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Subject: Governance

Important aspects of Society

  • ‘In the context of neo-liberal paradigm of development planning, multi-level planning is expected to make operations cost effective and remove many implementation blockages.’-Discuss.

    The Indian Constitution envisions a Welfare State under the DPSP (Articles 36-51), mandating the State to ensure social, economic, and political justice through equitable development. Neo-liberal paradigm of development planning has redefined how welfare objectives are pursued.

    Characteristics of the Neo-Liberal Paradigm of Development Planning

    Market Orientation – Eg- 1991 economic reforms.

    Decentralized Governance – Eg- 73rd & 74th Amendments.

    Outcome-Based Planning

    Public-Private Partnerships (PPP) – Eg- Smart Cities Mission.

    Ease of Doing Business

    Technology-Driven Governance – Eg- DBT.

    Fiscal Prudence – Eg- rationalisation of CSS

    Multi-Level Planning for Cost-Effectiveness

    Integrated Planning removes duplication and overlapping Eg- Aspirational Districts Programme converges 15+ central schemes for health, education, and livelihoods.

    Bottom-Up Planning ensures context-specific solutions reflecting local needs and geographies. Eg- Village Development Plans by Gram Sabhas

    Participatory Decision-Making empowers Gram Sabhas, SHGs, and local NGOs, leading to community ownership and reduced wastage. Eg- Social Audits under MGNREGA.

    Data-Driven planning and resource allocation. Eg- PM Gati Shakti Mission

    Fiscal Accountability – Eg- 15th Finance Commission introduced performance-linked local grants for service delivery.

    Multi-Level Planning for Removing Implementation Blockages

    Inter-Governmental Coordination among Centre, States, and Local Bodies. Eg- PM Gati Shakti National Master Plan links 16 ministries through a single GIS platform for synchronized infrastructure rollout.

    Streamlined Administrative Processes reduces bureaucratic red tape and delays.

    Real-Time Monitoring allows early identification of bottlenecks and mid-course correction. Eg- PRAGATI platform facilitates top-level review and resolution of project delays.

    Capacity Building – Multi-tier structure enables technical support and training from higher levels to local planners. Eg- karmayogi iGot Platform

    Crisis Management – Decentralized governance strengthens resilience during natural disasters or pandemics.

    Challenges in Multi-Level Planning

    Institutional Fragmentation – Overlapping jurisdictions and poor coordination between Centre, State, and local bodies. Eg- Delays in PM Awas Yojana (Urban)

    Capacity Deficit at Local Levels – lack of 3F’s

    Fiscal Dependence on state and central grants. Eg- Only 10% of ULBs generate sufficient own-source revenue (NITI Aayog).

    Incomplete or outdated local datasets hinder data-driven decision-making.

    Political Centralization – Eg- District Planning Committees (Article 243ZD) remain underutilized in most states.

    Weak Accountability – Eg- Inadequate social audit mechanisms

    Way Forward for Strengthening Multi-Level Planning

    Adopt Best Practices

    Kerala’s People’s Plan Campaign

    Participatory Budgeting in porto alegre brazil

    Institutional Convergence and Coordination – Eg- Expand PM Gati Shakti model to social sectors like health and education.

    Capacity Building through Digital Governance – Eg- Kerala’s Information Kerala Mission digitized local governance workflows.

    Decentralized Governance based on principle of subsidiarity.

    Data Integration through NDAP, GIS platforms, and PRAGATI dashboards for evidence-based decisions.

    A coordinated, transparent, and participatory planning ecosystem can truly make development inclusive, sustainable and rapid.

  • Implementation of information and Communication Technology (ICT) based Projects / Programmes usually suffers in terms of certain vital factors. Identify these factors, and suggest measures for their effective implementation.

    Major ICT-Based Projects/Programmes in India

    Digital India: The umbrella programme for transforming India into a digitally empowered society.

