Ver2 Updated Vision @2047 IIPA

VISION INDIA@2047
Sectoral Group of Secretaries (SGOS)-9 :

Governance
Vision India@2047 IIPA 1
In October last year , I completed 20 years serving
the people as Chief Minister and Prime Minister…
My experience is that silos in decision process and
implementation result in terrible losses. When
silos end ..one plus one does not become two , but
it becomes 11.. In this virtuous period of freedom ,
the country’s goa is ..100% saturation of services
and facilities… digital infrastructure should reach
every village and become a means of door-step
delivery of services.
Vision of Hon’ble Prime Minister of India

Overview of Presentation
1. SGOS-9 : List of Departments & Processes Followed
2. Global Governance Trends
3. India: Governance Reforms & Advantage
4. Vision Statements of Respective Ministries / Departments
5. Global Best Practices in Governance
6. Framework For Gap Analysis & Overarching Areas of Action
7. Gaps Analysis of Respective Ministries / Departments
8. Ministry / Department wise : Vision, Action Plan to achieve Gov 2047

SGOS-9 : 12 Ministries/ Departments
Sl.No. Member Secretaries of Department/Ministry
01 Shri P.K.Tripathi DoPT, Convenor
02 Shri Barun Mitra Department of Justice
03 Shri V.Srinivas DARPG and DoPPW
04 Shri Lok Ranjan Ministry of Development of North-East Region
05 Shri Gyanesh Kumar Ministry of Parliamentary Affairs
06 Shri Sanjay Bhattacharya CPV & OIA, Ministry of External Affairs
07 Smt. Ansuli Arya Department of Official Language
08 Shri Vineet Pandey Department of Posts
09 Ms. Reeta Vasishta Legislative Department
10 Shri Anup Kumar Mendiratta Department of Legal Affairs
11 Shri Apurva Chandra Ministry of Information and Broadcasting

Processes Followed
Participation by Reviewed of literature/

Instructions of Cabinet Meetings commenced
Additional Secretaries/ Best Practices on
Secretary from December 2021
Joint Secretaries Governance
Revision of
Presentations by all
Presentations by Involvement of Sector
Ministries/
Ministries/ Specialists and IIPA as
Departments,
Departments based on the knowledge partner
Discussions
the feedback

Governance Reforms in India
• • 2nd ARC
Gorwala Committee on Public Administratio
n, 1951 • RTI
• Establishment of IIPA on Paul H. Appleby • District Disaster Management Plans
recommendations, 1954 • CPGRM
• Establishment O & M units in each • E-Governance
Ministry/ Department
• Regulators - CCI, TRAI, CERA, IRDA,
• Establishment of NAA (later LBSNAA) PFRDA
• K.Santhanam Committee on Prevention of • State Govt Reports , RFD/ Citizens’ Charter /
Corruption Right to Services 2014
1966- 2000 onwards
1947-1965 • 2001-2014 • Trust in Citizens

Ist ARC, 1966
• Establishment of DoPAR in Cabinet • CBC - Capacity building through training-Aarambh,
Secretariat Mission Karmayogi
• Appointment of Lok Pal and Lok Ayukta • Lateral Entry : Reform, Perform, Transform
• Appointment of District Development • Invest in Youth/Immersion- Assistant Secy
Officers programme
• Liberalization, Privatization and • National Recruitment Agency
Globalization measures • Good Governance / State/District Good Governance
• District Level Governance - 73/74 Index
Amendments to empower PRI & Local • Digital India : Minimum Government & Maximum
Bodies Governance
Vision India@2047
Building People-Centric Connected Governance
# Ministry / Vision Statements of the Respective Proposed Vision

Department Ministries / Departments
1 DOPT To create an enabling environment for the Building People-Centric Civil

development and management of human Services
resources of the Government for efficient,
effective, accountable, responsive and
transparent and ethical governance
2 DARPG Bringing Citizens and Governments closer Bringing Citizens and
Governments closer
3 Department Enable development of Courier and Express Delivering any thing, any where,
of Post Parcel sector and promote financial any time
inclusion at doorsteps

