Lessons from Tumakuru: Where does a City Corporation Spend its Money?

This blog is part of a series unpacking the ‘PAISA for Municipalities‘ research which analysed urban local body finances in Tumakuru Smart City of Karnataka. The first part offers why the study was conducted, the backdrop to the study, and the researchers involved. It can be found here.  

In my last blog, I had described the shortfalls between the allocations budgeted and the funds received by the Tumakuru city corporation. In this blog, I look at the expenditures of the corporation.

The city corporation spends most of its money on roads and drains. Solid waste management and water supply come next, but in terms of percentage, the share of roads and drains increased in the pie, in 2015-16.

Checking back, we discovered that this jump in expenditure was due to the release of the ‘Nagarottana’ grants by the state government, which carried conditionalities on expenditure. It is interesting to note that the state was making a pitch to include Tumakuru in the list of ‘Smart’ Cities, where the focus remains largely on expenditure on infrastructure, water supply, and solid waste management.  However, the least expenditure was incurred on underground drainage and parks in FY 2014-15 and FY 2015-16. The table below gives details of sectoral expenditure incurred in FY 2014-15 and FY 2015-16.

An interesting question to explore is whether citizens are able to keep track of expenditure incurred by the city corporation. A simple point to start would be to ensure that expenditure is reported ward-wise (the city is divided into 35 wards from which one representative each is elected to the city council).

We believed that the citizen’s first concern would be her ward; hence the need to provide ward-wise breakup of the expenditure incurred for each sector, by the city corporation.

We found that ward-level expenditure was indeed available for only the sectors mentioned in the Table above. While this information is not graphically represented or easily made available to the citizen, an industrious one can ask the corporation and we do not doubt its ability to deliver these details.

An interesting finding we discovered was that ward-wise expenditure was skewed both within a year and between years. Most wards saw an increase in expenditure from 2014-15 to 2015-16, though those wards that received a relatively higher allocation in 2014-15 (Ward No’s 13, 15, 24, and 35) saw less expenditure in the next year.

The skewed nature of expenditure across FY 2014-15 and FY 2015-16 can be explained by the increased funds transferred to the Municipal Corporation in FY 2015-16, which also explains the corresponding increase in ward-level expenditure. Furthermore, given the nature of expenditure on infrastructure, some of it was concentrated on arterial roads and drains that ran more in some wards than others. The table below provides details of ward-wise expenditure incurred by Tumakuru Municipal Corporation in FY 2014-15 and FY 2015-16.

Whatever may be the reason for the skewedness of expenditure between wards in Tumakuru, the assuring fact remains that citizens who make the effort can obtain data from the corporation, analyse it and ask questions of it.

However, what of the social sector expenditure, one might well ask. For example, would it be possible to obtain details of expenditure incurred on health-related matters, such as during the ongoing pandemic?

That is not possible, at least currently, on a ward-wise basis.

A lot, therefore, remains to be done. There are two choices in how to construct a smart, ‘Smart City’ information system. The more difficult, but more enduring solution is to ensure that institutional design is not so fragmented. If the city corporation becomes the owner of all the expenditure incurred in that area, the city corporation’s budgeting and accounting system will capture all details — our finding is that it is robust enough to do so. But turf rivalries and a reluctance to undertake functional and fiscal decentralisation in the way it ought to be done, makes that a remote possibility.

As an alternative, a ‘Smart’ budgeting and expenditure reporting system should be designed in a way that captures budgets of all spending entities in the Smart City’s jurisdiction along with the schemes and expenditures incurred, down to the ward-level.

The first step in this direction is to introduce changes in the Municipalities Act that makes it mandatory for all entities that spend money within the jurisdiction of the Municipal Corporation to provide in the public domain information on their ward-level allocations and expenditures. A similar mandate was laid down in the Karnataka Gram Swaraj Act in 2016, entitling every Gram Sabha to know all expenses undertaken in the jurisdiction of the Gram Panchayat.