    BharatNet: connected over 2.15 lakh Gram Panchayats with 42.36 lakh route km of optical fiber.

    e-NAM: A pan-India electronic trading portal for agricultural commodities.

    UMANG App: provide access to 1,500+ central and state government services.

    DigiLocker: cloud-based platform for issuance and verification of digital documents/certificates.

    e-Courts: Aimed at digitizing the Indian judiciary to reduce case pendency and improve access.

    U-WIN: Digital platforms for tracking universal immunization.

    ONDC: Open Network for Digital Commerce, democratizing e-commerce for MSME.

    Bhashini: AI-led language translation platform to overcome linguistic barriers.

    Major Issues in ICT Projects

    Digital Divide – Eg: Rural internet penetration 59.06% vs urban 131.45% (TRAI Q1 2025).

    Cybersecurity Vulnerabilities- Eg: cybercrime losses in 2024 – 206% rise (I4C, MHA 2025).

    Data Privacy Concerns – Weak enforcement of data protection exposes citizens to misuse risks.

    Poor Digital Literacy – Eg: Only 38% women have ever used internet (NFHS-5, MoHFW).

    Inadequate Infrastructure – Internet connectivity, electricity, devices remain insufficient in remote regions.

    Capacity Constraints – lower level government staff lack training in digital tools, data analytics, AI skills.

    Targeting and verification errors exclude genuine beneficiaries from welfare schemes. Eg: PM-Kisan validation errors stranded 2.18 crore families (Dvara Research).

    Departmental Silos – Ministries operate in isolation; lack integrated digital data ecosystems for governance.

    Faulty validation processes. Eg: Aadhaar-PDS biometric failures linked to Simdega starvation death, Jharkhand (NHRC).

    Linguistic Barriers – English-dominant interfaces exclude regional language users from accessing services.

    Measures for Effective Implementation

    Bridge Digital Divide – Saturate rural connectivity through BharatNet expansion and affordable smartphones distribution.

    Strengthen Cybersecurity Framework – Implement zero-trust architecture, ICT audits, dedicated CERT-In response teams.

    Strengthen DPDP Act 2023 – Enforce verifiable consent, data minimisation, breach reporting through Data Protection Board.

    Mass Digital Literacy Drive – Scale PMGDISHA and Mission Karmayogi to all citizens and government employees.

    Citizen Co-creation – Engage citizens through MyGov, hackathons, and pilot testing before scaling projects.

    Inter-Ministerial Convergence – Adopt PM Gati Shakti model integrating data across ministries on single GIS platform.

    Outcome-Based Monitoring – Real-time dashboards, third-party audits, beneficiary feedback for course correction.

    Public-Private Partnerships – Engage startups, fintechs, and academia for innovation and last-mile delivery.

    Adopt Global Best Practices – Estonia’s X-Road, Once-Only Principle for seamless inter-departmental data sharing.

    For Viksit Bharat 2047, robust ICT governance demands inclusion, security, capacity, and citizen-centric design.

  • “The Central Administration Tribunal which was established for redressal of grievances and complaints by or against central government employees, nowadays is exercising its powers as an independent judicial authority.” Explain.

    The CAT was established under Article 323A and Administrative Tribunals Act, 1985 to provide speedy and specialized justice in service matters of Central Government employees.

    Objectives of the Central Administrative Tribunal (CAT)

    Speedy Justice

    Reduce Burden on Courts

    Specialized Adjudication

    Ensure Administrative Fairness – Protect employees from arbitrary, unjust, or discriminatory administrative actions.

    Accessible and Affordable Justice

    Maintain consistency and coherence in decisions across departments.

    Promote Administrative Accountability

    Realize Article 39A by making justice accessible to all employees.

    CAT as Independent Judicial Authority

    Exclusive Jurisdiction-

    CAT adjudicates disputes on recruitment, promotion, transfer, service conditions, and disciplinary actions of Central employees.