Vision India@2047
# Ministry / Vision Statements of the Respective Ministries / Proposed Vision
Department Departments
4 राजभाषा विभाग, गृह मंत्रा राजभाषा हिंदी का प्रसार राजभाषा हिंदी का प्रसार
लय
5 Ministry of People –Centric Legislatures and Laws Citizen’s Parliament
Parliamentary
Affairs
6 Ministry of To be a pole in a multipolar world and to promote Promoting Human-
External Affairs strategic autonomy Centric Globalization
To be a global player
Cope with structural shifts and disruptions
 To be a thought leader and norm-setter and to

promote human-centric globalization

Vision India@2047
# Ministry / Vision Statements of the Respective Proposed Vision
Department Ministries / Departments
7 Department of From ‘Colonial Courts’ to a Citizen- People-Centric Justice Delivery

Justice Centric Justice Delivery System System
8. Ministry of I&B Towards a “Citizen-Centric Information Promoting Informed Society

Dissemination System”
9. Ministry of To accelerate the pace of socio-economic

Development of development of the region so that all NE Prosperous North East
North- Eastern States may enjoy growth parity with the
Region rest of the country
10 Department of ?
Legal Affairs
India’s Advantage
GDP Growth Rate Foreign Road Network
3 9.2% 2
Reserves
rd nd
Largest
size in GDP
Fastest growing
Emerging Economy
$650 Largest
In the world
Billion+ 58.9 Lakh KM
Urban
Railway Network
Internet Population Population
Users between
age group
481 2 nd
825
Million
15 – 64
Million
Largest
23 Million
2 largest
nd 67.27% 25-30 people move
per minute
people travel
everyday
in the world
10
Vision India@2047 IIPA
Global Governance Trends
1. India’s Influence in Global Governance and Strategic Architecture
2. Governance: Networked; Globally Connected; Data and Evidence Based
3. Driving Force: Citizens’ Inclusion ; Social Computing
4. Workplace: Digital Institutions with Machines as Co-Worker
5. Opportunity : Income Inequality, Climate Change, Aging Population, Cyber

Vulnerability & Bio-Wars

Global Best Practices
1. Human Resource Reforms • Open Recruitment/Fixed Contract : US, UK, S’pore, South Korea, Australia
• Performance Linked Pay : South Korea, Singapore, 20+ OECD countries
• Digital Training Platforms : Singapore, Brazil, South Korea, Australia, UK
• Train officials to focus on Outcomes :Australia, Singapore & OECD countries
• Collaborative Personnel Management :USA
2. Governance Reforms • Seamless Inter-departmental Collaborations : UK, Australia, New Zealand

• Data driven decision making: Ireland, Singapore, Australia, Estonia, UK
• Digital Govt: Digital Economy, Digital Society, Smart Cities : Singapore
• Reinventing government “From red-tape to results”, Al Gore: USA
• Digital Citizen Engagement Platforms : Singapore, Australia, US, UK
12
Global Best Practices
• Partnerships with Private: Deutsche Post owns DHL, the global integrator
3. Postal Reforms • Separate Parcel Verticals : Deutsche Post (DUTCH), Royal Mail (UK),La Poste
(FRANCE), Japan Post (JAPAN) have set up
• China Post : Delivering several govt. initiatives in education, financial inclusion
etc in Singapore, Australia, UK, Ireland
• Korea Post: Rural e-Commerce initiatives
5. e-Parliament • By the end of 2020, 65% of the parliaments of 91 countries had held virtual or
hybrid committee meetings (World e-Parliament Report, Inter-Parliamentery
Unit,2020,https://www.ipu.org/innovation-tracker/story/launch-ipus-new-world-e-
parliament-report)
7. Justice Delivery • Long Term Strategic Plans of the Department of Justice and Constitutional
Development: South Africa & Nepal

Framework for Gap Analysis & Overarching Areas of Actions for
1. Sound Policy Making: Science-Policy-Culture Interface

2. Reform, Perform & Transform: Leveraging Digital India
3. Whole of the Government for Coherence & Synergy
4. Reorganizing/Right-Sizing Government: Minimum Government
5. Collaboration & Partnerships with Private Sector
6. Next Generation Administrative Reforms at all levels with Saturation Approach
7. Human Resource Reforms for Ethical Governance
8. Global Benchmarking for Ease of Living: Maximum Governance
9. Improving Justice Delivery Systems
10.Communication with People
11.Promoting India

Gap Analysis
1. Sound Policy Making: Science-Policy-Culture Interface
• Reluctance to Promote Innovation
• Inadequate and Unreliable data
• Hesitations to Share Data
2. Reform, Perform & Transform: Leveraging Digital India