A similar clause in the Municipalities Act mandating all expenditure entities to make their budgeting and expenditure data available at the granularity of a ward, will be a breakthrough legal provision. Naturally, technology will have to serve this law. Technology will eventually enable all ward-level allocations and expenditures by all implementing entities to be reported by them in real-time.

T.R. Raghunandan is an Advisor at Accountability Initiative.

पॉलिसी बझ

कल्याणकारी धोरणात जे घडत आहे त्या प्रत्येक पंधरवड्यात प्रकाशित झालेल्या बातम्यांच्या निवडीसह अद्ययावत रहा.

 

धोरणा संबंधित बातम्या

  • सर्वोच्च न्यायालयाने सर्व राज्ये आणि केंद्रशासित प्रदेशांना 31 जुलै पर्यंत वन नेशन, वन रेशन कार्ड प्रणाली लागू करण्याचे निर्देश दिले आहेत.
  • केंद्र सरकारने स्वतंत्र सहकार मंत्रालय स्थापन करण्याची घोषणा केली असून हा विषय कृषी मंत्रालयाने आतापर्यंत सांभाळला होता.

शिक्षण संबंधित बातम्या

  • कोविड-प्रेरित लॉकडाऊनमुळे शिक्षणातील अडथळे कमी करण्यासाठी भारतीय अवकाश संशोधन संस्था (इस्रो) ने उपग्रह टीव्ही कक्षासाठी तांत्रिक सहाय्यता करण्यासाठी शिक्षण संसदीय स्थायी समितीला मान्यता दिली आहे.
  • केंद्रीय माध्यमिक शिक्षण मंडळ (सीबीएसई) आणि नॅशनल पेमेंट्स कॉर्पोरेशन ऑफ इंडिया (एनपीसीआय) सहावीच्या विद्यार्थ्यांसाठी आर्थिक साक्षरता अभ्यासक्रम सुरू करण्यासाठी सहकार्य करीत आहेत.

इतर बातम्या

  • ऑक्सफॅमच्या “द हंगर व्हायरस मल्टिप्लेक्स” मधील वृत्तानुसार, उपासमारीने मृत्यू होण्याचे प्रमाण कोविड -19 पेक्षा जास्त आहे.

 

हा लेख पॉलिसी बझच्या इंग्रजी आवृत्तीवर आधारित आहे जो 11 जुलाई 2021 रोजी प्रकाशित झाला.

पॉलिसी बज़्ज़

विभिन्न कल्याणकारी योजनाओं में क्या घटित हो रहा है, इसको लेकर आपको हर 15 दिन के अंदर यह पॉलिसी बज़्ज़ अपडेट करता है।

 

नीतियों से सबंधित खबरें

  • सुप्रीम कोर्ट ने सभी राज्यों और केंद्र शासित प्रदेशों को 31 जुलाई तक एक राष्ट्र, एक राशन कार्ड प्रणाली लागू करने का निर्देश दिया है।
  • केंद्र सरकार ने एक अलग सहकारिता मंत्रालय गठन की घोषणा की है, यह एक ऐसा विभाग जो अब तक कृषि मंत्रालय द्वारा देखा जाता था।

शिक्षा सबंधित खबरें

  • कोविड से हुए लॉकडाउन के कारण सीखने में आई बाधाओं को कम करने के लिए, भारतीय अंतरिक्ष अनुसंधान संगठन (ईसरो) ने सैटेलाइट टीवी कक्षाओं के लिए तकनीकी सहायता प्रदान करने हेतु संसदीय स्थायी समिति को मंजूरी दे दी है।
  • केंद्रीय माध्यमिक शिक्षा बोर्ड (सीबीएसई) और भारतीय राष्ट्रीय भुगतान निगम (एनपीसीआई) छठी कक्षा के छात्रों के लिए एक वित्तीय साक्षरता पाठ्यक्रम शुरू करने जा रहे हैं।