    Its jurisdiction excludes ordinary civil courts in service matters.

    Powers of a Civil Court, including summoning witnesses, receiving evidence, and delivering binding orders.

    Though under the DoPT for administrative purposes, CAT functions judicially independent in decision-making.

    Judicial Review Authority- CAT can strike down administrative actions violating Articles 14, 16, or 21. Eg- It has quashed arbitrary transfer orders and disciplinary actions in several cases.

    Following L. Chandra Kumar v. Union of India (1997), CAT decisions are subject to judicial review by High Courts under Articles 226/227, ensuring accountability.

    CAT, in line with Article 39A, must ensure administrative justice while upholding judicial independence and judicial review as constitutional safeguards.

  • “Micro-Finance as an anti-poverty vaccine, is aimed at asset creation and income security of the rural poor in India”. Evaluate the role of Self Help Groups in achieving the twin objectives along with empowering women in rural India.

    Microfinance aims to provide collateral-free credit and promote self-employment among the poor. In India, Self-Help Groups (SHGs) have emerged as a cornerstone of this model.

    Role of Micro-Finance and SHGs in Asset Creation

    Access to Institutional Credit – Provide collateral-free microcredit. Eg- over 1 Cr SHGs linked to banks, mobilising (NABARD, 2024).

    Productive Investment – Loans used for purchasing livestock, equipment, raw materials, leading to tangible asset formation. Eg- Kudumbashree (Kerala)

    SHGs facilitate small-scale entrepreneurship among rural poor, generating durable assets. Eg- Jeevika (Bihar) created over 1 crore women micro-entrepreneurs.

    Community Assets – Many SHG federations contribute to community-level assets such as storage units, community halls, and water facilities.

    Role of Micro-Finance and SHGs in Income Security

    Diversification of Livelihoods – Credit supports farm and non-farm enterprises, ensuring multiple income streams.

    Savings and Financial Literacy – SHGs promote thrift and savings discipline, building a safety net against economic shocks.

    Access to formal banking lowers interest burden and enhances disposable income.

    Resilience during Crises – During COVID-19, SHGs produced PPEs, masks, and ran community kitchens, ensuring income continuity and local resilience.

    Linkages with Government Schemes – Convergence with PMEGP, MUDRA, and NRLM enhances employment and financial stability.

    Role of Micro-Finance and SHGs in Empowering Women

    Economic Empowerment – SHGs provide women with control over credit, income, and assets. Eg- Lakhpati Didi Initiative (2023) aims to enable 2 crore rural women

    Social Empowerment – Collective decision-making improves confidence, literacy, and awareness on issues like health, sanitation, and domestic violence.

    Political Empowerment – SHGs act as platforms for leadership training, increasing participation in Panchayati Raj Institutions.

    Digital and Financial Inclusion – Initiatives like Bank Sakhi model and digital SHGs under PMGDISHA strengthen women’s agency in the digital economy.

    Social Capital Formation – SHGs nurture solidarity, cooperation, and local governance participation, building community-level empowerment.

    Challenges

    High Interest Rates: MFIs often charge 20-24%, burdening the poor.

    “Missing Middle” finance trap – they outgrow microcredit but cannot access medium-scale loans.

    Regional Imbalance: Concentration of SHGs in southern states (71%); weak in the north and northeast.

    Limited Market Access: Lack of integration with value chains and formal markets.

    Poor Financial Management – Irregular bookkeeping, misappropriation of funds, and lack of audit systems result in low creditworthiness.

    Patriarchal Resistance – In many regions, especially in North India, SHGs are viewed as token collectives rather than serious economic actors.

    Way Forward

    Develop Market Linkages: Integrate SHGs with ONDC, GeM, and e-NAM for fair pricing and wider market access.

    Interest Subvention and Credit Expansion: Strengthen access to MUDRA, PMEGP, and Stand-Up India for low-interest enterprise loans.

