Policy Buzz: Edition 9

Keep up-to-date with all that is happening in welfare policy with this curated selection of news, published every fortnight. 

 

Policy News 

 

General:

  • As per a news report, the government may discontinue spending on 200 schemes to meet its fiscal deficit target of 3.3 per cent. The schemes have non-priority status, and the impact of their discontinuation is likely to be reflected in the budget of FY 2021. 

 

Rural Development: 

  • Prime Minister Modi has reviewed the progress of projects worth Rs 61,000 cr, including the Aspirational Districts Programme, using PRAGATI (Pro-Active Governance and Timely Implementation), which is an ICT-based platform. The dashboard consists of 49 performance indicators to measure progress of districts.

 

Education:

  • Under the Amma Vodi scheme to be implemented in Andhra Pradesh, mothers of school-going children from poor families will be given assistance of Rs. 15,000 per year. The government also announced that it will be converting all government, Mandal Praja Parishad and Zilla Parishad schools into English medium schools

 

Health and Nutrition: 

  • About 5 lakh Anganwadi Workers are updating data on the ICDS-Common Application Software (CAS) presently. The Ministry of Women and Child  Development is aiming to link all Anganwadis to the nutrition dashboard, by mid of next year. 

 

Sanitation: 

  • The Uttar Pradesh government is surveying the number of women-headed families without toilets, after lapses in the state implementation of the Swachh Bharat Mission were reported. 

Accountability Initiative द्वारा आयोजित राजस्थान की शिक्षा प्रणाली पर कार्यक्रम

Accountability Initiative (AI), Centre for Policy Research ने राजस्थान की सार्वजनिक शिक्षा प्रणाली एवं समग्र शिक्षा पर विचार विमर्श के लिए जयपुर में 23 अक्टूबर को कार्यक्रम आयोजित किया | यह कार्यक्रम शोधकर्ताओं और गैर सरकारी संगठन स्टाफ के लिए था | कार्यक्रम के दौरान मुख्य रूप से राज्य में 2014 से हो रहे स्कूल एकीकरण पर चर्चा हुई |  

मृदुस्मिता बोरदोलोई, जो की AI में सीनियर रीसर्चर हैं, उन्होंने हाल ही में हुए अध्ययन का विश्लेषण प्रस्तुत किया | मृदुस्मिता और  ऋत्विक शुक्ल (रीसर्च एसोसिएट) ने 2014-15 में राजस्थान सरकार द्वारा स्कूल एकीकरण नीति में इस अध्ययन पर आधारित वर्किंग पेपर का सह लेखन किया है | राजस्थान भारत में बड़े स्तर पर स्कूलों को एकीकृत करने वाला राज्य है | राजस्थान शिक्षा निदेशालय के अनुसार, 2014-15 से 2018-19 तक लगभग 22,000 स्कूलों का एकीकरण किया गया, हालाँकि इन स्कूलों में से लगभग 2,500 के लिए एकीकरण उलट दिया गया | 2018- 19 तक कुल एकीकरण हुए विद्यालयों की संख्या 19,500 थी | 

प्रस्तुति में बताया गया:

  • राज्य भर के सभी सरकारी स्कूलों की तुलना में एकीकृत स्कूलों में नामांकन में अधिक गिरावट देखी गई| नामांकन में गिरावट विकलांगता वाले छात्रों के लिए सबसे अधिक प्रतीत होती है, इसके बाद अनुसूचित जाति (एससी) और अनुसूचित जनजाति (एसटी) के छात्र हैं | 
  • एकीकरण के बाद, प्रति विद्यालय शिक्षकों की औसत संख्या में वृद्धि हुई है। दोनों वर्षों में सभी एकीकृत स्कूलों में दो से अधिक शिक्षक थे | प्रति ग्रेड शिक्षकों (TGR) की संख्या में कुछ सुधार हुआ है | TGR में सुधार उन प्राथमिक विद्यालयों के लिए अधिक दिखाई दिया जो 2014-15 और 2016-17 में माध्यमिक विद्यालयों के साथ एकीकृत हुए |
  • सभी परिणाम सरल रूप में यहाँ समझे जा सकते हैं |

आगे बढ़ते हुए कार्यक्रम में  3 विशेषज्ञों ने टिप्पणी और सुझाव दिए |  डॉ. सुभाष कौशिक (सहायक निदेशक, राजस्थान स्कूल शिक्षा परिषद्, समग्र शिक्षा) ने चर्चा  शुरू करते हुए कहा कि सरकार के  आंकड़े और अध्ययन के परिणाम मिलते जुलते हैं | व्यक्तिगत रूप में उन्होंने कहा कि सरकारी स्कूलों की ख़राब परिस्थिति का एक कारण यह भी है कि सरकारी अधिकारी एवं नीति निर्माता अपने बच्चों को इन स्कूलों में नहीं भेजते, जिसकी वजह से स्कूल प्रबंधन समितियों (SMCs) की योजनाओं पर कोई  गंभीरता से ध्यान नहीं देता | अध्ययन में निकले एक ज़रूरी मुद्दे पर उन्होंने गौर किया | भले ही सर्व शिक्षा अभियान, राष्ट्रीय माध्यमिक शिक्षा अभियान, और शिक्षक प्रशिक्षण को मिलाकर समग्र शिक्षा बन चुका हो मगर इनके विभाग अभी भी अलग-अलग काम करते हैं, तालमेल कम है |

