preliminary Exam is only a screening test and is conducted to shortlist candidates for the Main Examination. Marks secured in Preliminary Exam are not taken into account while preparing the final merit.<br /> Preliminary Exam consists of two papers of Multiple Choice Questions carrying a maximum of 200 marks each.</p> <p><strong>Paper-I : General Studies Syllabus</strong><br /> It has 100 questions broadly covering the following topics carrying a maximum of 200 marks to be solved in 2 hours.</p> <ol> <li>Current events of National & International importance.</li> <li>History of India & Indian National Movement.</li> <li>Indian & World Geography – Physical, Social, Economic Geography of India & the World.</li> <li>Indian Polity & Governance – Constitution, Political System, Panchayati Raj, Public Policy, Rights Issues, etc.</li> <li>Economic & Social Development – Sustainable Development, Poverty, Inclusion, Demographics, Social Sector Initiatives, etc.</li> <li>General issues on Environmental ecology, Bio-diversity & climate change – that do not require subject specialization.</li> <li>General Science.</li> </ol> <p style="text-align:justify">Note: While 2 marks are awarded for each correct answer, 0.67 mark is deducted for each incorrect answer</p> <p><strong>Paper-II : Civil Service Aptitude Test (CSAT) Syllabus</strong><br /> It comprises of 80 questions from the following topics carrying a maximum of 200 marks to be solved in 2 hours.</p> <ol> <li>Comprehension, Interpersonal skills including communication skills.</li> <li>Logical reasoning & analytical ability.</li> <li>Decision making & problem solving.</li> <li>General mental ability.</li> <li style="text-align:justify">Basic numeracy (numbers & their relations, orders of magnitude, etc.) (Class X level), Data interpretation (charts, graphs, tables, data sufficiency, etc. – Class X level)</li> </ol> <p style="text-align:justify"><strong>Paper-II : Civil Service Aptitude Test (CSAT) </strong>is a qualifying paper with a minimum qualifying marks fixed at 33% i.e. a minimum of 66 marks out of 200 is to be secured.<br /> It is mandatory for a candidate to appear in both the Papers of Civil Services (Preliminary) Examination for the purpose of evaluation.</p> <p style="text-align:justify">Note: Paper-I is evaluated by UPSC only in respect of those candidates who secure minimum qualifying marks in CSAT.</p> <p style="text-align:justify"><a href="https://learn.iipa.education/course/index.php?categoryid=116"><strong>Enroll</strong></a></p>
<p style="text-align:justify">Polity in any nation is about negotiations and bargaining where-in the themes keep on recurring in a cyclic manner. Being bothered about the Indian milieu, an understanding and comprehension of the larger Indian polity is a must. Themes of the order of Constitutional preeminence along with an awareness about the tenets of fundamental rights and duties are a prime concern for any UPSC aspirant attempting the mother of all examinations as a career option. Issues of the order of electoral politics, electioneering rules on party defections, NATGRID and NCRB, e Samiksha platform, Andhra Pradesh Panchayat Raj ordinance and others can form an interesting and significant points of study and rumination for our bright and young UPSC aspirants. In the larger context of the domestic polity, its equally important to position the Indian Polity in the larger firmament of International affairs along with drawing its roots from the Indian society. India with the rise of the caste factor and the notion of nationalist domination in the public narrative adds a new hues to the framework of Indian polity which need to be studied assiduously by the civil service aspirants.</p> <p style="text-align:justify">Though society is a larger frame of reference, still the embedded matrix of Polity assumes great significance for the larger understanding of national purposes and objectives. The Civil service aspirants have to tread the treacherous pathway of hobnobbing with the existing academic literature along with the theme of being practically inclined keeping in view the demands of the subject concerned in the civil services examinations. The idea of the “Polis’ as to keep the political studies at a micro level gets initiated with the Greek Polis as the earliest imagination about the Rashtra or the nation where-in we are more concerned about the larger concern of the Indian nation.</p> <p style="text-align:justify">Democracy too forms a part and parcel of the larger study where-in the existence of the democratic republics in India such as the Licchavi Republics form the foundation stone of the larger construct of the nation and the State. It all happened much before the Westphalian concept of state which goes back to a Eurocentric conception in the year 1648. The theme of Democracy, egalitarianism along with the larger concept of inclusivity for the fundamental concern of any understanding and deliberation upon the notion of Democracy and its practice in Bharat, that is, India.</p> <p style="text-align:justify"><strong>Resources/eBook</strong> <a href="https://www.iipa.org.in/cms/public/page/csm2022"><strong>Back</strong></a></p> <p style="text-align:justify">a) <a href="https://iipa.org.in/upload/polity1.pdf">Indian Polity-Constitution, Political System etc.</a><br /> b) <a href="https://iipa.org.in/upload/polity2.pdf">Governance-Panchayati Raj, Public Policy, Rights Issues, etc.</a></p> <p style="text-align:right"> </p>