    Regional Diversification: Replicate best practices from Kudumbashree and Jeevika in less-developed regions.

    Social Empowerment Convergence: Link SHGs with Poshan Abhiyaan, PMAY-G, and Ujjwala Yojana for holistic welfare outcomes.

    Monitoring and Transparency: Use digital dashboards under DAY-NRLM to track financial performance and social outcomes.

    SHGs can transform India’s rural development landscape from beneficiary-based welfare to participatory empowerment, aligning with the vision of Atmanirbhar Bharat and inclusive growth.

  • Which steps are required for constitutionalization of a Commission? Do you think imparting constitutionality to the National Commission for Women would ensure greater gender justice and empowerment in India? Give reasons.

    “The true measure of a democracy is how it treats its weakest members.” – Mahatma Gandhi

    The Indian state has established a network of statutory and constitutional commissions to uphold equality, dignity, and justice as envisioned in Articles 14-17, 21, and 46 of the Constitution.

    Steps Required for Constitutionalization of a Commission

    Constitutional Amendment Bill under Article 368 to insert a new article providing for the commission’s structure, powers, and functions.

    Parliamentary Approval- The bill must be passed by a special majority – i.e., a two-thirds majority of members present and voting, and a majority of the total membership of each House.

    After parliamentary passage, the bill must receive assent of the President of India.

    The amendment must be notified in the Gazette and necessary rules and procedures must be framed for operationalization.

    Would Constitutional Status to NCW Ensure Greater Gender Justice and Empowerment?

    Arguments in Favour

    Enhanced Autonomy and Authority- greater independence from executive control and political interference.

    Its reports and directives would carry greater legal and moral weight, improving government accountability.

    Funding and staffing could be constitutionally guaranteed, reducing dependence on yearly budgetary allocations.

    Symbolic Empowerment- signify strong political commitment to women’s rights and gender equality.

    Similar bodies like NCSC (Art. 338) and NCST (Art. 338A) already enjoy constitutional status; extending the same to women ensures institutional parity.

    Better Enforcement Mechanism- Constitutional backing can ensure stronger monitoring of gender-related laws (e.g., Domestic Violence Act, Sexual Harassment Act).

    Improved Coordination- With constitutional status, NCW could act as a nodal authority linking state commissions and ministries on gender issues.

    Arguments Against

    Constitutionalization won’t automatically improve outcomes unless implementation capacity and political will increase. Eg- non-binding recommendations

    Risk of politicization and executive interference in appointments like NHRC

    Existing Powers Underutilized- limited investigative capacity and enforcement follow-up.

    Risk of Bureaucratization- Constitutional status may make the body more formal.

    Institutional issues like vacancies, limited funding and delays in appointments may persist.

    Way Forward

    Create an Inter-Commission Coordination Council chaired by NHRC to avoid overlaps.

    Strengthen NCW’s investigative and enforcement powers within the existing legal framework.

    Ensure time-bound government response to NCW recommendations.

    Provide financial and staffing autonomy through statutory amendment.

    Simplify public interface through a single online grievance portal linked to all commissions.

    The 3R approach of Reform, Reorientation and Restructuring can enhance functioning of NCW as an effective Bulwark Of Democracy in India.

  • “Institutional quality is a crucial driver of economic performance”. In this context suggest reforms in Civil Service for strengthening democracy.

    Civil services, as the steel frame and core institution of governance, plays a decisive role in policy formulation, implementation, and Economic growth.

    Reforms in Civil Service to Strengthen Democracy

    Political Reforms

    Political Neutrality: Ensure insulation from political interference through Civil Services Boards as per T.S.R. Subramanian Case (2013).

    Transparency in Appointments: Adopt merit-based and open selection for key administrative posts.

    Continuity in Tenure: Fix minimum tenure for key field officers to ensure policy stability and accountability.

    Decentralisation of Power: Strengthen PRIs and ULBs by devolving funds, functions, and functionaries, promoting participatory democracy.

