Jaipuria International Journal of Management Research

Abstract

‘Ayushman Bharat’ programme is India’s most definitive step so far towards promotive, preventive, curative, palliative and rehabilitative aspects of Universal Health Coverage. Adopting continuum of care approach, Ayushman Bharat is being implemented through two interrelated components, viz., Health and Wellness Centres to provide primary care and PMJAY for providing financial protection for accessing hospitalization care at the secondary and tertiary levels. PMJAY is world’s largest Government funded health protection scheme covering about 50 crore beneficiaries. Nowhere in the world this kind of work has been implemented on such a large scale. Consolidation and stabilizing the implementation of scheme is an enormous task. The AB-PMJAY is being currently implemented across 32 States/ UTs. A well-defined Complaint and Public Grievance Redressal Mechanism, has been put in place through which complaints/ grievances are registered, acknowledged, escalated for relevant action, resolved and monitored. PMJAY has created a robust IT system for implementation of the scheme. Monitoring and Evaluation is key for successful implementation and ensuring the intended results of such a large scheme like AB-PMJAY. At the Central level, these UHC dimensions (coverage, benefits and financial protection) are being continuously kept on track on periodic basis through the following functional domains: Beneficiary management, Transaction management, Provider management and Support function management (comprising functions such as capacity development, grievances, frauds and abuse, call centre, etc.). A strong real-time online MIS is set up at the national level to review Key Performance Indicators and achievement of results with respect to the targets defined under the domains. For a program of scale, magnitude and complexity as that of PMJAY, it is critical to put in a place strong anti-fraud mechanism not only from financial perspective but also to safeguard people’s health from unethical and malpractices. National Health Authority is cognizant of the issue and has taken number of steps to safeguard the program from the inception.

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Abstract

Purpose: Mission Karmayogi is a bold initiative by the Government of India to democratize the training process and puts everyone on the same playing field. This mission emphasizes the ‘servant’ part in the acclaimed civil services. It attempts to address the issues in the existing system, such as complexity and red-tapism, through a capacity-building initiative working at an individual, institutional, and procedural level. The training of employees is a crucial part of their work tenure, but it is only limited to certain topmost services. The 89% of bureaucrats who are in direct touch with the public receive fragmented and sub-par training. Through a bottom-up approach and digitized way of working and training, it attempts to end the ‘work-silo’ culture of the bureaucracy. Mission Karmayogi aims to cover 46 lakhs employees of the central government within its purview.

Design/Methodology/Approach: The government plans to spend INR 510.86 crore over five years, from FY 2021-22 to FY 2024-25. This amount will be partly funded by multilateral assistance of USD 50 million from the World Bank. External accountability and transparency must be crucial for more excellent responsiveness. Improved information systems can ensure this, responsibility for inputs, better audit, publishing all the budget summarised and track records related to this mission by each department suo motto, and a more robust performance evaluation system.

Findings: Mission Karmayogi is India's first robust mission to reform civil services and empower them to deliver services effectively and efficiently. It must deal with many issues and tensions. This mission can sail through all these shortcomings if the program is powered with an extended vision and fueled by constant motivation.

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Abstract

Purpose: Because it combines gender views and takes into account concerns connected to gender at all levels and phases of development, planning, policy making, programs, and delivery methods, gender budgeting has been widely hailed as a critical instrument for advancing women's empowerment. Additionally, it effectively addresses gender disparities in budget allocations, particularly in areas that are reflective of the general public, such as education, health, and nutrition. Gender budgeting strives to increase access to resources while also ensuring that government resources are distributed fairly across all citizens and groups. As a result, gender budgeting opens up new possibilities for women empowerment. Gender budgeting is becoming increasingly important and creasingly important necessary in the contemporary Indian setting, where women were traditionally isolated, underestimated, and marginalized for a variety of reasons. Despite the fact that the Indian government's experience with gender budgeting is frequently cited as a model for other gender budgeting efforts, there seems to be a clear disparity between what was envisioned and what has been achieved under the banner of gender budgeting in the country.

Methodology: This study makes use of the secondary data collected from the Government of India's gender budgeting statements and the Ministry of Women and Child Development's annual publications. The data were analyzed using various tools for arriving at broad findings of this study.

Findings: There seems to be a clear disparity between what was envisioned and what has been achieved under the banner of gender budgeting in the country. There is an urgent need for particular policy involvement from the government in order to address the issue of violence against women and to promote gender equality

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