<p style="text-align:justify"><strong>Background</strong></p> <p style="text-align:justify">The pantheon of a nation’s history works the way of the development and progression of the nation where-in the myths, tales, lore and legends of a nation tend to amplify a nation’s perch which has been ably achieved by the New Delhi denomination under PM Narendra Modi. The lore and fairytale about the valor of Maharana Ratan Singh in Padmavat along with the bravado and nationalist aggression of Privthiraj Chauhan along with the antics of Maharana Pratap Singh against the invading hordes, all have been showcased by the New Delhi dispensation in since the last decade. The nom de plume of History thus assumes significant importance which can be further chapterised</p> <p style="text-align:justify">The recorded history of India is not only about the machinations and usurpations of the British, the Sultanate days and the Mughal Empire. In a manner, the history sheet of the Indian nation has not been Indic centric which is undergoing a change now. The references to our war heroes and battles, royal courts and processions and the celebrations of festivals are the matter which is the historical and cultural approach is premised upon.</p> <p style="text-align:justify"> <strong>The pantheon of Wars and Valor</strong>:</p> <p style="text-align:justify">The battles which have been fought by Indian bravehearts and warriors such as the battle of Khanwa, battle of Haldighati, battle of Panipat, Terraine , Buxar and Plassey all fall under the categorization of the Indian myth and legend. The present day Government has gone much ahead than the Golden Bird mythology and most of the Indian victories fought against China and Pakistan have been preserved and cinematographed. The battles of Asal Uttar, Haji Peer, Longewalan and Kargill along with the Pulwama surgical strikes have been portrayed and depicted through national mainstream Cinema and the Indian courage and valor has been adequately amplified in the public history which involves a re-reading of history for the civil service aspirants.</p> <p style="text-align:justify"><a href="https://www.iipa.org.in/upload/history.pdf"><strong>Resources/eBook</strong></a> <a href="https://www.iipa.org.in/cms/public/page/csm2022"><strong>Back</strong></a></p> <p style="text-align:justify"> </p>
<p><strong>Background</strong></p> <p style="text-align:justify">The civil service aspirants need to be enamored of the concern of the nation and the society of the nation which they will need to govern once selected to the heady portals of the pristine Indian bureaucracy. The Indian societal concerns mark the parameters of social development and national progression. The manner in which the society is constructed in the realm of classes, interest groups, lobby stocks and castes needs to be studied if an official has to get a meaningful grasp over the dynamics of governance and public policy. An idea of “retaining balance” in the societal and political system can be conveniently achieved if the stock of societal nitty gritty is imbibed timely by the aspirant.</p> <p style="text-align:justify"><a href="https://www.iipa.org.in/cms/public/uploads/124601650369317.pdf"><strong>Resources/eBook</strong></a> <a href="https://www.iipa.org.in/cms/public/page/csm2022"><strong>Back</strong></a></p>
<p><strong>Background</strong></p> <p style="text-align:justify">Geography is one of the basic and most important subjects in UPSC CSE. It is a descriptive science dealing with the surface of the earth, its division into continents and countries, and the climate, plants, animals, natural resources, inhabitants, and industries of the various divisions. It also examines how human culture interacts with the natural environment and the way that locations and places can have an impact on people. Geography seeks to understand where things are found, why they are there, and how they develop and change over time.</p> <p style="text-align:justify">In UPSC, geography is included in the General Studies paper in Prelims as well as GS Paper 1 (CS Mains) examination. Questions related to Geography are asked in all the three stages of the examination; and hence, it is essential to study it in detail. It is an analytical subject, meaning once the student/aspirant understands the reason or concept behind the phenomenon, it becomes extremely easy to crack it.</p> <p style="text-align:justify"><strong>Resources/eBook</strong> <a href="https://www.iipa.org.in/cms/public/page/csm2022"><strong>Back</strong></a></p> <p style="text-align:justify">a) <a href="https://iipa.org.in/upload/Indian_Geography.pdf">India-Physical Social, Economic Geography</a><br /> b)<a href="https://iipa.org.in/upload/World_Geography.pdf"> World-Physical, Social, Economic Geography</a></p>