• Still significantly paper-oriented : Selective adoption of technology
• No centralized view : Multiple datasets – non-interoperable & not updated in real-time
• Inadequate physical and digital infrastructure
3. Whole of the Government for Coherence & Synergy

• Working in silos
• In approx. 46% of court cases State is a party that derails development projects
Gap Analysis
4. Reorganizing/Right-Sizing Government: Minimum Government
• Hierarchical organizational structure
• Multiple services and cadres
• Size is not optimal at the higher levels
5. Collaboration & Partnerships with Private Sector

• Lack of scientific mechanisms for collaboration
• Lack of multi-stakeholder approach to decision making
6. Next Generation Administrative Reforms at all Levels with Saturation Approach

• Prevalence of corruption & corruption perception
• Slow to change/ institutional inertia
• Non-delegation of authority
• Diverse governance structures with asymmetrical rate of growth
Gap Analysis
7. Human Resource Reforms for Ethical Governance
• Non-alignment of rules and roles
• No incentive for performers
• Poor capacity and competence at lower levels
8. Global Benchmarking for Ease of Living: Maximum Governance

• Inadequate service delivery standards.
• Reluctance to innovate
• Inadequate and Unreliable data
9. Improving Justice Delivery Systems

• Mounting pendency of cases
• Too many laws and acts
• Ambiguities in various acts
• Colonial mindset in litigation for dispute resolution
Gap Analysis
10. Communication with People

• Multiple sources of information in the public domain
• Misinformation and disinformation
11. Promoting India

• Need to amplify diplomatic outreach
• Inadequate branding of Indian content and local innovations
• Alignment of Indian diaspora to the national development agenda

Overarching Areas of Actions

1. Sound Policy Making: Science-Policy-
Culture Interface

2. Reform, Perform & Transform:
Leveraging Digital India

DEPARTMENT OF ADMINISTRATIVE REFORMS
& PUBLIC GRIEVANCES
VISION @2047
“Bringing Citizens and Governments closer”

DEPARTMENT OF ADMINISTRATIVE REFORMS &
PUBLIC GRIEVANCES
PILLARS PROPOSED STRATEGY/ ACTION AREAS QUANTIFIABLE TARGET
Sound Policy Making: • Driving Force: Citizens’ Inclusion One Nation One Portal for
Science-Policy-Culture • Citizens Feedback / Grievances Against Services as a Public Grievances with
Interface Consumer needs Convergence for Citizens’ Delight AI/ML/NLP in CPGRAMS
Reform, Perform & • Workplace: Digital Institutions with Machines as Co- Electronic Database
Transform: Leveraging Worker of Decisions and e-office
Digital India
Reorganizing/Right-Sizing • Governance: Networked; Globally Connected; Data and Reorganising the MDO

Government: Minimum Evidence Based (Ministries/Deptts/Organisati
Government ons) including Mergers - for
removing silos including
digital silos
23
DEPARTMENT OF ADMINISTRATIVE REFORMS
& PUBLIC GRIEVANCES
PILLAR PROPOSED STRATEGY/ ACTION AREAS TARGETS BY 2032
Next Generation • Next Generation Admin Reforms & Updation of
Administrative Reforms at CSMOP/Rules of the Business
all levels with Saturation • Benchmarking Governance across all levels
Approach
Human Resource Reforms • International Centre for Ethical Governance 5000 International Civil Servants
for Ethical Governance CB programme by 2030
Global Benchmarking for • Rationalising the Functions of Government National Mission on Innovation
Ease of Living: Maximum • PM’s Awards for excellence in Public Admin
Governance • Benchmarking Governance Indicators: GGI, DGGI
• Improving Service Delivery: NeSDA
Improving Justice Delivery • Citizen Engagement Index
Systems
Communication with People • National e Governance Conferences
• Good Governance Week

DEPARTMENT OF POST
VISION@2047
“Enable development of Courier, Express Parcel sector & promote

financial inclusion at doorsteps”

