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GS Paper: GS2-13.Issues relating to development and management of Social Sector/Services relating to Health, Education, Human Resources.

  • Economics of education

    The article delineates the challenges academic institutions in India faces in the wake of Covid disruption and suggests some measures to deal with the challenges.

    Context

    Disruption in the wake of pandemic raised the spectre of educational institutions shuttering their doors completely or taking unprecedented steps that have invariably affected jobs and livelihoods.

    Economics of the academics

    • Economics has always been a part of academics; it is only in the present circumstances that it has become all the more apparent.
    • Management in private institutions, is going to meet demands on the one hand and availability of resources on the other.
    • One may call this new phenomenon “acadonomics”.
    • “Acadonomics” would imply a careful allocation of resources keeping in mind the transient nature of the issue of how long it is going to take to come back to the steady state of affairs that it once was.
    • ‘Acadonomics’ will also involve seeing the economics of moving on to an online mode of the teaching-learning process.

    Comparison with the West

    • The academic choices are not the same for all countries across the world.
    • In the United States the elite private and state subsidised universities have endowments that can be used for a range of academic activities.
    • Top 10 of the U.S. have a cushion of anywhere between $10 billion to $40 billion.
    • By contrast, private academic institutions in India do not have any such buffers.
    • None of the institutions in India possesses big corpuses from alumni or industry.
    • Their survival, for the most part, is on the annual income that comes from tuition and the assortment of other fees collected.

    Private education in India

    • Private institutions in India are hardly in a position to meet an eventuality such as COVID-19.
    •  In an educational set-up in India, nothing can be reduced — the norms cannot be lowered nor can the infrastructure be dismantled.
    •  For the most part, the fixed and operational costs remain the same, and infrastructure once created cannot be shrunk.
    • The downside to self-financed institutions is that in the time of the pandemic and loss of jobs, students plead inability to pay the requisite fee.
    • Which places additional burden on the management which feels already stretched because of existing commitments.

    Dual mode of learning and issues

    • 1) Cost for persisting with a dual mode of the teaching-learning process is going to be quite prohibitive for the next few years.
    • The scaling of operations that would include the dual modes of online and offline is going to be expensive.
    • 2) The online teaching mode brings with it increased costs of IT infrastructure such as network bandwidth, servers, cloud resources and software licensing fees.
    • 3) Online teaching means new hiring in the IT sector and increased costs due to engagements with Massive Open Online Courses, or MOOCs, and other online platforms.
    • 4) Online teaching means setting up multiple studios and educational technology centres which translate into investments in high technology.
    • 5) Creation of virtual laboratories across all domains of studies and examination centres, etc. would add to the woes in terms of already depleted finances.
    • 6) Additional funds have to be allocated to train faculty for online teaching.

    Way forward

    • The Centre and State governments should provide soft loans to students to stay with the educational course.
    • Students looking at online instruction would be disinclined to pay the same fee charged for offline instruction.
    • It would seem prudent for the government and regulatory bodies to not interfere in the fee structure, and, for the future, even consider a measure of higher degree of financial autonomy.
    • It is high time institutions in India are allowed to create coffers or corpuses for a rainy day.
    • Educational institutions could come to be treated like any other corporate body, with an allowable small margin of profit.

    Consider the question “What are the challenges faced by the education system in the aftermath of the pandemic. Suggest ways to mitigate the impact.”

    Conclusion

    ‘Acadonomics’ of the future will not only decide the fate of the academic sector in India but also its quality, ranking, research, innovation potential and its collective impact on our country’s economy.

  • Changing India’s health delivery landscape through NDHM

    The National Digital Health Mission promises to transform the Indian healthcare system with the aid of technology. The article highlights the key aspects of the mission.

    Building integrated digital health infrastructure through NDHM

    • NDHM is based on the principles of health for all, inclusivity, accessibility, affordability, education, empowerment, wellness, portability, privacy and security by design.
    • NDHM will build the backbone necessary to create an integrated digital health infrastructure.
    • With its key building blocks HealthID, DigiDoctor, Health Facility Registry, Personal Health Records, Telemedicine, and e-Pharmacy, the mission will bring together disparate stakeholders and radically strengthen and, thus change India’s healthcare delivery landscape.
    • NDHM is also a purposeful step towards the achievement of the United Nations’ Sustainable Development Goal of Universal Health Coverage.