<p><strong>Background</strong></p> <p style="text-align:justify">When the Indian nation enunciates its identity formation from an egalitarian ethos and equity narrative then the theme of national unity and a just cause embroiled in equity and national integration come to the forefront. The nation’s hallowed constitution works up enough positivity and enthusiasm for the founding fathers and the political leadership to adhere to. India has been hobbled by the caste injustices of the past age and now the attendant malady of caste Politics which further serves as a fissiparous entity endangering the unity, integrity and the functional aplomb of the larger nation and its receptacle population. Bharat needs to awake anew as the upwardly mobile perch of the left behind minorities and underprivileged sections of the society need to be taken into account for and such has been the working ethos of the Narendra Modi denomination since May, 2014.</p> <p style="text-align:justify"> </p> <p style="text-align:justify"> </p> <p style="text-align:justify"><a href="https://www.iipa.org.in/cms/public/uploads/452091650967496.pdf"><strong>Resources/eBook</strong></a> <a href="https://www.iipa.org.in/cms/public/page/csm2022"><strong>Back</strong></a></p>
<p><strong>Background</strong></p> <p style="text-align:justify">Sarvahara Vikas and Sabka Vikas, Sabka Saath happen to be the guideline tract of the development trajectory of PM Modi’s strivings to uplift the downtrodden masses and make the Government goodies reach the weakest and the most underprivileged segments of the Indian body politique and society. The various of facets of Good Governance and people centric and participative road maps to positive governance and NPM have been adopted as the working credos of the Narendra Modi denomination more so in the entire cross section of his upliftment strivings. The idiom of transparency and accountability of the political leadership and the governing steel frame of the larger nation can inculcate a culture of pro poor and pro deprived policy making and deft policy making in the context of Poverty alleviation which cuts across a larger section of welfare and now, entrepreneurship. A few categorizations can be delved inside to objectify the search on generalized Governance:</p> <p style="text-align:justify"><a href="https://www.iipa.org.in/cms/public/uploads/123571650968187.pdf"><strong>Resources/eBook</strong></a> <a href="https://www.iipa.org.in/cms/public/page/csm2022"><strong>Back</strong></a></p>
<p style="text-align:justify"><strong>The Indic Perspective of International Relations</strong></p> <p style="text-align:justify"><strong> When we intend to unearth and discover the norms of India’s Foreign Policy and the attendant Global polity then we can follow the tenet of the Indic conception of International relations.</strong> The Indic perspective of International Relations, foreign policy and attendant diplomacy involved has been all neglected relegated to the backburner due to a prejudice and academic indigence in India , which is a hiatus that needs to be corrected as far as the general and de riguer narrative is concerned. When Prime Minister Modi beseeches the entire nation concerning the tenet of Vishwaguru in the context of Foreign Policy then its not about an idiom of copy cats but he intends to hark back to the Indic perspective of International relations and attendant foreign policy.</p> <p style="text-align:justify"> Binoy Sarkar, an Indian scholar has stressed way back in the year 1919 into materializing the Hindu Theory of International relations. He goes on to introduce the concept very pithily. He contended that, “ " Great misery," says Shookra, "comes of dependence on others. There is no greater happiness than that from self-rule." This is one of the maxims of the Shookra-neetil bearing on the freedom of the rastra, or the land and the people in a state. Kautilya also in his remarks on "foreign rule" expresses the same idea in a negative manner. Under it, we are told in his Artha-shastra,2 the country is not treated as one's own land, it is impoverished, its wealth carried off, or it is treated "as a commercial article." The description is suggestive of John Stuart Mill's metaphor of the "cattle farm" applied to the "government of one people by another." The doctrine of independence (svarajya, aparadheenatva) implied in this conception of external sovereignty was obviously the foundation of the theory of the state in relation with other states. These concepts can more or less be grouped under the doctrine of mandala, that is sphere or circle (of influence, interests, ambitions, enterprise, and what not). This doctrine of mandala, underlying as it does the Hindu idea of the "balance of power," pervades the entire speculation on the subject of international relations. It