DEPARTMENT OF POST
PILLARS PROPOSED STRATEGY/ ACTION AREAS QUANTIFIABLE TARGETS

Reform, Perform & • Cloud and Mobile based Modular Postal Services • Mobile based Micro-ATM
Transform: Leveraging system
Digital India • Low-cost doorstep financial
service delivery using
mobile technology
Reorganising and Right- • National policy for Postal Operations and Parcel • Merger of Regional Rural
Sizing of Government: delivery Systems Banks with IPPB
Minimum Government • Promote Indian Post Payments Bank-IPPB for a full-
fledged universal banking.
Collaboration & • Integrators with worldwide operations • Reduce Effective Tax and
Partnerships with Private • Open Postal network for use by private entities make it easy to raise equity
Sector for delivery and Potlatch
/fintech companies

DEPARTMENT OF POST
PILLARS PROPOSED STRATEGY/ ACTION AREAS QUANTIFIABLE

TARGET
Next Generation Administrative • Legal Reforms through Indian Post Office Act 1898 for facilitating
Reforms at all levels with Saturation the development of Postal and courier sector
Approach
Human Resource Reforms for Ethical • Provide continuous CB opportunities based on competency gap Setting up of a world
Governance • Strengthening Institutions as Global Centres of Excellence for class Postal/e-commerce
Promoting Thought Leadership and logistics University
• Preparing youth for G2C and Citizen Centric Services for training and R&D in
PPP
Global Benchmarking for Ease of • Promote Make in India Equipment for all postal and parcel
Living: Maximum Governance activities
• Enable UPI Compliant Postal Payment System
Promoting India • Advocacy for reforming Universal Postal Union for inclusion of
private parcel delivery entities

राजभाषा विभाग, गृह मंत्रालय

Vision @2047
राजभाषा हिंदी का प्रसार

Reform, Perform & • विश्वस्तरीय अनुवाद प्लेटफ़ॉर्म तैयार कराना – विभिन्न मंत्रालयों के प्रयास से • इसके वर्तमान स्मृति भंडार को बढ़ाकर 1 करोड़ वाक्य से अधिक करने के
Transform: Leveraging Digital ऐसे अनुवाद सॉफ्टवेयर/टू ल का निर्माण कराना जिसमें चिकित्सा, विधि और प्रयास किए जाएं। इसके वर्तमान स्मृति भंडार को बढ़ाकर 5 करोड़ वाक्य
India इंजीनियरिंग इत्यादि विषय भी शामिल हों से अधिक करने के प्रयास किए जाएं।
• Extensive Use of Natural Language Processing • अभी इस सॉफ्टवेयर में Human Intelligence का अधिक प्रयोग
(NLP) Tools for all Official Languages/संविधान की किया जाता है लेकिन विभाग की संकल्पना है कि इस सॉफ्टवेयर में कृ त्रिम
आठवीं अनुसूची में विनिर्दिष्ट भाषाओं के साथ राजभाषा हिंदी का अनुवाद सुदृढ़ बुद्धिमत्ता यानि Artificial Intelligence को भी शामिल किया जाए।
करना।
• राजभाषा विभाग के अपने स्मृति आधारित अनुवाद टू ल “कं ठस्थ” के प्रयोग को • तकनीक के माध्यम से सभी आवश्यक भाषायी उपकरण तथा सूचनाएँ जैसे
बढ़ाना। स्मृति आधारित अनुवाद टू ल “कं ठस्थ” में विश्वस्तरीय स्वदेशी कि शब्दकोश, शब्द संसाधक, फॉन्ट कन्वर्टर आदि उपलब्ध कराना।
तकनीक सम्मिलित करना जैसे वायस टाइपिंग, न्यूरल मशीन अनुवाद आदि। डिजिटल लाइब्रेरी तैयार करना। हिंदी में तकनीक के प्रयोग का व्यापक
• ‘भाषा क्लाउड’ की स्थापना प्रशिक्षण देने के लिए तंत्र की स्थापना।
Whole of the Government • हर कार्यालय की भाषा- तकनीक युक्त राजभाषा • आगामी वर्षों में TCS, Microsoft, HCL, Infosys, सी डैक,
for Coherence & Synergy • राज्यों से सहमति से स्कू लों में हिंदी का शिक्षण । भारतीय प्रौद्योगिकी संस्थानों आदि तथा निजी क्षेत्र की स्वदेशी कं पनियों
का Meity के माध्यम से सहयोग लेकर राजभाषा को कर एक
कार्यालय में प्रयोग करवाना।