श्री राजेंद्र  भाणावत (सेवानिवृत्त आई.ए.एस.) ने  विचार उत्तेजक बात की – शिक्षा जिनके लिए है, उन्ही को प्राप्त नहीं हो रही है | शिक्षा और स्कूलों को बच्चों पर केंद्रित होना चाहिए, न की केवल प्रबंधन पर |  एकीकरण निति में  बच्चों, माता -पिता या समुदाय पर ध्यान नहीं दिया गया है | एकीकरण प्रयास  विभाग द्वारा और विभाग के लिए किया गया | जब स्कूल की शिफ्ट होने की बात आती है, तो जो मुख्य लाभार्थी हैं, उनको ही सबसे ज़्यादा परेशानी आती  है | कल्याणकारी राज्य का विचार यह है कि भले ही  एक गांव में एक बच्चा हो, वहां स्कूल अवश्य होना चाहिए | निजी स्कूल इस स्थिति में संचालित नहीं होना चाहेंगे

प्रोफ़ेसर के.बी. कोठारी (40 साल से ज़्यादा शिक्षा में अनुभवी) ने कहा की सरकार को मूलभूत शिक्षा पर ध्यान देने की आवश्यकता है | उनका  मानना है कि स्कूल के नेतृत्व और प्रबंधन बहुत महत्वपूर्ण होते हैं | यह शोध हमें और अधिक सोचने के लिए प्रेरित करता है |  

इसके बाद कुछ प्रतिभागियों ने सवाल पूछे और स्कूल एकीकरण के आसपास के बड़े मुद्दों पर विचार-विमर्श किया |

 

Policy Buzz: Edition 8

Keep up-to-date with all that is happening in welfare policy with this curated selection of news, published every fortnight. 

Policy News 

 

General:

  • The Winter Session of the Parliament is scheduled to commence on the 18th of November, and will go on till 13th December. 

 

Health & Nutrition: 

  • The Global Health Index, a joint project of Welthungerhilfe and Concern Worldwide, has placed India in the ‘serious’ levels of hunger category. India has slipped to rank 102 among 117 countries. The report also points to open defecation being an “impacting factor for health”.  The government has reacted strongly to the “criteria and parameter” followed for the Index.
  • The Supreme Court has favoured a petition seeking the creation of community kitchens across the country. It has also issued notice to states and Union Territories seeking their responses on setting up such kitchens. The matter will be heard next on 26th November. 

 

Education: 

  • The 14-year-old National Curriculum Framework will be revised for alignment with the new National Education Policy. The National Council of Educational Research and Training is set to announce a committee for this purpose. The NCERT will also undertake a survey in six blocks to analyse the quality of primary education, and areas of improvement. 
  • Rina Ray has been transferred out by the government as the School Education Secretary. 

 

Governance: 

  • The Punjab government will depute 8,000 nodal officers across the state to keep a check on stubble burning. On catching farmers indulging in this practice, the nodal officers will ensure red entry in the revenue records with the help of the village patwari

 

Opinion 

Missing in the slew of recent policy measures to arrest the current economic slowdown is any serious policy antidote for the crisis confronting India’s rural economy, writes Yamini Aiyar.

Youth Activism, the Climate Crisis and Civic Participation

What began as a high schooler’s silent protest against ecological breakdown has now turned into a worldwide movement. Greta Thunberg, then 15, protested by sitting outside the Swedish parliament in 2018. Following the hottest summer Sweden had experienced in more than two centuries, her demands were that the government take the necessary steps to reduce carbon emission. These were in accordance with the Paris Agreement, which elaborates on measures governments could take to limit increase in climate change to 1.5 degree Celsius. 

Post the elections, Greta began striking during school hours every Friday. Her persistence and deep seated discomfort with current political systems caught the eye of local reporters, and her social media presence on Twitter and Instagram also began to grow. Videos of her protest soon received thousands of views on YouTube. Similar organisations across the globe began recognising her efforts. 

I remember reading one such post sharing a picture of Greta sitting outside the Swedish parliament with her board reading “school strike for the climate”. I was inspired by her persistence and her belief that change had to begin with us. Inspired by her actions students across other European countries such as Germany began organising similar school strikes. An estimated 20,000 students had participated in strikes in at least 270 different cities by the end of 2018. 

An issue I consider to be an externality of everyday actions we take, I had not dared to address methods to reduce the ecological breakdown but had been an active voice with regard to living a more sustainable life. Like Greta, I too had taken to social media platforms such as Instagram to microblog about lifestyle changes I was making to reduce my carbon footprint. The application served as a great platform to discuss predicaments or my actions. 

Youth activism on Twitter and Instagram have been on a constant rise. Aged 13 and upwards, the youth are engaging with various civic issues ranging from animal rights to political decisions being made by the government. Information on these platforms are designed to be consumed quickly and hence more convenient. Termed as ‘slacktivism’, this mode of thin engagement with political and social causes online has proven to have little significant effect. Studies suggest that these efforts don’t necessarily lead to policy changes as changing systems take longer than one is ready to commit to. 

However, the ‘Fridays for Future’ (FfF) climate strikes have brought many online supporters to the streets. The official webpage tracks the strikes in real-time as they take place across the globe. With millions of participants, India has witnessed 161 ‘one-time’ strikes and a total of 433 strikes out of which 272 strikes are scheduled to take place in the near future. This indicates a growing number of young citizens, frustrated with aspects of governance, taking to the streets to demand better. Belonging to the urban elite, these students have traditionally not expressed their opinions in this manner. 