    Institutional Reforms

    Capacity Building: Implement Mission Karmayogi for continuous learning, digital skills, and behavioural transformation.

    Performance Management: Introduce outcome-based appraisals and digital tools like SPARROW.

    Code of Ethics: Institutionalise a Civil Services Code of Ethics promoting integrity, impartiality, and empathy.

    Ethical Auditing: Conduct periodic integrity audits through initiatives like Mission Satyanistha (Indian Railways).

    Reform Commission: Establish a Permanent Civil Service Reform Commission for policy evaluation and innovation.

    Economic Reforms

    Efficiency and Cost Optimisation: Encourage outsourcing of non-core functions for better utilisation of resources.

    Technology Integration: Use AI, CPGRAMS, and e-Office for efficient, transparent, and real-time service delivery.

    Social Reforms

    Citizen-Centric Governance: Implement Citizen’s Charters and Right to Service Acts to ensure time-bound service delivery.

    Public Participation: Enhance citizen engagement platforms such as Prashasan Gaon Ke Sang Abhiyan (Rajasthan).

    Value Orientation: Reinforce integrity, empathy, compassion, and public service motivation among officers.

    Inclusivity: Promote gender and social diversity in recruitment and leadership positions.

    A reformed service structure is essential for fulfilling the 2nd ARC’s vision of a proactive, accountable, and responsive administration.

  • “The emergence of Fourth Industrial Revolution (Digital Revolution) has initiated e-Governance as an integral part of government”. Discuss.

    The Fourth Industrial Revolution (4IR), marked by digital technologies, AI, IoT, blockchain, and big data, is transforming governance, economy, and society. Klaus Schwab (WEF), “the Fourth Industrial Revolution is fundamentally changing how governments serve citizens.”

    Core Pillars of Industry 4.0:

    Autonomous Robots

    Augmented Reality

    Cloud Computing

    Internet of Things (IoT)

    System Integration

    Additive Manufacturing (3D Printing)

    Cybersecurity

    Simulation / Digital Twin

    Extensive Data Analysis (Big Data & AI)

    Digital Revolution Enabling e-Governance

    Data-Driven Governance: Use of real-time data and analytics for decision-making. Eg- PRAGATI Portal.

    Efficient Service Delivery: Eg- UMANG, DigiLocker, e-SHRAM, PM-KISAN.

    Administrative Efficiency through automation and paperless systems. Eg- e-Office, SPARROW, CPGRAMS.

    Transparency & Accountability: Eg- RTI Portal, NJDG, GeM, Open Data Portal.

    Financial Inclusion through UPI, DBT, JAM Trinity. Eg- 491 million UPI users

    Participatory governance through MyGov, CPGRAAMS.

    Digital Connectivity through Digital India, BharatNet, PM-WANI, 5G rollout.

    Cybersecurity: Creation of secure cyberspace via CERT-In and National Cyber Security Policy 2023.

    E-Administration: e-Courts, GeM, DigiLocker replacing manual, paper-based procedures.

    Digital Literacy: PMGDISHA trained 6.3 crore citizens across 2.5 lakh Gram Panchayats.

    promoting AI-based decision-making.

    Thus, the future of governance is data-led, citizen-centric, and digitally empowered.

  • “Recent amendments to the Right to Information Act will have profound impact on the autonomy and independence of the Information Commission”. Discuss.

    The Right to Information (RTI) Act, 2005 is a cornerstone of transparent and accountable governance in India. The RTI (Amendment) Act, 2019 introduced changes to the service conditions of the CIC and ICs.

    Amendments to the RTI Act, 2019

    The tenure of the CIC and ICs (earlier fixed at 5 years) is now to be determined by the Central Government.

    The salaries, allowances, and other service conditions of CICs and ICs are also subject to executive notification, replacing the earlier parity with Election Commissioners.