अन्य

  • ऑक्सफैम द्वारा ‘द हंगर वायरस मल्टीप्लाईज’ नामक एक रिपोर्ट के अनुसार, अकाल से मरने वालों की संख्या कोविड-19 से अधिक है।

 

यह लेख पॉलिसी बज़्ज़ के अंग्रेजी संस्करण पर आधारित है जो 11 जुलाई 2021 को प्रकाशित हुआ था।

Tracking Core Expenditure of the Tumakuru City Corporation in Karnataka

This blog is part of a series unpacking the ‘PAISA for Municipalities‘ research which analysed urban local body finances in Tumakuru Smart City of Karnataka. The first part offers why the study was conducted, the backdrop to the study, and the researchers involved. It can be found here.  

Considering the fragmentation of expenditure by various entities within Tumakuru city, and that data availability was anything but ideal, we turned our attention to the core expenditure of the city corporation of Tumakuru. In our efforts, we were helped by a young and energetic officer of the state government, who was posted in Tumakuru and ensured that we had ready access to the Municipal Corporation’s accounts.

With limited exposure to analysing the city corporation budgets of Bengaluru city, one approached the task in Tumakuru with more than a degree of trepidation. Bangalore City Corporation accounts were shambolic, in spite of claims that they had deployed a state of the art accounting system. Budget estimates exceeded the actuals by a wide margin, but this was often known to the public only much later in the financial year, or in some cases, even after the financial year concerned had closed.

Expenditures thus often did not have any relationship with budget estimates, presented with much fanfare at the start of the year.

Tumakuru, in contrast, was a pleasant surprise. We discovered that all the data were indeed available. The extant budgeting system of Tumakuru Municipal Corporation, we discovered, was comprehensive and captured all income and expenditure items along with the appropriate accounting codes.

While the corporation budget was not further broken down to the level of each of its 35 wards, we felt that the organisational capacity in the accounting wing was good enough to enable such exercises in the future.

This, we felt, was a significant opportunity for promoting further transparency, under the Smart City project. With little effort, data could be made available on a ward-wise basis for easy access by citizens, so that they can understand the flow of funds and expenditure from all expenditure entities, as and when they desire to do so, in real-time.

When it came to the actual expenditure incurred as against allocations, sadly, the same story of high expectations and low returns was seen to play out again. While the budgeted receipts were ₹394.18 crore, the actuals were 65.48 per cent lesser, at ₹136.05 crore. The shortfall for capital receipts was as high as 76.83 per cent compared to revenue receipts (45.49 per cent) and extraordinary receipts (67.81 per cent).

While the corporation expected to receive ₹187.25 crore as grants (which included SFC and Union Finance Commission grants) for FY 2014-15, actuals were just one-third of that amount, at ₹63.35 crore.

The corporation received even less in 2015-16; just ₹179.9 crore, but it had pegged its expectations low too, at only ₹294.25 crore. Some distortion was also caused by the fact that the Municipality had expected a special grant under a scheme in 2014-15, but it was actually released only in 2015-16.

As with receipts, expenditures are categorised as revenue, capital, and extraordinary expenditure. Extraordinary expenditure includes those funds expended by way of implementation of a scheme, plan or a project by the Municipal Corporation.

The city corporation was only able to incur an expenditure of ₹175.73 crore in 2014-15, as against a targeted level of ₹471 crore. The differences were driven primarily by differences in capital expenditure (-69.65 per cent) and extraordinary expenditure at -73.27 per cent.  In contrast, the difference was -38.46 per cent for revenue expenditure. See figure below.

The expenditure budget for Tumakuru Municipal Corporation was reduced by nearly 24 per cent in FY2015-16 to ₹360 crore. Against this target, the actual expenditure was ₹199.22 crore, a shortfall of -44.66 per cent. The difference for revenue expenditure stood at -15.9 per cent, capital expenditure at -53.36 per cent, and extraordinary expenditure at -63.9 per cent.  See figure below.

In the next installment, I will look at the expenditure priorities of the city corporation.