    Importance of digital intervention in health service

    • Digital interventions significantly enhance the outcomes of every health service delivery programme.
    • Importance of digital intervention is demonstrated in the Ayushman Bharat Pradhan Mantri Jan Arogya Yojana scheme.
    • Under PM-JAY, 1.2 crore cashless secondary and tertiary care treatments have been provided using an indigenously developed state-of-the-art IT platform.
    • The Arogya Setu mobile app deploys ICT innovations for contract tracing.

    Principal highlight of NDHM

    1) Voluntary in nature

    • HealthID is entirely voluntary for citizens.
    • Its absence will not mean denial of healthcare to a citizen.
    • They can choose to generate their Health Account or ID using their Aadhaar card or digitally authenticable mobile number and by using their basic address-related details and email ID.
    • The use of Aadhaar, therefore, is not mandatory.

    2) Data sharing based on consent

    • Providing access to and sharing of personal health records is a prerogative of the HealthID holder.
    • The consent of the health data owner is required to access this information or a part of it.The consent can be withdrawn anytime.
    • The personal health record will enable citizens to store and access their health data, provide them with more comprehensive information and empower them with control over their private health records.

    3) Compliance with laws and fundamental rights

    • NDHM has been built within a universe of fundamental rights and legislation such as the Aadhaar Act and the IT Act 2008 as well as the Personal Data Protection Bill 2019.
    • This project is also informed by the entire gamut of Supreme Court judgments and core democratic principles of cooperative federalism.
    • The Mission gets its strategic and technical foundation from the National Digital Health Blueprint, the architectural framework of which keeps the overall vision of NHP 2017 at its core and ensures security and privacy by design.

    4) Reaching out to the unconnected population

    •  NHDM is a digital mission led by technology powered by the internet.
    • So, to reach out to and empower the large number of “unconnected” masses specialised systems are being built and off-line modules that will be designed to reach out to the “unconnected”.

    5) Partnership with all key stakeholders

    • The design of NDHM has been built on the principle of partnership with all key stakeholders — doctors, health service providers, technology solution providers and above all citizens.
    • Without their belief, trust, adoption, and stewardship, this mission will not achieve its desired result.

    Consider the question “Examine the key aspects of the National Digital Heath Mission and how it could help transform the Indian healthcare landscape?”

    Conclusion

    NDHM is a mission whose time has come because health is the first step towards self-reliance and only a healthy nation can become Atma Nirbhar.

  • [pib] Eklavya Model Residential Schools

    An Eklavya Model Residential School (EMRS) teacher was selected for National Award to Teachers 2020.

    Note the specific features of EMRS. Each year in the CSP, there is a question related to tribes/tribal development.

    Eklavya Model Residential Schools

    • EMRS started in the year 1997-98 to impart quality education to ST children in remote areas in order to enable them to avail of opportunities in high and professional education courses and get employment in various sectors.
    • Across the country, as per census 2011 figures, there are 564 such sub-districts out of which there is an EMRS in 102 sub-districts.
    • As per revised 2018 scheme, every block with more than 50% ST population and at least 20,000 tribal persons, will have an EMRS by the year 2022.
    • These schools will be on par with Navodaya Vidyalayas and will have special facilities for preserving local art and culture besides providing training in sports and skill development.

    Features of EMRS

    • Admission to these schools will be through selection/competition with suitable provision for preference to children belonging to Primitive Tribal Groups, first-generation students, etc.
    • Sufficient land would be given by the State Government for the school, playgrounds, hostels, residential quarters, etc., free of cost.
    • The number of seats for boys and girls will be equal.
    • In these schools, education will be entirely free.

  • National Recruitment Agency: Taking jobs closer to people

    Recruitment reform in the form of National Recruitment Agency will resolve many issues faced by the youth appearing for the multiple government exam.

    Context

    • On average, 2.5-3 crore candidates appear for about 1.25 lakh vacancies in the central government every year.
    • But from next year, the NRA will conduct the CET and based on the score, one can apply for a vacancy with the respective agency.