    The status and equivalence of the CIC and ICs with constitutional authorities like the Election Commission have been removed.

    Impact on Autonomy and Independence

    Executive Control Over Tenure, undermines security of office and increasing executive dependence.

    The original status equal to the Election Commission is withdrawn, reducing the Commission’s symbolic and functional autonomy.

    Threat to Federal Autonomy- Centre’s control over State Information Commissions’ service conditions.

    Chilling Effect on Decision-Making- Fear of punitive transfers or reduced tenure can deter bold and impartial rulings against powerful authorities.

    Perceived loss of independence can erode citizens’ confidence in the Commission as a neutral watchdog.

    Compromised autonomy weakens enforcement of the right to information, curbing transparency and accountability.

    Other issues (Satark Nagrik Sangathan Report)

    7 out of 29 Information Commissions were completely defunct between July 2023 and June 2024

    In 2024, 9 Commissions were functioning without a Chief Information Commissioner

    Rising Backlogs- Over 4 lakh appeals and complaints pending

    High Rejection Rate- The CIC returned 42% of appeals/complaints received

    Since 2005, only 9% of all Information Commissioners have been women

    Way Forward

    Establish a National Coordination Committee (NCC) to monitor RTI implementation and ensure uniformity across states.

    Fill vacancies in Information Commissions promptly to prevent delays and backlogs.

    Engage information management experts for proper classification, cataloguing, and storage of records.

    Introduce a separate legal chapter to protect RTI applicants and activists from harassment and retaliation.

    Sunlight is the best disinfectant. Thus, the autonomy of the Information Commissions must be safeguarded to strengthen Right to Information under Article 19.

  • Can Civil Society and Non-Governmental Organizations present an alternative model of public service delivery to benefit the common citizen? Discuss the challenges of this alternative model.

    Role of Civil Society and NGOs in Public Service Delivery

    Education – Run low-cost, community schools, teacher training, and literacy drives. Eg- Pratham’s Read India Campaign.

    Health and Nutrition – Provide mobile health units, maternal care, and nutrition programs. Eg- Akshaya Patra mid-day meals.

    Women Empowerment – Organize self-help groups and cooperatives to promote income generation. Eg- SEWA – women’s cooperatives in Gujarat.

    Rural Development – Implement watershed management and livelihood programs. Eg- WOTR – soil and water conservation in drought-prone regions.

    Governance & Accountability – Conduct awareness campaigns, social audits, and legal advocacy. Eg- MKSS pioneered Right to Information through Jan Sunwai model.

    Environment and Sustainability – Promote community-based natural resource management and renewable energy use. Eg- TERI

    Strengths of NGO-Civil Society Model

    Community-Centric Programs

    Flexible and Innovative low-cost models

    Last-Mile Reach

    Participatory Governance

    Fills governance and capacity gaps in public service delivery

    Challenges of this Alternative Model

    Funding Constraints – Dependence on foreign/donor funding.

    Fragmentation and Duplication – Poor coordination with government departments.

    Accountability and Transparency Deficit – Eg- CBI report: <10% NGOs file audited financial statements.

    Anti-Developmental Concerns – Eg- IB Report: NGO activism causing ~2% GDP loss.

    Regulatory Restrictions – Stringent FCRA, CSR, compliance laws.

    Elite and Urban Bias – Disconnect from grassroots realities.

    Sustainability Issues – Short-term donor-driven projects.

    Way Forward

    Vijay Kumar Committee Recommendations – Promote ‘Light regulation’ of NGOs.

    2nd ARC Recommendation – Establish an independent National Accreditation Council.

    Government-NGO Collaboration Platforms – Eg- Kerala’s Kudumbashree model.

    Diversified Funding – Reduce donor dependency.

    Outcome-Based Monitoring – Introduce impact assessment frameworks (NITI Aayog).

    NGOs are “integral cogs in the wheel of good governance”. A balanced partnership between genuine NGOs and the government is crucial for India’s inclusive and sustainable development.