Reorganizing/Right-Sizing • राजभाषा विभाग के प्रशिक्षण संस्थानों को विश्वस्तरीय बनाने के लिए • भारत के संविधान की अष्टम अनुसूची में शामिल आवश्यकतानुसार भाषाओं का
Government: Minimum उनका सुदृढ़ीकरण और पुनर्संरचना के न्द्रीय अनुवाद ब्यूरो में डेस्क बनाना .
Government • कें द्रीय अनुवाद ब्यूरो का सुदृढ़ीकरण। अनुवाद का
प्रमाण-पत्र/डिप्लोमा/डिग्री प्रदान करना।
• कें द्रीय हिंदी संस्थान द्वारा कें द्रीय सरकार के मंत्रालयों/विभागों/ बैंकों/
उपक्रमों के कार्मिकों के अलावा सभी दूतावासों के कार्मिकों को हिंदी
भाषा, हिंदी शब्द संसाधन/टंकण एवं हिंदी आशुलिपि का प्रशिक्षण देना
तथा प्रमाण-पत्र/डिप्लोमा/डिग्री प्रदान करना।
Human Resource Reforms • विभिन्न सेवाओं के प्रशिक्षण संस्थानों में प्रशिक्षणार्थियों को राजभाषा के
for Ethical Governance कार्य के लिए सक्षम बनाना
• प्रतिवर्ष अखिल भारतीय स्तर के राजभाषा सम्मेलनों का आयोजन

PILLARS PROPOSED STRATEGY/ ACTION AREAS QUANTIFIABLE TARGET (FOR
CURRENT DECADE)
Improving Justice Delivery • न्यायालय की भाषा, आम आदमी की भाषा सभी संबंधित पक्षों के साथ मिलकर यह व्यवस्था कराना कि आम आदमी
systems • उच्च न्यायालयों एवं उच्चतम न्यायालय द्वारा दिए जाने वाले महत्त्वपूर्ण निर्णयों, को उसके बारे में किया गया निर्णय उसकी अपनी भाषा में उपलब्ध हो-वह
याचिकाओं आदि का हिंदी एवं शासकीय प्रयोजनों के लिए प्रयोग की जाने वाली चाहे हिंदी हो,तमिल, तेलुगू या अन्य कोई भारतीय भाषा। त्रिभाषी अनुवाद
अन्य भारतीय भाषाओं में अनुवाद। की व्यवस्था करने पर विशेष ध्यान दिया जाए।
Communication with People • प्रोत्साहन के माध्यम से राजभाषा का प्रचार- प्रसार भाषा की दृष्टि से “ख” एवं “ग” क्षेत्र में स्थित हिंदी समाचार-पत्रों और
• विभिन्न सेवाओं के प्रशिक्षण संस्थानों में प्रशिक्षणार्थियों को राजभाषा के कार्य के पत्रिकाओं एवं पुस्तकों का प्रकाशन करने वाले प्रिंटरों और प्रकाशकों को
लिए सक्षम बनाना आर्थिक रूप से सुदृढ़ करने के लिए उन्हें सब्सिडी दी जाए ताकि वे
• गैर हिंदीभाषी क्षेत्रों में हिंदी पत्र-पत्रिकाओं के प्रिंटरों और प्रकाशकों को प्रोत्साहन हिंदीभाषी क्षेत्रों की तरह ही देश भर के अन्य राज्यों में हिंदी के प्रयोग,
दिया जाना। प्रचार और प्रसार में अपना योगदान दे सकें
• कें द्र सरकार के प्रमुख संस्थानों और विश्वविद्यालयों में 10 राजभाषा आसंदिका
(chair) की स्थापना
• देश के प्रत्येक राज्य में एक क्षेत्रीय कार्यान्वयन कार्यालय की स्थापना
Promoting India राजभाषा हिंदी का दुनिया भर में प्रसार राजभाषा हिंदी का दुनिया भर में प्रसार

DEPARTMENT OF PERSONNEL AND TRAINING
(DoPT)
Vision @2047
Building People-Centric Civil Services

(DoPT)
CURRENT DECADE)
Sound Policy • India’s Influence in Global Governance ; Strategic Architecture in