is hinted at by Shookra and referred to by Manu India had a non violent and non-cooperative idea of dissent and public opinion in the period of the Independence struggle which made India’s foreign policy inclined towards political neutrality and Panchsheela. But with the advent of the Narendra Modi ‘s Regime, the concerns of wooing US and extending India’s outreach through linkages with West Asia, Africa, Indo Pacific and attempting a tight rope walking in the realm of Diplomacy becomes the order of the day, which a UPSC aspirant needs to amalgamate within the framework of a generalist’s approach. The contemporary concerns of cyber warfare, cyber crime, Climate change negotiations, Disarmament and the shrinking role of the State in the post pandemic world too form a core concern of any syllabus on International Affairs. Lets look back at the initial wanderings of Pandit Jawaaharlal Nehru in the realm of foreign Policy.</p> <p style="text-align:justify"><strong>Nehruvian times</strong></p> <p style="text-align:justify">The times of Nehru entailed a more complex and a nuanced approach to international relations and foreign policy. The various nations were divided in the warring and confrontationst camps of the Cold war- namely the Warsaw Pact and the NATO group of nations. Nehru held that neutrality from the competing power groups will be the correct foreign policy stance for India as getting mired in any of the power blocks would antagonise one of the powerful super states, namely United States and Soviet Union.</p> <p style="text-align:justify">The new nation wanted to chart an independent trajectory of self reliance and exceptionalism with a higher moral perch for itself. This policy decision and Nehruvian tilt appears to be rather high flown and unrealistic as for getting one’s voice heard in the larger international system, the Indian union had to first of all create a niche and sphere of influence for itself which could only be attained after traversing a trajectory of growth, development and foreign policy planning in the initial decadal cusp of the growth story of the great but newly independent nation. Thus, the Nehruvian approach to self reliance was rather fangled. So was his rather Idealistic notion of anointing India with the glitter of being the leader of the developing world of nations as a separate third grouping of States which neither followed the United States nor did kow-tow along with the trending of Kremlin. </p> <p style="text-align:justify">Nehru too objected to United States when a n aid basket of 400 million dollars was opened up for the Indian antagonist, Islamic Republic of Pakistan. Nehru met the British Foreign Secretary and Dean Rusk, which resulted in the Indian Prime Minister asking the American establishment not to aid and abet the Islamic Republic of Pakistan as India feared that the American aid will be channelized against India. US reassured Nehru that the aid will be utilized to contain Soviet influence in the region but Nehru quipped during the negotiations that, “ I never heard of a gun which fires in only one direction.” The Nehruvian era too witnessed the American aid in the Food crisis in India when the Green revolution for the issue of foodgrain security was initiated by the American establishment after President Eisenhower contended that, “ India and its people are a hard working collectivity and United States being a true friend of New Delhi will provide aid in this hour of crisis and food hardship being faced by India.”</p> <p style="text-align:justify">In the letters, to Vijaylakshmi Pandit, his sister, who Nehru affectionately called as, “Nan Dear”, Nehru writes that, “ There is nothing very special about the talk with McGhee. Macghee began by saying that the United States had no desire to force their viewpoint on us and it was for us to decide. Naturally, they wanted us to support their great moral crusade and so on and so forth. I tried to explain to him our moral and historical background, our analysis of the situation, and our conviction that war can never solve this or any other difficulty, and would inevitable bring ruin to the world. Finally, he said that he was desirous of it that we should be in close touch with each other and have consultations even though we might not agree.</p> <p style="text-align:justify">It’s an old saying and maximalist adage in the pantheon of International Relations that if a rising nation has to domineer and over it all, subsist in the larger tract of the global terrain then akin to a newly unbridled fish, it ought to learn to swim with the Alligator and the sharks too. The same strain of thought can be said to be true about the Indian geo political and geo economic proclivities too in the contemporary context. It has been observed that in context of PM Narendra Modi, India needs to attempt a difficulty and tactful tight rope walk between the antipodal and antagonistic instincts of both the Super powers of the order of United States of America and Russia in order to posit itself anew in the contemporary multilateral and multi polar geo strategic construct of the larger international system.