  • Has digital illiteracy, particularly in rural areas, coupled with lack of Information and Communication Technology (ICT) accessibility hindered socio-economic development? Examine with justification.

    As per UNDP (2022), Digital access is now a core dimension of human development. However, digital illiteracy and poor ICT access have created a digital divide, restricting equitable growth.

    Digital illiteracy and accessibility

    Internet Access: Only 43% of rural households have internet access (NFHS-5, 2021).

    Digital Literacy: Merely 10% of rural population is digitally literate (NSSO data, 2022).

    Infrastructure Gaps: More than 35 thousand Gram Panchayats lack connectivity under BharatNet.

    Device Ownership: Less than 15% of rural households have computers or tablets (NSSO).

    Gender Divide: Only 33% of rural women have mobile internet access (GSMA Report, 2023).

    Exclusion and inclusion errors in digital systems reduce trust in e-services. Eg- authentication errors in Aadhaar-linked DBT or ration delivery.

    Weak Common Service Centre (CSC) Infrastructure: poor connectivity, limited equipment, and untrained staff

    Lack of People-Centric Governance: Most government websites are only in English, not in vernacular languages, excluding non-English users.

    Education and Skill Development

    Limited online learning: Only 24% rural students could attend online classes during COVID-19 (ASER 2021).

    Digital exclusion restricts access to e-learning platforms like SWAYAM, PMGDISHA, and DIKSHA.

    Employment and Livelihoods

    Rural youth miss digital job opportunities in gig economy and e-commerce.

    Farmers lack access to digital market tools like e-NAM or Kisan Suvidha App.

    Financial Inclusion

    Inability to use UPI, digital banking, and DBT systems limits access to formal finance.

    Rural MSMEs struggle with e-payments and online compliance (GST, MCA21).

    Governance and Welfare Access – Eg- exclusion from Aadhaar-based DBT due to authentication errors and poor connectivity.

    Health and Social Services – Lack of ICT prevents use of telemedicine platforms (eSanjeevani) and digital health records.

    Gender and Social Inequality – Women, SC/ST, and elderly are most excluded due to low literacy and device ownership.

    However, there are some Achievements

    Expanding Digital Infrastructure

    BharatNet: Over 2.14 lakh Gram Panchayats connected with optical fibre; 97.6% villages have mobile coverage.

    5G rollout (2022-25): 4.7 lakh towers covering 99.6% districts.

    Massive Digital Empowerment

    PMGDISHA: Trained over 6.3 crore citizens in digital literacy.

    Common Service Centres (5.3 lakh) serve as ICT hubs in 2.5 lakh Gram Panchayats.

    Financial and Payment Revolution

    UPI: Handles 85% of India’s digital payments, processing (June 2025). Enabled financial inclusion of 491 million individuals and 65 million merchants.

    e-Governance and Inclusion

    UMANG: 2,300+ services in 23 languages; 8.7 crore users.

    DigiLocker: 56 crore users; promotes paperless governance.

    Jan Soochna Portal (Rajasthan): Promotes proactive transparency.

    Way Forward

    Strengthen Digital Infrastructure: Accelerate BharatNet Phase-II to connect all Gram Panchayats

    Enhance Digital Literacy: Expand PMGDISHA and integrate digital literacy in school curricula (e-Kidz, IT clubs).

    Affordable Access: Subsidize data costs and promote public Wi-Fi hotspots (PM-WANI) in rural regions.

    Promote Local Language Content: Use platforms like BHASHINI for vernacular digital inclusion.

    Encourage PPP Models: Collaborate with private sector for last-mile connectivity and training. Eg- CSC-SPV.

    Inclusive Design: Ensure gender-sensitive and community-based ICT training modules.

    Bridging this digital divide is essential to achieve “Digital India for All” and realize the vision of inclusive growth under Viksit Bharat@2047.