{"id":192286,"date":"2022-06-24T20:39:11","date_gmt":"2022-06-24T15:09:11","guid":{"rendered":"https:\/\/blog.forumias.com\/?p=192286"},"modified":"2022-06-24T20:40:59","modified_gmt":"2022-06-24T15:10:59","slug":"op-agarwal-nitya-kaushik-write-training-karmayogis-at-all-levels-is-a-must-for-inclusive-development","status":"publish","type":"post","link":"https:\/\/forumias.com\/blog\/op-agarwal-nitya-kaushik-write-training-karmayogis-at-all-levels-is-a-must-for-inclusive-development\/","title":{"rendered":"OP Agarwal, Nitya Kaushik write: Training Karmayogis at all levels is a must for inclusive development"},"content":{"rendered":"\n

News: <\/strong>Recently, the Government of India\u2019s Mission Karmayogi programme to build civil service capacity received a $47 million boost from the World Bank.<\/p>\n

History of Training programmes for capacity building of the Civil Servants?<\/strong><\/h5>\n

At Senior Level <\/strong><\/p>\n

Before 1985: <\/strong>Higher civil servants received two-year induction training<\/strong>. It was done to \u00a0\u00a0equip IAS officers to be good field officers.<\/p>\n

In 1985<\/strong>: In addition to a two-year induction training<\/strong>, senior officers<\/strong> like IAS officers were mandated to attend a week-long training programme annually,<\/strong> and periodic four-week training<\/strong> to allow reflection and learnings.<\/p>\n

In the early 2000s<\/strong>, in addition to above, the seniors\u2019 officers had to attend a year-long professional programme<\/strong> in public policy. Further, the mid-career training <\/strong>at three different points<\/strong> of their career. It was introduced to increase their competencies at more senior levels.<\/p>\n

At lower levels<\/strong><\/h5>\n

Before 1985: There were no training for lower civil services<\/strong>.<\/p>\n

What are the areas where capacity building framework can be instituted in the present context<\/strong>?<\/p>\n

A massive scale-up<\/strong> in capacity-building is needed both at the political<\/strong> and bureaucratic levels<\/strong>. The representatives need to understand the nuances of policymaking.<\/p>\n

In addition to bureaucrats, the political leaders too would need to choose areas of specialization.<\/p>\n

It is important to build professionals<\/strong> in all domains, from technical experts to generalists.<\/p>\n

Today, India is ambitious for growth. The policymaking has become more complex<\/strong>. It should be based on data and evidence-based decision-making.<\/strong><\/p>\n

It must equip the entire chain<\/strong> of command<\/strong> to coordinate and steer the ship towards a national goal.<\/p>\n

The higher officers should be able to build morale <\/strong>and self-respect<\/strong> among the frontline workers like police constables, patwaris, gram sevaks, frontline clerks, office peons, postmen, etc. They should feel they are part of a larger public management system<\/strong>, not mere cogs in the wheel.<\/p>\n

Way Forward<\/strong><\/h5>\n

Case of a three-day programme for safai karamcharis of the Satara Municipal Corporation: <\/strong>This programme was conducted by In 2004, Joint Secretary (Training) in the Union Department of Personnel and Training. It instilled confidence and a sense of respect among worker staff. Thereafter, they proactively worked in their domain.<\/p>\n