</p> <p style="text-align:justify"> Paul Kennedy has written a classic work of IR, “The Rise and Fall of Great Powers,” where-in, the charted territory and the crests and troughs faced by the myriad global powers has been traced in the larger context of the vicissitudes of the international system comprised by the global comity of nations. The rise and fall of nations and Empires has to be understood in the larger rubric of how a nation with great power ambitions responds and indulges in its own acts of omission and commissions in order to leave an indelible footprint in the larger global firmament.</p> <p style="text-align:justify">“ Paul Kennedy as an ace historian and an International Relations observer contends that, “The international bestseller is a sweeping account of five hundred years of fluctuating economic muscle and military might. Kennedy’s masterwork begins in the year 1500, at a time of various great centres of power including Minh China, the Ottomans, the rising Mughal state, the nations of Europe. But it was the latter which, through competition, economic growth and better military organisation, came to dominate the globe – until challenged later by Japan, the Soviet Union, and the United States. Now China, boosted by its own economic prowess, rises to the fore. Throughout this brilliant work, Kennedy persuasively demonstrates the interdependence of economic and military power, showing how an imbalance between the two has historically led to spectacular political disaster. Erudite and brilliantly original, The Rise and Fall of the Great Powers is essential reading for anyone with an interest in the politics of power. Thus, the work dwells upon the notion of how Empires and civilizations have performed and rose to historic pre eminence in their strivings to successfully traverse the tract of the international system. The work too attempts to spawn a strategic balance between the economic clout and the standardised military component of power and dominance in the comity of nations as vast as China and US in the larger odyssey of the Global polity.</p> <p style="text-align:justify"> James Joll writes that, :Important, learned, and lucid... Paul Kennedy's great achievement is that he makes us see our current international problems against a background of empires that have gone under because they were unaible to sustain the material cost of greatness;and he does so in a universal historical perspective of which Ranke would surely have approved.” Christopher Lehman reviews in the New York Times, that, "His strategic-economic approach provides him with the context for a shapely narrative....Professor Kennedy not only exploits his framework eloquently, he also makes use of it to dig deeper and explore the historical contexts in which some 'power centers' prospered....But the most commanding purpose of his project...is the lesson he draws from 15 centuries of statecraft to apply to the present scene....the final section is for everyone concerned with the contemporary political scene</p> <p style="text-align:justify"><a href="https://www.iipa.org.in/cms/public/uploads/124601650369317.pdf"><strong>Resources/eBook</strong></a> <a href="https://www.iipa.org.in/cms/public/page/csm2022"><strong>Back</strong></a></p>
<p><strong>Background</strong></p> <p style="text-align:justify">One can under line and emphasize upon the role played by the various societal, political and economic factors underlying the larger matrices of economic growth and development in the larger nation. The Atal Path can be earmarked as an ideal way through the middle pathway of Shyama Prasad Mukherjee in order to development a development and governance literacy amongst the future governors of the country. The following guidelines can serve as able pathfinder for achieving the goals and objectives of development and attendant growth in the larger context of overall national upliftment with the cooperative strivings of all and sundry.</p> <p style="text-align:justify"><strong><a href="https://iipa.org.in/upload/Economic_Growth_and_Development.pdf">Resourses/eBook </a> <a href="https://www.iipa.org.in/cms/public/page/csm2022">Back</a></strong></p> <p style="text-align:justify">a)<a href="https://www.iipa.org.in/cms/public/training_course/74"> Economic-Sustainable Development, Poverty, Financial Inclusion, etc.</a><br /> b) <a href="https://www.iipa.org.in/cms/public/training_course/72">Social Development-Social Inclusion, Demographics, Social Sector Initiatives, etc.</a><br /> c) <a href="https://www.iipa.org.in/upload/agriculture.pdf">Agriculture</a></p>