Making: Science- Public Administration with emphasis on Indian values and management
Policy-Culture culture
Interface for citizen • Standard Operating Procedures and Service Levels for every citizen
Centricity interaction
• Citizen feedback & satisfaction survey for all interactions
Reform, Perform & • Governance: Networked; Globally Connected; Data and • HR/ CB KPIs of 100% Central Depts.
Transform: Evidence Based , HR Dashboard • 3000+ courses on iGOT KY operational
Leveraging Digital • Data Digitization: Digitization of lifelong HR data, Performance from anytime, anywhere
India Management data & learning (competency) data of every civil • 100% integration of HR/ related systems -
servant to Map Success Profiles with Individual Competencies e-HRMS, APAR, iGOT KY
for “Right Person at Right Jobs” • Use of Immersive Technologies and AI for
• Capacity Building with Mission Karmayogi Framework (MKF) - prevention, Streamlining Public
all HR & related Systems (APAR, iGOT Karmayogi etc.) Procurement process through GeM and e-
interconnected through API Procurement
• Right Digital Skills and Enablement/ Tools for Civil Servants
across all levels
• Proactive Vigilance for Ethical Governance

(DoPT)
• More integrated Civil Service with minimal inter-cadre silos • Improve teeth to tail ratio Officers (Gp A and Gp B
Reorganizing/Right • Improve teeth to tail ratio Gazzeted) to comprise 10% of Central Government
-Sizing • Smaller and Strategic civil service workforce by 2032 from 87.78 % in Gp C and
Government: • Rationalization of AIS and Group A Services 5.85% in Gp A and Gp B
Minimum • Mapping Success Profiles with Individual Competencies for “Right Person at
Government Right Jobs”.
• Strengthen institutional mechanisms for prevention , detection and
combating corruption
• promoting Zero tolerance towards corruption
• Enhancing organizational integrity
• Systemic improvements to promote transparency in governance – in-built
procedures & channels to report suspect integrity violations.
• Reducing opportunities of investment and utilization of wealth earned
through corrupt means
Collaboration & • Greater Engagement outside of Government of Private Sector and Civil • Adoption of Ethical standards by all commercial
Partnerships with Society orgs. including partnership firms
Private Sector • Involving the private sector in anti-corruption endeavors • Revise PC Act to daunt digital means of
corruption viz. digi-cash, cryptos and so on.
• Promoting probity in Government and Corporate Sector through • Partners:30+ global universities from QS100, 25+
enforcement of PC Act and Preventive Vigilance. IITs/IIMs, 5+ global Civil Service colleges

(DoPT)
CURRENT DECADE)
Human • Transform e-HRMS to a world class HR System with automation of all • >85% of all citizen-facing officials
Resource HR Processes, ease of use & rollout to all departments successfully completing training
Reforms for • Provide continuous CB opportunities based on competency gap annually
Ethical • Strengthening Institutions as Global Centres of Excellence for
Governance Promoting Thought Leadership
• Move to a Relative Performance Assessment regime over existing • Coverage of Competency F/W: Central
absolute assessment Depts: 100% CPSEs: >85%
• Develop Competency Framework and Profiling for all roles and • All Central Depts and
positions at levels > 85% of CPSEs Gr A & B: >95% Gr C: >70%
• Posting of vacancies/ openings on Career Hub of iGOT KY along with
Competency requirements
• Policy for Competency and Performance based reward system
• Two-way flow of expertise between private and govt. sector • Lateral Entry in Gr A: >5%; Gr B: >7%
• Introduce Lateral Entry at all levels of Central Government • A certain percentage of government
• Policy of allowing Government officials to work in voluntary/private officials working in private and
sector for a fixed period at least once in a career nongovernment sector
• National Recruitment Agency (NRA) to cover all central government • 100% of Gr. B & C hired thru NRA
recruitment needs • CET twice / yr - validity for 3 years

(DoPT)
PILLARS PROPOSED STRATEGY/ ACTION AREAS QUANTIFIABLE TARGET (FOR CURRENT DECADE)
Global Benchmarking for • Driving Force: Citizens’ Inclusion, Promote DEIB • 33% of govt workforce to be women
Ease of Living: Maximum ( Diversity Equity, Inclusive, Belonging) balance, • Legislative prescription for Divangjan in all MODs so that >75%
Governance Barrier Free Access of Central Govt. facilities & 100% GoI IT Systems Divyangjan
• Workplace:, Digital Institutions with Machines as Co- friendly
Worker ,Workplace Flexibility • Remote working enablement:
• Government Process Re-engineering (GPR) for any  Gr. A and Gr. B: 100%
time any where efficient delivery of govt. services  Gr. C: >80%
 Diverse Gender & Divyangjans (irrespective of level): 100%
Communication with • Raising public awareness to promote zero tolerance • One digital campaign every month all over India in English, Hindi
People towards corruption & state language(s)
• One physical outreach event every 6 months in each panchayat/
municipal ward
Promoting India • Be a global leader in competency-based HR • First Global HR Summit in 2023