The FfF strikes have mobilised thin online engagement to tangible engagement, on the streets. The thin engagement begins with liking a post or retweeting and then moves on to following accounts or posting content expressing one’s support. The next action on this range would be to join a strike happening ‘near you’ and may either stop there or may continue on to actions such as writing articles or even filing lawsuits. Greta and at least 15 fellow leaders have filed lawsuits against their respective governments claiming that their governments have been violating the UN Convention on the Rights of the Child. 

The strikes intend to bring to the forefront the disastrous effects of climate change on Earth that the strikers are going to inherit. The strikes have a clear motive and are universal. Through them, the participating youth expect the governments to enforce rules and regulations necessary to limit the increase of temperature to 1.5 degree Celsius. Only time will tell if their tactics are efficient in holding governments accountable.  But, as the youth continue to use social media platforms, they are engaging in civic conversations which could very well be a step to citizen participation in accountable governance. 

Sidharth is a former intern at the Accountability Initiative. He is currently a postgraduate student at Sciences Po. 

Policy Buzz: Edition 7

Keep up-to-date with all that is happening in welfare policy with this curated selection of news, published every fortnight. 

 

Policy News 

 

Governance: 

  • The Andhra Pradesh government has introduced a Village and Wards Secretariat programme with the aim of making public services more transparent and accessible on ground. More than 1.20 lakh employees have been recruited, and they will assist people in availing over 500 government services. Village and ward secretariats will start becoming operational from the first week of December.  

 

Budget: 

  • The Finance Ministry will start conducting pre-Budget and Revised Estimates (RE) meetings from 14th October, which will go on till the first week of November. Budget Estimates (BE) for 2020-21 will be provisionally finalised after discussions amongst Secretary, Expenditure and concerned Secretaries and Financial Advisers. 

 

  • The Reserve Bank of India has released its annual study of state-level budgets. The analysis unpacks “Debt: States’ Medium-Term Fiscal Challenge,” and can be found here.

 

Water: 

  • Gram Panchayats and local bodies will now be eligible to decide on water usage charges for the supply of potable piped water under the Jal Jeevan Mission. Emphasising how water can be best managed locally, the Jal Shakti Ministry has given “full flexibility” to the said bodies. 

 

Health: 

  • The findings of the Comprehensive National Nutrition Survey (2016-18), the largest micronutrient survey conducted by the government, have been released. The survey was conducted by the Ministry of Health and Family Welfare, UNICEF and Population Council.  It has collected data on the nutritional status of children between the ages of 0 and 19 in rural and urban areas across 30 states. The report is available here

 

Opinion 

 

With over 10 crore toilets being built in the last five years and an unprecedented rise in access to individual household toilets, the Swachh Bharat Mission has taken India’s sanitation policy a step further. However, the programme’s mission mode design could have affected programme implementation. Avani Kapur, Director at Accountability Initiative, and Sanjana Malhotra, Research Associate, unpack why. 

Studying the State in a Digital Epoch

Since the launch of the Digital India campaign in 2015, the role of Information Technology (IT) within the government has grown from a tool to improve the efficiency and accuracy of existing processes to an all-encompassing programme. It envisions not just the transformation of public services but also the creation of a ‘digitally empowered society’. With regard to e-governance in particular, the Digital India campaign’s ultimate objective is to improve governance overall by adhering to the mantra of ‘less government, more governance’. In this blog, I explore what ‘less government’ means for the use of IT in the government, and discuss the need to study its implementation.

The Digital India campaign brings together a variety of services under its umbrella, including government-to-citizen (G2C), government-to-business (G2B), government-to-government (G2G), government-to-employee (G2E), as well as systems that integrate and/or work across these categories (such as the UMANG application). While G2C e-governance initiatives like the Common Service Centres (CSCs) scheme and their impact on service delivery and citizen experience have been studied, G2G e-governance initiatives such as fund transfer systems and Management Information Systems (MIS) that track key inputs and outputs for various schemes remain understudied. As per one estimate, there are more than 400 government MIS portals just for Direct Benefit Transfers. And that is just the tip of the iceberg – almost every government programme is now linked to a unique MIS portal through which progress is recorded and tracked.

What do we know about these G2G systems? How do they impact governance? Do they improve service delivery? One can begin to formulate and answer these questions by examining the objective under which such G2G systems have been created. As per the Digital India webpage on e-governance, IT is critical for the simplification and transformation of government processes in order to make them more efficient and effective. This assumes a relationship between the use of IT to simplify and transform government processes, and their increased efficiency and effectiveness. With that in mind, we need to understand what this ‘transformation’ entails and what efficiency and effectiveness mean, in this context.

Unlike private sector organisations, the perception of ‘efficiency’ and ‘effectiveness’ within government is not tied to maximising profit but rather to delivering on the contract between the state and citizen and creating some public value. The expectation that e-governance initiatives will facilitate accurate, durable and impartial records is in-built. The Digital India campaign aims to deliver this through ‘less government’ – cutting down paperwork and virtually removing the human interface between the citizen and the state (see image below). Yet, despite these visions of automation and increased transparency, in practice, computers in government offices are often “nothing more than modern typewriters”. The cogs of the state machinery, especially at the district and sub-district levels, still rely on paperwork, files and note sheets to turn. So how is this reliance on paper affected as we move towards a ‘Digital India’? Are digital technologies helpless against the entrenched systems? Too many examples have already shown that G2G e-governance initiatives such as MIS portals are “not magic”. In an article in The Indian Express, Yamini Aiyar, Shrayana Bhattarcharya, and Lant Pritchett, suggest that systems that aim to do away with the human element may actually be counterproductive altogether. ‘Less government’ discounts the very functionaries who implement existing government processes and are critical to their success.