T.R. Raghunandan is an Advisor at Accountability Initiative.

‘Receiving My Routine Vaccines’

The ‘Inside Districts’ series launched in April 2020 is a one-of-its-kind attempt to capture the experiences of district and Block-level officials, panchayat functionaries, beneficiaries, and frontline workers, on their challenges and best practices.

This interview was conducted with an Integrated Child Development Services (ICDS) Beneficiary in Osmanabad, Maharashtra in Hindi on 29 May 2021, and has been translated.

 

Q: From the beginning of this year, have you been receiving Anganwadi services regularly?

Integrated Child Development Services (ICDS) Beneficiary: Yes, we have been receiving the services at our Anganwadi centre regularly. We did not receive the Take Home Ration (THR) last month, but then this month we received the THR for two months.

I am pregnant and I am receiving my routine vaccines on time every month. Anganwadi workers also visit us at home.

Q: Have you been informed about your COVID-19 vaccination?

ICDS Beneficiary: Yes, we have been informed about the vaccination drive. However, I have not been asked to take the vaccine as of now. I will be told when it’s my turn.

All my other family members have been asked to take the vaccine. My mother-in-law did not take the vaccine. She has blood pressure issues and that is why she is scared of getting vaccinated. My husband wants to get vaccinated but he is in the 18-44 years of age category, and that is why he is not able to find available slots.

Q: During the second wave, did you receive free ration?

ICDS Beneficiary: We received THR from the Anganwadi centre but no ration was distributed under the Public Distribution System (PDS) in the village during the second wave. Last year, during the nationwide lockdown, we received ration under PDS.

 

More experiences can be found on the dedicated Inside Districts platform.

Policy Buzz

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

 

Policy News

  • The Supreme Court has directed all states and Union Territories to implement the One Nation, One Ration Card system by July 31.
  • The Uttar Pradesh government plans to release its new Population Policy 2021-30 on July 11, World Population Day. The policy is likely to incentivise people who will help in population control.
  • The Union government has announced the formation of a separate Ministry of Cooperation, a subject that till now was looked after by the Ministry of Agriculture.

Education

  • In order to bridge the learning gap due to COVID-induced lockdown, Indian Space Research Organisation (ISRO) gave its nod to the Parliamentary Standing Committee on Education to provide technical assistance for satellite TV classrooms.
  • The Central Board of Secondary Education (CBSE) and National Payments Corporation of India (NPCI) are collaborating to introduce a financial literacy curriculum for students of Class VI.

Other News

  • According to a report titled “The Hunger Virus Multiplies” by Oxfam, the death toll from famine outpaces that of COVID-19.

Rationalisation of Centrally Sponsored Schemes: Divergence between the 15th Finance Commission and the Union Government

Centrally Sponsored Schemes (CSSs) are a critical component of public policy leveraged by the Union government to ensure a minimum welfare standard for all citizens. These have grown to 131 schemes over the years, accompanied by a rise in the quantum of funds allocated by the Union government. But there are concerns that the schemes limit the fiscal space available to states as they too have to contribute funds. This blog discusses how, despite the recommendations of successive Finance Commissions, recent measures to modify such schemes have not focussed on bringing down the states’ burden. 

Essentially, scheme rationalisation is aimed at efficiently utilising limited budgetary resources available with the Union and state governments. Several Finance Commissions have intended to address the proliferation of CSSs, with the latest – the 15th Finance Commission making substantial recommendations on rationalising the schemes. 

 

Why Have There Been Demands for Rationalisation?

CSSs work on the principle of matching contributions between the Union and state governments. Over the years, state governments have insisted on rationalising CSSs as this would free up their limited funds.

The release of funds under CSSs are not formula-based, as is the case with tax devolution and Finance Commission grants. Instead, the funds are released if states meet certain conditions.

Additionally, CSSs aim at achieving a minimum welfare standard across the country (among other, more specific objectives), and they often do not factor in state-specific needs and contexts. 