<p style="text-align:justify"><strong>Introduction:</strong></p> <p style="text-align:justify">Forest is one of the most valuable terrestrial ecosystems that play a crucial role in maintaining environmental balance. It provides numerous goods and services, and maintains life support system essential for life on earth. Forests soak up carbon dioxide from the atmosphere offsetting anthropogenic emissions. Protecting forests, therefore, has a double-cooling effect, by reducing carbon emissions and by maintaining high levels of evaporation from the canopy. However, forests are in great anthropogenic pressure due to the ever-increasing demand for forest products and dependency of about 60 million forest dependents. The higher dependency of a larger section of rural population has an inhibitory effect on the productivity of forest. It has been estimated that more than 40% poor of the country are living in these forest fringe villages. Thus, forest is a source of livelihood and providing opportunities for poverty reduction to a larger section of rural population.</p> <p style="text-align:justify"><strong>Resources/eBook</strong> <a href="https://www.iipa.org.in/cms/public/page/csm2022"><strong>Back</strong></a></p> <p style="text-align:justify">a) <a href="https://iipa.org.in/upload/ecology.pdf">Environmental Ecology</a><br /> b) <a href="https://iipa.org.in/upload/biodiversity.pdf">Biodiversity</a><br /> c) <a href="https://iipa.org.in/upload/Climate_Change.pdf">Climate Change</a></p>
<p> <strong>Background</strong></p> <p style="text-align:justify">What ails the academic narrative and the public sphere literature in the context of civil service preparations, everything in the sphere of polity and Governance is colored with the lens of “securitization” which is not a new term at all going by all standards. The hard power approach bordering on to a deterrence oriented military approach used to be the order of the day. But with the emergence of geo economics and the praxis of the supply and value chains, the economics of security has emerged as a core and a concern of the global forefront. Organizations such as SCO, Quad and BRICS now reflect the other way around phenomenon which entails that even the geo economic international and multilateral groupings have witnessed the securitization of their agendas.</p> <p style="text-align:justify"><strong>Security</strong>: The term security is of great interest and an iota of added significance is added to it as per the all pervading influence of a military and realistic approach of International Relations. The idea of security is now deemed to be much more wider, as, compared to the one partaking of a tanks and missiles approach. It includes Human and comprehensive security too.</p> <p style="text-align:justify"><strong>Resources/eBook</strong> <a href="https://www.iipa.org.in/cms/public/page/csm2022"><strong>Back</strong></a></p> <p style="text-align:justify">a) <a href="https://iipa.org.in/upload/current_eve.pdf">National Importance</a><br /> b) <a href="http://iipa.org.in/upload/int_imp.pdf">International Importance</a><br /> c) <a href="https://iipa.org.in/upload/security.pdf">Security</a></p>
<p><strong>Background</strong></p> <p style="text-align:justify">India is a agriculture based and founded nations where-in the toil of the peasants belonging to different land denominations feeds the rest of the country. One can also safely surmise that Indian GDP and financial output is dominated by the agricultural sector where-in a deft blending of the Government support and pricing systems leads with the toil and ploughs of the farmers makes up for a major chunk of the Gross National Product. It’s befittingly the verve and the herd toil of the farmers which led to the Gandhian conception of Village Republics which was essentially premised upon the nom de plume of local and grass roots governance. Also, the larger paraphernalia of agro activities and related processes ably and calculatedly subsume the general, nationally applicable concerns of well being, livelihood and human security. The five subsets which the civil service aspirants need to inculcate in their oeuvre happens to be the following:</p> <p style="text-align:justify"><a href="https://www.iipa.org.in/upload/agriculture.pdf"><strong>Resources/eBook</strong></a> <a href="https://www.iipa.org.in/cms/public/page/csm2022"><strong>Back</strong></a></p>
<p><strong>Background</strong></p> <p style="text-align:justify">Technology has till now been the larger domain of the western hoi polloi and western nations with the developing world struggling to pace with the technological and automation of the developed segment of the larger international system. Alvin Toffler, zeroes down on the idiom of Power shifts where-in he earmarks the notion and practice of Information as power and international heft and power throwing and influence wielding as the consequent outcomes of the larger instrument of technological dominance and shifts ( transactions). There are several facets of technology which the Modi dispensation is attempting to hone for the larger benefit and for an attainment of the power and national interest of the larger country.</p> <p style="text-align:justify"><a href="https://www.iipa.org.in/upload/general_science.pdf"><strong>Resources/eBook</strong></a> <a href="https://www.iipa.org.in/cms/public/page/csm2022"><strong>Back</strong></a></p>