 

Source: e-Mitra, Digital India website, last accessed on 26 September 2019. Available here.  

 

While working within a Zila Parishad office to monitor and support the implementation of the Swachh Bharat Mission – Gramin (SBM -G), I became familiar with SBM-G’s MIS portal. A critical element of the programme, the portal hosts all of the data and metrics used for implementation as well as monitoring by successive levels of administration. Observing the socio-political and organisational context under which the information on the MIS portal is collected, recorded, and disseminated revealed a diverse set of challenges. It underscored the dependence on and the relevance of functionaries associated with e-governance systems. Who enters household details in the SBM MIS?  Who documents the toilets that are built and how? Who are the clerks who approve or verify the paperwork involved? Who enters the data into the digital system and how? How does the state itself engage with the data that it collects?  The search for these answers emphasised that government data cannot be understood without  seeing  ‘behind-the-screen’, without examining the objectives that prompt the design of the MIS portal, and the processes  of data collection itself.

 

Despite visions of automation and increased transparency, in practice, computers in government offices are often “nothing more than modern typewriters”.

 

An output-focused approach to studying MIS portals and their usage ignores the processes that are critical to achieving the goals of e-governance in their totality. Further, studying the state from the outside limits the understanding of how the state comes to be. Regardless of the impact of these everyday processes, recording these experiences and vignettes of life within the state can help untangle the peculiar-seeming practices that govern bureaucracies. If there is one thing I have learned while working within government offices it is that the state is far from static. Despite being “rule-bound”, bureaucratic processes are constantly evolving in ways that even those within the state may not immediately perceive. In his research on digital monitoring systems for MGNREGA in Andhra Pradesh, Rajesh Veeraraghavan finds that the “weapon” that the senior bureaucrats used as a system of control is subverted by field-level functionaries to further their own interests. For example, when Veeraraghavan looked into MGNREGA workers’ complaints about not being assigned work by the computer system, he found that there was no such systemic glitch. Rather, MGNREGA field assistants were using technology failure as a shield to hide their conflict with the workers that had prevented them from uploading their information in the first place.

There may even be multiple levels of such subversion at play within the same system. In my experience, a major opportunity for subversion is the continued entrenchment of paper-based records in the government system. The simultaneous use of paper-based and digital systems is often intentional but misunderstood as a lack of capacity, and can be exploited by functionaries to slip decisions through the cracks and disguise gaps in service delivery much like the MGNREGA example shared here. Research efforts that look into the usage of digital systems, including such subversions, can feed into the design process for subsequent iterations or new MIS platforms. Additionally, this can contribute toward the literature on the seemingly mundane practices that are integral to conceptualising how the Indian state builds its own legitimacy, authority and power in the age of the internet. By combining process evaluations with ethnographic research as a participant-observer, one can draw attention to the processes through which the state fails, is made opaque, or, in the best case, effective, against the backdrop of ‘Digital India’.

In a blog post reflecting on the implementation of e-governance, former senior bureaucrat T.R. Raghunandan observed: The champions of e-Governance have already moved on, even before the systems they develop are entrenched in government processes.” We stand to learn from studying such phenomenon. Regardless of which direction the ‘entrenchment’ goes, the mere use of a digital system creates the image of a modern and technologically advanced state – the ‘Digital India’ we have been promised. But to what extent has it been achieved?  I, for one, will be heading back into government offices to find out.

Policy Buzz: Edition 6

Keep up-to-date with all that is happening in welfare policy with this curated selection of news, published every fortnight. 

Policy News 

General:

  • The Economic Advisory Council to the Prime Minister (EAC-PM), or the PMEAC, has been reconstituted for a period of two years. For details of changes made, visit here.

 

  • Prime Minister Narendra Modi has addressed the United Nations General Assembly, outlining the achievements of his government and the vision for the future. Of note is a campaign against single-use plastic. He reiterated the important role played by the Swachh Bharat Mission and Ayushman Bharat for safe sanitation and health protection respectively. More can be found here.

 

Health and Nutrition: 

  • Ayushman Bharat completed a year on 23 September 2019. Download our latest brief on the scheme to understand its progress and challenges.

 

  • Over 3.5 crore women and children across Anganwadi Centres in 24 states have been registered in ICDS-CAS, a nutrition monitoring app introduced by the Government of India. The app’s focus is on the first 1,000 days of a child’s life, and will provide a slew of features for beneficiaries as well as Anganwadi Workers.

 

Accountability: 

  • The Government of Rajasthan has launched the Jan Soochna Portal for greater accountability. The portal is expected to provide real-time updates on the progress of 23 flagship schemes and 13 state departments.

 

Water and Sanitation: 

  • The 6th edition of India Water Week was inaugurated by President Ram Nath Kovind on 24 September 2019. This year’s theme is Water Cooperation-Coping with 21st-Century Challenge. He called on citizens to reduce their “water-footprint,” and the need to show the “same dedication and commitment” to the Jal Shakti Abhiyan as has been for full sanitation coverage in the country. Download our latest brief on the National Rural Drinking Water Mission for insights into this major union government programme. 

 

Opinion

“India risks ease of living becoming a substitute for a serious engagement with the challenge of ensuring that India’s poor become active participants in the economy,” writes Yamini Aiyar, President and Chief Executive, Centre for Policy Research.