A look at scheme rationalisation attempts in recent years can also be helpful. The 13th Finance Commission held the view that the number of CSSs should be reduced since states are required to contribute to the CSS pool of funds as well, straining their overall fiscal resources. Instead, the Commission recommended greater significance to formula-based Plan transfers. [1]

The 14th Finance Commission too recommended revising the institutional mechanism for transferring funds from the Union to the states through CSSs to reduce the Union government’s discretion and foster cooperative federalism. [2]

Subsequently, to rationalise CSSs, a Sub-Group of Chief Ministers was constituted in 2015. A reshaping of CSSs into 28 Umbrella schemes was carried out by them — with six ‘Core of the Core’, 20 ‘Core’ and two ‘Optionalschemes. This was done in order to enhance the impact of the CSSs, maintain their budget allocation, and grant states flexibility on scheme implementation. [3]

The 15th Finance Commission has called for discontinuing schemes that are small or no longer necessary, and instead putting in place a minimum budget threshold allocation for a CSS (guidelines on the threshold are yet to be issued). Where the budget allocation falls below the threshold, the concerned department will have to specify the rationale for continuing the scheme. This is because, at present, there are many sub-schemes with relatively small budget allocations, leading to limited efficacy and impact. 

 

Rationalisation versus Restructuring

The Ministry of Finance has identified a total of 131 CSSs that are currently in place (comprising several ‘Umbrella’ schemes and, within those, numerous sub-schemes). The Union Budget for FY 2020-21 indicates that, out of 30 Umbrella schemes, 15 schemes account for 90 per cent of the total budgetary allocation for CSSs. 

In response to the 15th Finance Commission’s recommendations, Expenditure Secretary T. V. Somanathan expressed the intention of the Union government to bring down the number of CSSs in FY 2022 by one-third. [4] However, media reports suggest that the government may not curtail the overall budget for CSSs instead, funds may be reallocated to schemes that remain operational. [5]

One way to understand the impact of the expected policy decision is through the distinction between scheme ‘rationalisation’ and ‘restructuring’ as made by Bibek Debroy, Chairman of the Prime Minister’s Economic Council. He argues that the Union government has usually resorted to the latter. In his view, rationalisation would provide grounds for the existence of schemes, resulting in continuation of pertinent schemes and eliminating extraneous ones. It would, therefore, go several steps further than reorganising existing schemes. [6] 

The allocation under CSSs has risen by nearly 13 per cent in the FY 2021-22 budget estimates (BEs) as compared with those of the previous financial year. At the same time, tax devolution in the FY 2021-22 BE was 15 per cent lower than the BE for the previous FY, showing a decline in untied fund transfers.

Recent examples of the streamlining of schemes also indicate that the emphasis has been on restructuring schemes, rather than reigning in the overall budget allocation for CSSs

In April 2018, the Union government launched Samagra Shiksha under the Ministry of Education. In FY 2019-20, three erstwhile school education schemes were subsumed under Samagra Shiksha, namely: Sarva Shiksha Abhiyan (SSA), Rashtriya Madhyamik Shiksha Abhiyan (RMSA), and Teachers’ Training and Adult Education (TT & AE). Prior to the restructuring, the combined budget allocation for SSA, RMSA and TT & AE stood at ₹31,123 crores in FY 2018-19 BE. 

Since the restructuring, the allocation for Samagra Shiksha increased in the subsequent years — to ₹36,322 crores in FY 2019-20 BE and ₹38,751 crores in FY 2020-21 BE. It declined for the first time only in FY 2021-22 – by 20 per cent – which is likely because of the COVID-19 pandemic. This suggests that focus was on combining schemes, and not to reduce the overall budget allocation. 

 

Streamlining of the Flagship Schemes of the Ministry of Education

 

The government has also reshaped flagship schemes under the Ministry of Women and Child Development in the current budget. Two of the Core schemes (Umbrella ICDS, and Mission for Protection and Empowerment of Women) have been reconstituted into three new Core schemes (Saksham Anganwadi and Poshan 2.0, Mission VATSALYA, and Mission Shakti).