    NRA: Composition and functioning

    • The NRA will have representatives from the Ministry of Railways, Ministry of Finance/Department of Financial Services, Staff Selection Commission (SSC), Railway Recruitment Boards (RRBs) and Institute of Banking Personnel Selection (IBPS).
    • A multi-agency body, the NRA will conduct a Common Eligibility Test (CET) to screen/shortlist candidates for the Group B and C (non-technical) posts.
    • The NRA shall conduct a separate CET each for the three levels of graduate, higher secondary (12th pass) and the matriculate (10th pass) candidates for those non-technical posts to which recruitment is presently carried out by the SSC, RRBs and IBPS.

    How it will benefit youth

    • It will eliminate multiple tests and save time as well as resources.
    • It will give a big boost to transparency.
    • The multiple recruitment examinations are a burden on the candidates, as also on the respective recruitment agencies, involving avoidable/repetitive expenditure, law and order/security-related issues and venue-related problems.
    • The NRA is a combination of convenience and cost-effectiveness for candidates.
    • Examination centres in every district would greatly enhance access to the candidates located in far-flung areas, with a special focus on creating examination infrastructure in the 117 Aspirational Districts.
    • This will prove a great boon to crores of aspirants residing in hilly, rural and remote areas and most importantly, for female candidates.
    • Taking job opportunities closer to the people is a radical step that would greatly enhance ease of living for the youth.

    Consider the question “Recruitment reform in the form of National Recruitment Agency is a radical step that would greatly enhance ease of living for the youth.”

    Conclusion

    Taking job opportunities closer to the people is a radical step that would greatly enhance ease of living for the youth.

  • Reversing health sector neglect with a reform agenda

    The article analyses the issues India could face in implementing the universal health coverage.

    Context

    • Both India and the U.S. leads the Covid cases in the world and also lack effective universal health coverage (UHC).

    What explains the lack of UHC in both the countries

    • The lack of UHC is due to multiple long-standing factors and historical reasons that have put a damper on the UHC agenda.
    • This long legacy has two important and inter-related implications when it comes to health-care reform.
    • 1) Certain foundational aspects of these health systems that have been adopted over decades tend to dictate the terms of further evolution and lead to a number of compromises.
    • 2) The long legacy itself comprises a path-dependent trajectory that precludes far-reaching health-care reform.
    • This applies both to AB-PM-JAY and NDHM.

    India’s attempt at UHC: Ayushman Bharat–Pradhan Mantri Jan Arogya Yojana

    • The government has looked poised to employ Ayushman Bharat–Pradhan Mantri Jan Arogya Yojana (AB-PM-JAY) health insurance as the tool for achieving UHC.
    • Taking the health insurance route to UHC driven by private players, rather than strengthening the public provisioning of health care, is reflective of the non-negotiability of private health care in India.
    • Covering the remaining population under the AB-PM-JAY presents massive fiscal and design challenges.
    • Turning it into a contributory scheme based on premium collections would be a costly and daunting undertaking, given the huge informal sector and possible adverse selection problems.
    • Distributing benefits among various beneficiary groups, and a formalisation and consolidation of practices in a likely situation of covering outpatient care, are formidable additional challenges.
    • One possible advantage for India over the U.S. could be a relative ease of integrating fragmented schemes into a unified system. The AB-PM-JAY has this ability.

    Issues with AB-PM-JAY

    1) Universal insurance will not be universal access

    • In India, almost two-third corporate hospital are located in cities.
    • So, such maldistribution of health-care facilities and low budgetary appropriations for insurance could mean that universal insurance does not translate to universal access to services.
    • So far, insurance-based incentives to drive private players into the rural countryside have been largely unsuccessful.

    2) Lack of regulatory robustness

    • AB-PM-JAY is without enough regulatory robustness to handle everything from malpractices to monopolistic tendencies.
    • This could have major cost, equity, and quality implications.

    National Digital Health Mission (NDHM)

    • Integration and improved management of patient and health facility information are sought through NDHM.
    • But in the absence of robust ground-level documentation practices and its prerequisites, it would do little more than helping some private players and adding to administrative complexity and costs.

    Consider the question “What are the challenges India faces in the implementation of universal health coverage? Suggest the measures to achieve it.”

    Conclusion

    Upheavals offer a window for reforms. We cannot afford to be complacent and think that the pandemic will automatically change the Indian health-care landscape. It will require mobilising concerted action from all quarters.

  • Tribes in news: Bondas

    The COVID-19 pandemic has reached the Bondas, a PVTGs community residing in the hill ranges of Malkangiri district in Odisha.