School Consolidation: Catalyst for Change or an Inequitable Policy?

Improving learning outcomes are the principal focus of contemporary education policy in India. There are numerous ways to achieve these outcomes, many of which were identified in the Right to Education Act (2009). With the implementation of the Right to Education, the inputs supplied to schools such as teachers, space, meals, and educational materials have increased. Yet, several concerns have been raised over efficiently allocating resources to improve access for students and quality teaching.

In the context of weak state capacity and limited resources, school consolidation has emerged as a policy tool with a view to improve the efficiency of school functioning. This refers to the ‘closure’ of one or more schools and integration with another, usually bigger school. Students and teachers are transferred to the consolidated school, if space permits. The schools that are closed no longer exist as independent administrative units.

 

School Consolidation in Rajasthan

 

While schools have been consolidated over the years across many countries including China, Canada, and the US, this policy tool is relatively new to India. Faced with poor learning outcomes, declining enrolment in government schools, and the proliferation of small schools with poor facilities, the Rajasthan government was one of the first Indian states to consolidate schools. At the same time, the Rajasthan government launched other programmes such as the State Initiative for Quality Education, and programme to create Adarsh schools with grades 1-12 or 1-10. Something similar to the latter has been mentioned in the hotly contested National Education Policy as well, which talks about the creation of school complexes or multiple schools together as a single administrative units. These Adarsh schools or complexes can be created by consolidating schools.

Around 19,500 government schools were consolidated between 2014 and 2018 in Rajasthan, and other states such as Jharkhand, Madhya Pradesh, and Maharashtra followed suit. In 2018-19, the Accountability Initiative analysed secondary data to understand the implementation and short-term effects of consolidation in Rajasthan.

To create Adarsh schools or large schools, the bulk of consolidation, especially in 2014-15, typically involved the closure of elementary schools (grades 1 to 5, grades 1 to 8, or grades 6 to 8) and their consolidation with secondary schools (with any grades from 9 to 12). However, elementary schools were consolidated with other elementary schools as well, especially in 2016-17.

The reorganisation of schools in this manner can impact the education system in the long run – it can change the number of teachers available, administrative and monitoring structures, resource-use, etc. In short, at scale, school consolidation can shake things up. From our study, we found that schools were reorganised quite substantially, with the number of schools with all grades increasing significantly as can be seen in the graph below.

The RTE clearly states that schools need to be easily accessible. Specifically, primary schools need to be within 1 km radius of the child, and upper primary schools need to be within 3 kms. The Rajasthan government too followed this norm.

Therefore, we asked two primary questions. First, has consolidation changed the availability of teachers, school facilities, monitoring, etc.? Has it made the system smoother in any way, eventually benefitting children? Second, did this make a basic service guaranteed by law, inaccessible to certain people? Has it led to people having to drop out of government schools and shift to private schools which are more accessible for them?

 

The availability of teachers and facilities improved, but elementary schools lag behind

 

Before consolidation, the teacher-grade ratio (TGR) or the number of teachers divided by the number of grades was low (3 teachers for 5 grades, on average), despite a healthy pupil-teacher ratio. For example, in a school with 30 students, 5 grades, and 2 teachers, the pupil-teacher ratio is 15, well within norms. Yet, 2 teachers have to work with 5 different grades, which results in multi-grade teaching. Often, students of different grades are seated in the same class and taught together and students receive less attention and care than needed. Furthermore, 16 per cent of all government elementary schools in Rajasthan had only one teacher.

Ideally, a school with 5 grades should have at least 5 teachers, or a teacher-grade ratio of at least one. After consolidation, secondary schools had more teachers for every grade. We can see that for schools consolidated with elementary schools, the improvements were small. In fact, the TGR for these schools was around the state average, while secondary schools pulled ahead.

In terms of facilities like a playground or a boundary wall, access improved for students whose schools were consolidated with secondary schools. However, elementary schools lagged behind again.

Did school consolidation lead to dropouts?

 

We looked at the combined enrolment of schools prior to consolidation, and the enrolment after schools were consolidated. Enrolment in Rajasthan did not change much over the years, but enrolment declined in consolidated schools, across all social groups. Did enrolment decline due to consolidation? Were people excluded? Certain reports definitely argue that this is the case. However, since we looked at the short-term effects, further inquiry is merited to understand the specifics of this decline in enrolment.

Particularly hard hit were students with disabilities, likely due to increased distances to schools. When elementary schools were consolidated with secondary schools, the enrolment of students with disabilities declined far more than other groups. Did parents of other students feel that their children should go to secondary school with potentially more teachers and better facilities, even if further away? It is possible that increased distances for students were mitigated by the expectation of higher quality.

On the other hand, when schools were consolidated with elementary schools, the decline for all groups is the same. Perhaps elementary schools lagged behind, and an increase in school distance was not compensated by an increase in quality, explaining the decline in enrolment.

Given that enrolment declined, a natural question is – was the way these schools were chosen for consolidation a factor behind the drop? Broadly, the following process was followed.  Officials at blocks selected schools, which were aggregated at the district level, and verified by the state departments. Subsequently, after verification, the state passed orders to districts and blocks to consolidate schools. Teachers, parents or guardians, and local leaders were not consulted. Top-down or non-participatory planning is nothing new. However, the consolidation of schools was reversed in several instances due to various reasons, including high SC/ST enrolment in the schools shut, adequate enrolment in the schools shut, political pressure, and so on.

 

What next?