<p style="text-align:justify">The Institute disseminates information, analyses, viewpoints and knowledge related to public administration, governance, policy and development through its regular publications viz., monthly digital editions of IIPA Newsletter, quarterly editions of Indian Journal of Public Administration (<a href="https://journals.sagepub.com/editorial-board/ipa" target="_blank">IJPA</a>) in association with Sage Publications, quarterly editions of <a href="https://www.iipa.org.in/cms/public/publication/2#">Nagarlok</a>, quarterly editions of Documentation in Public Administration (DPA), biannual editions of Lok Prashashan (Hindi Journal) and quarterly editions of IIPA Digest. </p> <table border="1" cellpadding="1" cellspacing="1" style="width:500px"> <tbody> <tr> <td><strong>Sr No.</strong></td> <td><strong>Title</strong></td> <td> <p><strong>Price</strong></p> <p><strong>(Rs.)</strong></p> </td> <td> <p><strong>Discounted</strong></p> <p><strong>Price (RS.)</strong></p> </td> <td><strong>Pay</strong></td> </tr> <tr> <td>1</td> <td style="text-align:justify"><img src="https://iipa.org.in/pub/1.png" style="float:left; height:200px; width:150px" />The book is a tribute to Sardar Vallabhbhai Patel, the General of Bardoli, the Lion of Gujarat, the Iron Man of India, and the Sardar of the country’s struggle for independence, Sardar Vallabhbhai Patel, on his 146th birth anniversary. Patel laid the scaffolding of a steel frame for the emergence of a new India. His life and biography are emblematic of an India destined to rise from its ashes. Winning freedom and giving strength to this emerging India was dear to him like no other thing. No wonder, he put his blooming personal career in law, and the aspirations of his family-members at stake at the call of Gandhiji. His nature, temperament, and aspirations rebelled against the injustice; whether by the British, or the compatriots.<br /> Author: <strong>S.N. Tripathi and Saket Bihari</strong><br /> </td> <td>1947</td> <td>487</td> <td><form><script src="https://checkout.razorpay.com/v1/payment-button.js" data-payment_button_id="pl_KC6kuOt6Moq18C" async> </script> </form></td> </tr> <tr> <td>2</td> <td><img src="https://iipa.org.in/pub/2.png" style="float:left; height:200px; width:150px" />Waste mnagement Models in Fastest Mover Indian Megacity-2021<br /> Author: <strong>K. K. Pandey</strong></td> <td>199</td> <td>199</td> <td> </td> </tr> <tr> <td>3</td> <td><img src="https://iipa.org.in/pub/3.png" style="float:left; height:200px; width:150px" />Capacity Building in Public Admininstration -K.S.R.N. Darma<br /> Author: <strong>K.S.R.N. sharma</strong></td> <td>500</td> <td>500</td> <td> </td> </tr> <tr> <td>4</td> <td><img src="https://iipa.org.in/pub/4.png" style="float:left; height:200px; width:150px" />Panchayats and Rural Development in India: Changing Part II – Ed. Prof. V.N. Alok<br /> Author: <strong>Prof. V.N. Alok</strong></td> <td>450</td> <td>293</td> <td> </td> </tr> <tr> <td>5</td> <td><img src="https://iipa.org.in/pub/5.png" style="float:left; height:200px; width:150px" />Cumulative Index to Indian Journal of Public Administration (Vol. XXI-LVI-1975-2010. Ed: Rakesh Hooja (2011)<br /> Author: <strong>Rakesh Hooja (2011)</strong></td> <td>950</td> <td>475</td> <td> </td> </tr> <tr> <td>6</td> <td><img src="https://iipa.org.in/pub/6.png" style="float:left; height:200px; width:150px" />The Institute disseminates information, analyses, viewpoints and knowledge related to public administration, governance, policy and development through its regular publications viz., monthly digital editions of IIPA Newsletter, quarterly editions of Indian Journal of Public Administration (IJPA) in association with Sage Publications, quarterly editions of Nagarlok, quarterly editions of Documentation in Public Administration (DPA), biannual editions of Lok Prashashan (Hindi Journal) and quarterly editions of IIPA Digest.<br /> <strong>IIPA Digest</strong></td> <td>450</td> <td>293</td> <td> </td> </tr> <tr> <td>7</td> <td><img src="https://iipa.org.in/pub/7.png" style="float:left; height:200px; width:150px" />The Institute disseminates information, analyses, viewpoints and knowledge related to public administration, governance, policy and development through its regular publications viz., monthly digital editions of IIPA Newsletter, quarterly editions of Indian Journal of Public Administration (IJPA) in association with Sage Publications, quarterly editions of Nagarlok, quarterly editions of Documentation in Public Administration (DPA), biannual editions of Lok Prashashan (Hindi Journal) and quarterly editions of IIPA Digest.<br /> <strong>IIPA Digest</strong></td> <td>495</td> <td>248</td> <td> </td> </tr> <tr> <td>8</td> <td><img src="https://iipa.org.in/pub/8.png" style="float:left; height:200px; width:150px" />The Institute disseminates information, analyses, viewpoints and knowledge related to public administration, governance, policy and development through its regular publications viz., monthly digital editions of IIPA Newsletter, quarterly editions of Indian Journal of Public Administration (IJPA) in association with Sage Publications, quarterly editions of Nagarlok, quarterly editions of Documentation in Public Administration (DPA), biannual editions of Lok Prashashan (Hindi Journal) and quarterly editions of IIPA Digest.