    Try this PYQ:

    Consider the following statements about Particularly Vulnerable Tribal Groups (PVTGs) in India:

    1. PVTGs reside in 18 States and one Union Territory.
    2. A stagnant or declining population is one of the criteria for determining PVTG status.
    3. There are 95 PVTGs officially notified in the country so far.
    4. Irular and Konda Reddi tribes are included in the list of PVTGs.

    Which of the statements given above are correct?(CSP 2019)

    (a) 1, 2 and 3

    (b) 2, 3 and 4

    (c) 1, 2 and 4

    (d) 1, 3 and 4

    Who are the Bondas?

    • The Bondas are Munda ethnic group who live in the isolated hill regions of the Malkangiri district of southwestern Odisha near the junction of the three states of Odisha, Chhattisgarh, and Andhra Pradesh.
    • They are a scheduled tribe of India and are also known as the Remo (meaning “people” in the Bonda language).
    • The tribe is one of the oldest and most primitive in mainland India; their culture has changed little for more than a thousand years.
    • Their isolation and known aggressiveness continue to preserve their culture despite the pressures of an expanding Indian population.

    Back2Basics: Particularly Vulnerable Tribal Groups (PVTGs)

    • There are certain tribal communities who have declining or stagnant population, low level of literacy, pre-agricultural level of technology and are economically backward.
    • They generally inhabit remote localities having poor infrastructure and administrative support.
    • These groups are among the most vulnerable section of our society as they are few in numbers, have not attained any significant level of social and economic development.
    • 75 such groups have been identified and categorized as Particularly Vulnerable Tribal Groups (PVTGs).

  • Namath Basai Programme

    Namath Basai, the State government’s unique programme of teaching tribal children in their mother tongue, has become a runaway hit in Kerala’s tribal districts.

    Try this MCQ:

    Q. The Namath Basai Programme recently seen in news is related to:

    Tribal Education/ Women SHGs/ Forest Produce/ Tribal Health

    Namath Basai Programme

    • The NBP is implemented by the Samagra Shiksha Kerala (SSK).
    • It has succeeded in retaining hundreds of tribal children in their online classes by making them feel at home with the language of instruction.
    • The SSK has distributed some 50 laptops exclusively for Namath Basai. Pre-recorded classes are offered through a YouTube channel.

  • Issues with the graded autonomy

    The article analyses the issues the graded with the graded autonomy to the Higher Education Institutes.

    Background

    • NEP 2020 provided for phasing out of the system of affiliated colleges and the grant of greater autonomy in academic, administrative and financial matters to premium colleges.

    Concerns with the autonomy

    • The move has raised concerns about the politico-bureaucratic interference in the internal functioning of universities.
    • It has also raised concerns about the substantial burden on universities which have to regulate admissions, set curricula and conduct examinations for a large number of undergraduate colleges.
    • Concerns have long existed about over-centralisation, due to constraints imposed on the potential for premium affiliated colleges to innovate and evolve.
    • These apprehensions about the autonomy came to be used by successive governments to build a case for the model of graded autonomy.

    The push towards graded autonomy

    • Successive governments have pushed through measures that have largely allowed for greater penetration of private capital in higher education.
    • Recommendations of recent education commissions have promoted the unequal structure of funding for higher education.
    • Under this, hierarchy in higher education was created: Central government-funded universities, provincial Central government-funded universities, regional universities and colleges funded by State governments, etc.
    • The National Knowledge Commission (2005) stated that good undergraduate colleges are constrained by their affiliated status
 the problem is particularly acute for undergraduate colleges which are subjected to the ‘convoy problem’ as they are forced to move at the speed of the slowest.
    • In turn, the dominant policy discourse vocally propagates “graded autonomy” for better performing Higher Educational Institutions.
    • Under which academic excellence can be supported through a grant of special funds and allowing greater power to such institutions.
    • This basis has been gradually enforced with the UGC in 2018 granting public-funded universities the right to apply for autonomy based on whether they are ranked among top 500 of reputed world rankings or have National Assessment and Accreditation (NAAC) scores above 3.26.

    NEP 2020: Centralisation and autonomy

    • NEP 2020  is a combination of enhanced centralising features and specific features of autonomy.
    • Deeper centralisation is indicative in the constitution of the government nominated umbrella institution, Higher Education Council of India (HECI); Board of Governors, the National Education Commission etc.