 

To the extent that more teachers are available, consolidation can set the stage for improvements in learnings. Nonetheless, it is too soon to say that consolidation improves teaching and learning practices. Questions of equity remain. School consolidation seems to have had a different effect across elementary and secondary schools, and students in the former could get left behind. At a time when over 40 per cent students in government schools in Rajasthan are enrolled in elementary schools, there is a need to improve teacher availability and facilities in these schools too. Consolidation has the potential to bring about substantial changes in the way the school system is organised and administered, but community participation, equity, and access to all should underpin any such transformation as we move forward.

Rethinking Communications: How ‘Ideas of Scale’ could be the Next Leap for Research Groups

Key Takeaways

  • ‘Ideas of scale’ are evidence-backed conceptual insights into governance. An ‘idea of scale’ can spark small but consequential actions by providing the right knowledge to people who can be changemakers. These people may be part of the public administration or be those who interact with the service delivery system regularly such as citizens and NGO staff.
  • A quick fix solution to longstanding, complicated problems such as the dysfunction in the public administrative system does not exist. Solutions are an iterative process with multiple stakeholders. It is only when they have the right kind of information, can they collaborate on solution-building.
  • The role of the strategic communications function in development organisations is critical to unleashing the potential of an ‘idea of scale’. However, strategic communications has in the past been seen as a provider of services to the research and programmes units. This restricts the pursuit of strategic organisational objectives by the communications unit.
  • Accountability Initiative’s idea of scale (Responsive Governance) aims to build a public system that listens to, works for and is accountable to the people.

In 2017, Accountability Initiative took the conscious decision of retraining focus and investing resources on communications more than ever before. We wanted to reinvent the way the world heard us, and upskill our people as communicators in their own right. Thus followed thought exercises to discover previously hidden synergies on what I call ‘ideas of scale’ or conceptual insights which when shared publicly, can trigger or multiply desirable action. We shaped the idea of Responsive Governance into existence, with a vision to create pathways that can assist people in resolving challenges at the lowest level of public service delivery.

Our efforts led us back to the aspiration of building a public system which is intuitive to the needs of the people it serves, and enabling the citizenry to not only recognise lapses but also go a step further in holding the system accountable when it fails them. While the theory of what I am saying is not new (countless development practitioners have aspired to build a near perfect public system), the practice of it might well be novel. In the era of information excess and minimal attention spans, the route to social or systemic transformation has become even more difficult. Conventional wisdom in marketing, and broader communications-related functions, are appearing feeble when applied to the development sector. For instance, marketing newbies are taught the importance of targeted and relevant content in increasing sales or an audience base, enshrined in the adage ‘Content is king’. Yet we consume information from social media and other channels every day that jostle for our limited time and attention, much less helping focus on social causes. A relatable idea backed by innovative content delivery can be the new approach to facilitate interest.

This situation of limited audience mind space is compounded for research groups such as Accountability Initiative which deal with complex knowledge from research findings, analyses and social science theoretical constructs, simplified to suit the needs of the audience.

Take for instance, the decentralisation of decision making in the bureaucracy. Among other things, we study what the existing federal system in India looks like using research tools; and why bureaucratic motivations at the lowest level impact service delivery, make officials feel as mere “cogs” in the machine (see here). Who would be most interested in this knowledge? At first glance, one would assume the uptake to be highest among practitioners, scholars and top-level decision makers in the government. They are active participants of the system or work on resolving operational issues.

However, all of us interact with the public system in one way or the other, almost every day. Controversial as it may seem, apathy towards it and exasperation to its dysfunction is a consequence of this interaction. We react to shortcomings – real or perceived. But what if we could change this knee jerk reaction to constructive action? Can an individual or a group of individuals feed back to the system in a structured and meaningful way? From my work, ‘ideas of scale’ can provide the rough mental model or framework to follow so as to do so. When ideas become relatable conceptual tools, peer-driven responses become possible. In other words, people find relevant solutions because they have access to a different way of looking at things. For us, our ‘idea of scale’ – Responsive Governance – is the guiding force for most strategy and operational decisions.

The first critical step to realising ‘ideas of scale’ is knowing the realities and internal logic of governance. Through our courses, research and engagement activities, we are attempting to uncover key pieces of information hidden or not well-articulated by people who count, and are sharing these. For instance, members and staff of the civil society participate in a course – Hum Aur Humaari Sarkaar – developed by our Learning and Development unit. As participants, they sometimes discuss how they had little insight into the system and have thus benefitted from insights learnt from the course. These are people who regularly interact with implementers embedded within public systems.

It is also important to consider how action can translate to impact. There isn’t a singular quick fix solution to longstanding, complicated problems such as the dysfunction in the public administrative system. The sharing of ideas, however, can provide the right nudge. Sustained and targeted actions will facilitate incremental yield.

This is where development organisations (and particularly research groups) struggle to see the link. A substantial opportunity is lost when communications is considered to be largely a provider of services, smoothening operational cliffs for programmes and research. Public relations, marketing, brand building and other allied functions are bundled together in this approach, and their responsibilities vested in only some team members (part of which can be attributed to inadequate core funding). This is in spite of the fact that knowledge sharing is critical to the whole enterprise. The desire for measuring impact of communication strategies, even in the eyes of donors, is often by gauging an increase in the number of ‘followers’ on major dissemination platforms. This gears the communications team to optimise metrics rather than concentrate on reaching strategic objectives.