 

Streamlining of Flagship Schemes of the Ministry of Women and Child Development

Modifications to CSSs post the 14th Finance Commission recommendations led states to spend more on these schemes, raising the burden on their resources. The recent steps taken by the Union government too are better understood as a restructuring. Rationalisation of CSSs, on the other hand, can result in greater autonomy and fiscal space available to states.

Sharad and Udit are Senior Research Associates at the Accountability Initiative. 

 

Also Read: The 15th Finance Commission and Changes in the Devolution Formula: Which States Stand to Lose?

 

[1] Formula-based transfers are distributed among states according to a normative framework. A formula is used to assess the needs and differences in the revenue capabilities of states. These are unconditional grants – thus, giving states the autonomy to allocate their budgets, and decide their own activities and expenditures. 

[2] Report of the 14th Finance Commission. Retrieved from URL: <https://fincomindia.nic.in/writereaddata/html_en_files/oldcommission_html/fincom14/others/14thFCReport.pdf>

[3] Highlights and Major Recommendations: Sub-group of Chief Ministers – Centrally Sponsored Schemes. Retrieved from URL: <http://niti.gov.in/sites/default/files/2019-08/HIGHLIGHTS.pdf>

[4] Hindustan Times (2021). “15th Finance Commission Recommendations: Centrally funded plans face the axe”. Retrieved from URL: <https://www.hindustantimes.com/business/15th-finance-commission-recommendations-centrally-funded-plans-face-the-axe-101612317450012.html>

[5] The Print (2021). “‘Money is scarce’ — Modi govt set to axe about 40 schemes that ‘have lost relevance’”. Retrieved from URL: <https://theprint.in/india/governance/money-is-scarce-modi-govt-set-to-axe-about-40-schemes-that-have-lost-relevance/597926/>

[6] Financial Express (2019). “Restructuring of centrally sponsored schemes cannot be done without consultation with states”. Retrieved from URL: <https://www.financialexpress.com/opinion/centrally-sponsored-schemes-restructuring-cannot-be-done-without-consultation-with-states/1703515/>

पॉलिसी बझ

कल्याणकारी धोरणात जे घडत आहे त्या प्रत्येक पंधरवड्यात प्रकाशित झालेल्या बातम्यांच्या निवडीसह अद्ययावत रहा.

 

कोरोना संबंधित बातम्या

  • अल्पसंख्याक व्यवहार मंत्रालयाने विविध सामाजिक-शैक्षणिक संस्थांच्या सहकार्याने ग्रामीण आणि दुर्गम भागातील कोविड -19 लसीकरणाबद्दल जनजागृती करण्यासाठी ‘जान है तो जहां है’ या नावाने देशव्यापी मोहीम राबविली आहे.
  • कोविड -19 ट्रीटमेंटसाठी नियोक्ताने कर्मचार्‍यांला दिलेली रक्कम आयकरातून सूट देण्यात येईल, असे सरकारने जाहीर केले आहे.
  • सरकारने देशभरात एक लाखांहून अधिक कोविड 19 फ्रंटलाइन कामगारांना कौशल्य आणि कौशल्य विकास मिळविण्यासाठी ‘कस्टमाइज्ड क्रॅश कोर्स प्रोग्राम’ सुरू केला आहे.

शिक्षण संबंधित बातम्या

  • शाळा बंद दरम्यान पालकांनी घर-आधारित शिक्षणात सहभागासाठी मार्गदर्शक तत्त्वे सरकारने जारी केली आहेत.
  • नॅशनल कौन्सिल ऑफ एप्लाइड इकॉनॉमिक रिसर्च (एनसीएईआर) आणि केंद्रीय माध्यमिक शिक्षण मंडळाने (सीबीएसई) सीबीएसई-संलग्न शाळांमधील कौशल्य कार्यक्रमांचे अपग्रेड करण्यासाठी सामंजस्य करार केला आहे.
  • आंध्र प्रदेशमधील सरकारी शाळांमध्ये मूलभूत शिक्षणाचे कायापालट करण्यासाठी जागतिक बँकेने 250 दशलक्ष कर्जास मान्यता दिली आहे.