    Concerns

    • The model of graded autonomy will encourage hierarchy that exists between different colleges within a public-funded university, and between different universities across the country.
    • While the best colleges gain the autonomy to bring in their own rules and regulations, affiliated colleges with lower rankings and less than 3,000 students face the threat of mergers and even closure.
    • A shrinking of the number of public-funded colleges will only further push out marginalised sections.
    • Autonomy could lead to more inaccessibility as the independent rules and regulations of autonomous colleges and universities shall curtail transparent admission procedures.
    • Graded autonomy can be expected to trigger a massive spurt in expensive self-financed courses as premium colleges, which will lead to exclusion.

    Conclusion “Examine the issues with the autonomy of Higher Education Institutes in the NEP 2020.”

    Conclusion

    More than deliverance, autonomy represents the via media for greater privatisation and enhanced hierarchization in higher education.

    Sources: https://www.thehindu.com/opinion/op-ed/privatisation-via-graded-autonomy/article32396753.ece

  • [pib] Atal Ranking of Institutions on Innovation Achievements (ARIIA) 2020

    The Vice-President has released the Atal ranking ‘ARIIA 2020’.

    Note the indicators on which the ARIIA ranking is based.  Also try this PYQ:

    Q. Which one of the following is not a sub-index of the World Bank’s ‘Ease of Doing Business Index’? (CSP 2019)

    (a) Maintenance of law and order

    (b) Paying taxes

    (c) Registering property

    (d) Dealing with construction permits

    Highlights of the ARIIA 2020

    • The Indian Institute of Technology (IIT) Madras has topped the ARIIA 2020 under the ‘Best Centrally Funded Institution’ category.
    • Last year too, the institute emerged as the top innovative institution in the country.
    • IIT Bombay and Delhi have secured the second and third spots, respectively.

    About ARIIA

    • ARIIA is an initiative of erstwhile Ministry of HRD, implemented by AICTE and Ministry’s Innovation Cell.
    • It systematically ranks all major higher educational institutions and universities in India on indicators related to “Innovation and Entrepreneurship Development” amongst students and faculties.
    • ARIIA 2020 will have six categories which also includes special category for women only higher educational institutions to encourage women and bringing gender parity in the areas of innovation and entrepreneurship.
    • The other five categories are 1) Centrally Funded Institutions 2) State-funded universities 3) State-funded autonomous institutions 4) Private/Deemed Universities and 5) Private Institutions.

    Major Indicators for consideration

    • Budget & Funding Support.
    • Infrastructure & Facilities.
    • Awareness, Promotions & support for Idea Generation & Innovation.
    • Promotion & Support for Entrepreneurship Development.
    • Innovative Learning Methods & Courses.
    • Intellectual Property Generation, Technology Transfer & Commercialization.
    • Innovation in Governance of the Institution.

  • What is the National Health ID System?

    In his address to the nation on Independence Day, the PM has launched the National Digital Health Mission which rolls out a national health ID for every Indian.

    Try this question for mains:

    Q.What is the National Health ID System? How will it benefit transforming healthcare facilities in India?

    National Health ID System

    • This system finds its roots in a 2018 NITI Aayog proposal to create a centralised mechanism to uniquely identify every participating user in the National Health Stack.
    • It will be a repository of all health-related information of a person.
    • According to the National Health Authority (NHA), every patient who wishes to have their health records available digitally must start by creating a Health ID.
    • Each Health ID will be linked to a health data consent manager — such as National Digital Health Mission (NDHM).
    • The Health ID is created by using a person’s basic details and mobile number or Aadhaar number.
    • This will make it unique to the person, who will have the option to link all of their health records to this ID.

    What was the original proposal for the health ID?

    • The National Health Policy 2017 had envisaged creation of a digital health technology eco-system aiming at developing an integrated health information system.
    • In the context of this, the central government’s think-tank NITI Aayog, in June 2018, floated a consultation of a digital backbone for India’s health system — National Health Stack.
    • As part of its consultation, NITI Aayog proposed a Digital Health ID to greatly reduce the risk of preventable medical errors and significantly increase the quality of care.

    Stakeholders in the national health ID

    • As envisaged, various healthcare providers — such as hospitals, laboratories, insurance companies, online pharmacies, telemedicine firms — will be expected to participate in the health ID system.

    Back2Basics:

    https://www.civilsdaily.com/news/national-digital-health-mission-ndhm/