As organisations who have well-developed engagement teams will tell you:

Smart, strategic communications defines, cultivates, and understands important audiences. It listens. It crafts and shares clear, compelling stories. It builds relationships and deploys influence. It convenes. It designs. It analyzes data and gathers intelligence. It creates conversations. It understands and directs the best of old and new power. (Gibbons, 2016)

For research groups in the development space, strategic communications is thus an investment for the future. This would mean going beyond the traditional dissemination model as part of which research findings are communicated to not for audiences, and buy in within the team for the need for reformation. Finding ‘tie ins’ relevant to the experiences of people, articulating evidence-backed insights, and tactically using new-age storytelling tools are only some measures which will further momentum to shift to a ‘for audience’ approach. With the ‘idea of scale’ or the change that the organisation envisions to bring at its heart, these will go a mile in awakening the power of engagement.

At Accountability Initiative, we focus on building a community, which also reflects in aspects such as the number of followers on our digital platforms. However, we aspire to provide them with authentic experiences and a reimagined public services. It these efforts which we hope will elicit a wave of small but consequential actions, and lead to incremental but lasting change.

_____________________

Gibbons, S. (2016) The Case for Communications. Available at: https://ssir.org/articles/entry/the_case_for_communications. Last accessed on: 19 September 2019.

जवाबदेही के मायने

किसी भी व्यक्ति को अपने कार्यक्षेत्र में दायित्वों को सफलतापूर्वक निष्पादन हेतु कुछ अधिकार सौंपे जाते हैं। इन अधिकारों व शक्तियों का प्रयोग करने में वह पूर्णतया स्वतन्त्र नहीं होता बल्कि उसे सौंपने वाली सत्ता अथवा कार्यों के प्रति अपनी जिम्मेदारी निभानी होती है, इसे ही जवाबदेही कहते हैं| यदि कार्यों एवं दायित्वों का निर्वाहन सही से समय पर न हो पाए तो ऐसे में सवाल पूछे जाने लाज़मी हैं|

क्या कभी हमने अपनी सरकार से यह सवाल किया है कि जब हम अपना टैक्स समय पर आपको देते हैं तथा वोट देकर आपको चुनते हैं तो बावजूद इसके क्यों हमें गुणवत्तापूर्ण सेवाएं समय पर नहीं मिलती? जब सरकार को भी मालुम है कि कुछ मूलभूत सेवाएं नागरिकों का मौलिक अधिकार है तो फिर क्यों आज भी हमारे लिए बेहतर सेवाएं मिलना एक बड़ी चुनौती बना हुआ है?

एक लोकतांत्रिक देश के नागरिक होने के नाते जवाबदेही हम-आप सभी के जीवन का एक अहम हिस्सा है जिसके तहत हम सभी जब इस शब्द के महत्व का सही अर्थ जान पाते हैं, तो एक बेहतर माहौल बनता है| ऐसा नहीं है कि हमेशा जवाबदेही अपने से उच्च व्यक्तियों, सरकारों तथा संस्थाओं के प्रति ही हो, बल्कि जवाबदेही दोनों तरफ होनी चाहिए| एक नागरिक होने के नाते हमारी भी समाज के प्रति अनेकों तरह से जवाबदेही बनती है|

हम अकाउंटबिलिटी इनिशिएटिव, एक रिसर्च समूह के तौर पर सेंटर फॉर पॉलिसी रिसर्च संस्था के अंतर्गत वर्ष 2008 से शासन में पारदर्शिता और जवाबदेही को मजबूत करने पर काम कर रहे हैं ताकि शासन, नागरिक आवश्यकता के प्रति उत्तरदायी हो| हमारा मानना है कि जब लोग सशक्त होंगे, सेवा प्रदाता उत्तरदायी होंगे और नीति निर्माता जागरूक होंगे, तभी जवाबदेही के लिए उचित वातावरण बन पायेगा। हमारा मुख्य उद्देश्य कुशल सार्वजनिक सेवाओं के कार्यान्वयन में आने वाली कठिनाइयों को पहचाननाऔर उनका विश्लेषण करके नीति निर्माताओं, सेवा प्रदाताओं और नागरिकों के सामने लाना है। हम अलग-अलग तरह से अध्ययन करते हैं जिसमें मुख्य रूप इस प्रकार हैं:

  1. हम सरकार की योजनाओं की ज़मीनी हक़ीकत जानने के लिए स्वयंसेवकों के साथ मिलकर सेवा प्रदाताओं से वास्तविक जानकारी इकठ्ठा करते हैं जैसे शिक्षा संबंधी जानकारी हेतु स्कूल तथा पोषण की स्थिति समझने के लिए आंगनवाड़ी केन्द्रों तथा लाभार्थियों से सीधे मुख़ातिब होते हैं| इसके अलावा वास्तविकता को और गहराई से समझने के लिए हम सरकार का भी पक्ष जानने हेतु सम्बंधित अधिकारियों के साथ विस्तृत साक्षात्कार करते हैं| इस तरह हम शासन में प्लानिंग, बजट, निधि प्रवाह तथा प्रशासनिक ढांचे का अध्ययन करते हुए सरकार की नीतियों की वास्तविकता का अध्ययन करते हैं| इसे हम पैसा सर्वेक्षण कहते हैं|
  2. इसके अलावा प्रति वर्ष भारत सरकार अलग-अलग क्षेत्रों को ध्यान में रखते हुए बजट पेश करती है जिसका सीधा सारोकार हम-आप की ज़िन्दगी से जुड़ा होता है| एक रिसर्च समूह होने के नाते हम वार्षिक तौर पर सरकार की प्रमुख केन्द्रीय प्रायोजित योजनाओं के आवंटन, खर्च तथा उनसे होने वाले जमीनी परिणामों का विश्लेषण करते हैं| योजनायें, जैसे राष्ट्रीय स्वास्थ्य मिशन, मनरेगा, स्वच्छ भारत मिशन, समग्र शिक्षा सहित अन्य कई योजनाओं का आकलन करके एक पूरा दस्तावेज तैयार करते हैं| इस दस्तावेज को बजट ब्रीफ कहा जाता है जिसे सरकार के उपलब्ध आंकड़ों के आधार पर ही तैयार किया जाता है|