 

हा लेख पॉलिसी बझच्या इंग्रजी आवृत्तीवर आधारित आहे जो 27 जून 2021 रोजी प्रकाशित झाला.

पॉलिसी बज़्ज़

विभिन्न कल्याणकारी योजनाओं में क्या घटित हो रहा है, इसको लेकर आपको हर 15 दिन के अंदर यह पॉलिसी बज़्ज़ अपडेट करता है ।

 

करोनावायरस आधारित खबरें

  • अल्पसंख्यक मामलों के मंत्रालय ने विभिन्न सामाजिक-शैक्षणिक संगठनों के साथ मिलकर ग्रामीण और दूरदराज के क्षेत्रों में कोविड-19 टीकाकरण के बारे में जागरूकता पैदा करने के लिए ‘जान है तो जहान है’ नामक एक राष्ट्रव्यापी अभियान शुरू किया है।
  • सरकार ने घोषणा की है कि एक नियोक्ता द्वारा किसी कर्मचारी को कोविड-19 उपचार के लिए भुगतान की गई राशि को आयकर से छूट दी जाएगी।
  • सरकार ने देश भर के एक लाख से अधिक कोविड-19 फ्रंटलाइन वर्कर्स के कौशल और हुनर के लिए ‘कस्टमाइज्ड क्रैश कोर्स प्रोग्राम’ शुरू किया है।

शिक्षा सबंधित खबरें

  • सरकार ने स्कूल बंद होने के दौरान घर-आधारित शिक्षा में माता-पिता की भागीदारी के लिए दिशा-निर्देश जारी किए हैं।
  • नेशनल काउंसिल ऑफ एप्लाइड इकोनॉमिक रिसर्च और केंद्रीय माध्यमिक शिक्षा बोर्ड (सीबीएसई) ने सीबीएसई से मान्यता प्राप्त स्कूलों में कौशल कार्यक्रमों को अपग्रेड करने के लिए एक समझौता ज्ञापन पर हस्ताक्षर किए हैं।
  • विश्व बैंक ने आंध्र प्रदेश के सरकारी स्कूलों में मूलभूत शिक्षा को बदलने के लिए 250 मिलियन डॉलर के ऋण को मंजूरी दी है।

 

यह लेख पॉलिसी बज़्ज़ के अंग्रेजी संस्करण पर आधारित है जो 27 जून 2021 को प्रकाशित हुआ था ।

‘People Don’t Want Us to Visit Them’

The ‘Inside Districts’ series launched in April 2020 is a one-of-its-kind attempt to capture the experiences of district and Block-level officials, panchayat functionaries, beneficiaries, and frontline workers, on their challenges and best practices.

This interview was conducted with an Anganwadi Worker in Jaipur, Rajasthan in Hindi on 30 May 2021, and has been translated.

 

Q: What kind of challenges are you facing in the second wave of the pandemic?

Anganwadi Worker (AWW): We are busy conducting door-to-door surveys. However, the problem is that people don’t want us to visit them. They say that they are completely okay and since we are coming from outside, we can potentially infect them.

Q: Are there any preschool educational activities being organised for children?

AWW: All educational activities are happening online. We receive learning material from an NGO, and we message the same to the parents of the students via mobile phone.

Q: What is your role in the COVID-19 vaccination drive? Are there any challenges?

AWW: I make people aware about the vaccination process and ask them to go and get vaccinated. If someone is apprehensive, I give them my example and tell them that I did not have severe side effects when I got vaccinated. We generally have multiple discussions with people who don’t want to get vaccinated. For the 18-44 years category, vaccines are not available as of now.

 

More experiences can be found on the dedicated Inside Districts platform.