<br /> <strong>IIPA Digest</strong></td> <td>450</td> <td>337</td> <td> </td> </tr> <tr> <td>9</td> <td><img src="https://iipa.org.in/pub/9.png" style="float:left; height:200px; width:150px" />The Institute disseminates information, analyses, viewpoints and knowledge related to public administration, governance, policy and development through its regular publications viz., monthly digital editions of IIPA Newsletter, quarterly editions of Indian Journal of Public Administration (IJPA) in association with Sage Publications, quarterly editions of Nagarlok, quarterly editions of Documentation in Public Administration (DPA), biannual editions of Lok Prashashan (Hindi Journal) and quarterly editions of IIPA Digest.<br /> <strong>IIPA Digest</strong></td> <td>250</td> <td>188</td> <td> </td> </tr> <tr> <td>10</td> <td><img src="https://iipa.org.in/pub/10.png" style="float:left; height:200px; width:150px" />The Institute disseminates information, analyses, viewpoints and knowledge related to public administration, governance, policy and development through its regular publications viz., monthly digital editions of IIPA Newsletter, quarterly editions of Indian Journal of Public Administration (IJPA) in association with Sage Publications, quarterly editions of Nagarlok, quarterly editions of Documentation in Public Administration (DPA), biannual editions of Lok Prashashan (Hindi Journal) and quarterly editions of IIPA Digest.<br /> <strong>IIPA Digest</strong></td> <td>325</td> <td>163</td> <td> </td> </tr> </tbody> </table> <p>dfdsf </p>
<p><a href="https://www.iipa.org.in/cms/public/uploads/398211656831856.html" target="_blank"><img alt="" src="https://www.iipa.org.in/cms/public/uploads/398211656831856.html" /></a>The Institute disseminates information, analyses, viewpoints and knowledge related to public administration, governance, policy and development through its regular publications viz., monthly digital editions of IIPA Newsletter, quarterly editions of Indian Journal of Public Administration (<a href="https://journals.sagepub.com/editorial-board/ipa" target="_blank">IJPA</a>) in association with Sage Publications, quarterly editions of <a href="https://www.iipa.org.in/cms/public/publication/2#">Nagarlok</a>, quarterly editions of Documentation in Public Administration (DPA), biannual editions of Lok Prashashan (Hindi Journal) and quarterly editions of IIPA Digest. </p>
<h3>IIAS Annual Conference in February 2025</h3> <p style="text-align:justify">Next Generation Administrative Reforms</p> <p style="text-align:justify">Theme <br /> Next Generation Administrative Reforms – Empowering Citizens and Reaching the Last Mile”</p> <p style="text-align:justify">Feb 2025 Kochi india </p> <p style="text-align:justify">The IIAS established in 1930, is a federation of member States, national sections and academic research centres jointly elaborating public administration solutions to the policy challenges of the day with headquarters in Brussels, Belgium.</p> <p style="text-align:justify">The 2025 Annual Conference of IIAS would be attended by 30 Member Countries, 18 National Sections and over 50 IIAS Universities/ Institutes of Public Administration in Member Countries.</p> <p style="text-align:justify">As a nation deeply committed to Multilateralism, Democracy, Meritocracy and Good Governance, India has under Prime Minister Modi, pursued far-reaching administrative reforms under the policy maxim “Maximum Governance–Minimum Government”.</p> <p style="text-align:justify">India has contributed significantly to the deliberative democracy, research publications, fiscal processes of budget/ audit through the institutional mechanisms of the Council of Administration and the Finance Committee.</p> <p><strong>MISSION AND OBJECTIVES</strong></p> <p style="text-align:justify">The International Institute of Administrative Sciences (IIAS) is an international non-profit organization with scientific purposes. IIAS is a federation of member states, national sections and academic research centres jointly elaborating public governance solutions to the policy challenges of the day.</p> <p><strong>IIAS OBJECTIVES</strong></p> <p>IIAS has five objectives:</p> <ol> <li>Organize high impact events targeting and involving both public service and academia.</li> <li>Produce and dissemination relevant knowledge on public governance.</li> <li>Enable collaborative and strategic projects with members and partners.</li> <li>Accredit both academic and professional training programs in line with standards of best practices in public management.</li> <li>To produce and promote comprehensive content on public governance research and practice to different audiences.</li> </ol>