इस दस्तावेज के तथ्यों को हमारी संस्था इस तरह से सरल करने की कोशिश करती है ताकि ज्यादा से ज्यादा नागरिक आंकड़ों के पीछे छुपी हक़ीकत को आसानी से समझ पाएं| बजट ब्रीफ एक पारदर्शी तथा जवाबदेही उपकरण के तौर पर तैयार किया जाता है, ताकि नागरिक सेवा प्रदाताओं से जवाब मांग सकें|

एक ज़िम्मेदार समूह होने के नाते हम पैसा सर्वेक्षण एवं बजट ब्रीफ दस्तावेज के परिणामों को अपने हितधारकों जैसे सामाजिक क्षेत्र में कार्य कर रही संस्थाओं, मिडिया, अधिकारीयों एवं नागरिकों तक यह जानकारियां विभिन्न माध्यमों से पहुंचाने का प्रयास करते हैं| हम सभी सांसदों के साथ भी अपनी रिसर्च साझा करते हैं ताकि इस सबसे एक बेहतर चर्चा और जवाबदेही का माहौल बने तथा जहाँ पर संभव हो आवश्यक कदम उठाये जाएँ|

हमारा मानना है कि सरकार को सेवाएं बेहतर एवं समय पर पहुंचाने के लिए कुछ ठोस उपाय करने होंगे जिससे पारदर्शिता और जवाबदेही को बढ़ावा मिलेगा| हमारे अध्ययनों में हमने पाया है कि जमीनी स्तर पर सेवायें देने वाले अधिकारीयों को जरुरत के अनुसार उनकी क्षमता निर्माण नहीं हो पाती| अतः सरकार को एक ऐसा सिस्टम बनाना चाहिए जहाँ नियमित तौर पर इन अधिकारीयों की क्षमता को बढ़ाया जाए ताकि वे नागरिकों को बेहतर से बेहतर सेवाएं दे पाने में सक्षम हों| चाहे स्वास्थ्य हो, शिक्षा हो या अन्य कोई सेवा, सरकार को अपने प्रशासनिक एवं वित्तीय ढांचे में ऐसे जवाबदेही के संस्थागत तरीके स्थापित करने होंगे जहाँ नागरिकों को उनकी आवश्यकताओं को देखते हुए समय पर बेहतर सेवाएं मिले| तरीके ऐसे हों, जिससे नागरिक बेहतर सेवाएं न मिलने की स्थिति में जवाबदेही की मांग कर पाएं| सरकार को पारदर्शिता को बढ़ाने के लिए पारदर्शी सूचना प्रणाली (MIS) सिस्टम ज्यादा से ज्यादा सार्वजनिक करना चाहिए ताकि प्रत्येक नागरिक जान सके की सरकार किस तरह अपना प्रदर्शन कर रही है|

शुरुआत में हमारे सामने यह चुनौती रहती थी कि आखिर इतने वर्षों से इकठ्ठा इन उपयोगी जानकारियों एवं सबूतों को हम कैसे ज्यादा से ज्यादा नागरिकों तक सरल भाषा में पहुँचायें| अतः इसी सोच के साथ हमने अपनी रिसर्च द्वारा एकत्रित किये गए आंकड़ों, जमीनी हकीकतों, संवैधानिक एवं कानूनी प्रावधानों को ध्यान में रखते हुए इसे एक कोर्स की शकल दी है| ‘हम और हमारी सरकार’ कोर्स इसी सोच का नतीजा है| इस कोर्स के प्रतिभागी मुख्य रूप से विभिन्न क्षेत्रों में कार्य कर रही संस्थाएं, पंचायत अधिकारी, प्रतिनिधि तथा छात्र समूह हैं| इस कोर्स में हम मूल रूप से त्री-स्तरीय सरकार के अंतर्गत प्रशासनिक एवं वित्तीय व्यवस्था के बारे में बताते हुए उन जटिलताओं को सामने लाने का प्रयत्न करते हैं, जिनकी वजह से हम-आप तक सेवाएं समय पर नहीं पहुँच पाती| कोर्स के माध्यम से हम बताते हैं कि आखिर एक नागरिक होने के नाते हम-आप कैसे शासन की बारीकियों को समझते हुए सरकार के साथ जुड़कर बेहतर सेवा वितरण में अपनी अहम् भूमिका निभा सकते हैं|

अतः मुझे लगता है कि जिस तरह से अकाउंटबिलिटी इनिशिएटिव रिसर्च समूह विभिन्न माध्यमों के द्वारा सरकार को जमीनी वास्तविकता पहुंचाने तथा नागरिकों को जागरूक करने का काम कर रहा है, उससे आज भले ही छोटे स्तर पर सही, पर भविष्य में निश्चित रूप से शासन और जवाबदेही पर चर्चा का एक व्यापक माहौल बन पायेगा|