• Create robust knowledge management system & • 10% of HR resources to be non-nationals/yr
repository for building up institutional expertise
• iGOT platform launched as a “public good” in 1 or 2 friendly
nations.
• Establish A Leadership Academy

(DoPT)
PILLARS PROPOSED STRATEGY/ ACTION AREAS QUANTIFIABLE TARGET (FOR CURRENT
DECADE)
Improving • Creating sustainable deterrence against corruption by strict and
Justice Delivery prompt enforcement of anti-corruption laws and regulations and
systems enhanced collaboration amongst all stakeholders
Next Gen
Administrative
Reforms at all
levels using
Saturation
Approach
Whole of Govt
For Coherence
and Synergy

MINISTRY OF PARLIAMENTARY AFFAIRS
Vision @2047
People –Centric Legislatures and Laws
VisionIndia@2047 IIPA 38

CURRENT DECADE)
Reform, Perform • Making all States/UTs legislatures paperless through process • National e-Vidhan Application
& Transform: based single application. (NeVA)
Leveraging Digital • Repository of all laws, legislative work transacted in all • To bring all Legislatures on single
India legislatures. digital platform.
• Cloud first - Mobile first. • Works on the principle of One Nation-
• Legislators & Citizen first. One Application
• Virtual Legislatures and Committee Meetings
• Use of AI based technology.
Whole of the • Inter-Ministerial and Inter State Consultations along with

Government for Sectoral Experts and Legal luminaries for reviewing of all the • Review of Act(s) of all Union
Coherence & 1400 Union Laws and all the 9500 State/UT Laws. Ministries / Departments and all State /
Synergy • Setting up of Expert Committees and Steering Committee as UT Govts.
required.
• Subject to active participation from concerned Departments
of Government of India and State Governments.

(IIPA)
PILLARS PROPOSED STRATEGY/ ACTION AREAS QUANTIFIABLE TARGET (FOR CURRENT
DECADE)
Digital Governance • Efficient facilitator to constantly improve Government's Making all States/UTs legislatures
interaction with Parliament digital using NeVA platform.
Whole of Govt. Approach • Planning, coordinating and monitoring Government's Reviewing all Union and State/UT Laws
business in Parliament.
• Helping Ministries/Departments to effectively carry out their
Parliamentary work.
• Responding actively and effectively on behalf of the
Government in respect of directions, resolutions etc. of a
general nature made to the Government by the Houses of
Parliament.
• Constituting and arranging meetings of Consultative Committees of

Members of Parliament for Ministries.
Reorganising and Right-Sizing of • Taking initiatives through organizing of conferences, programs, etc. for
Government increasing awareness about the Parliamentary system with a view to
strengthening the roots of democracy.
• Administering policies relating to Salaries, facilities and welfare related

matters of Members of Parliament.
VisionIndia@2047 IIPA 40
Ministry of External Affairs
VISION@ 2047
“Promoting human-centric globalization”
TARGET (FOR
CURRENT DECADE
Sound Policy • Smartly cater to the need of citizens and diaspora
Making: Science- • Assist policy and implementation, leverage unstructured data
Policy-Culture sets for better understanding of citizen sentiments, managed security
Interface and data privacy
• Unified Grievance Redressal Mechanism
Reform, Perform & • Digital online and AI based consular and passport services • App based applications
Transform: • Develop platforms for diaspora participation in national development
Leveraging Digital programmes
India • Extension of SEWA portal to all Missions/Posts abroad for digital
delivery of miscellaneous consular services
• Faceless/contact less online delivery of attestation/ apostille services
Whole of the • Mainstream Indian diaspora to national development agenda. • Cooperate with MHA,
Government for • Seamless and real time police verification, integration of criminal and State Govts., NCRB, BOI,
Coherence & Synergy intelligence databases. CBI, eCourts
• Integrated with ICAO
• Collaborate with relevant platforms and databases, contributing to
standards
national developmental goals

Reorganising and right-Sizing • MEA footprint in States and Central Government for facilitation
of Government: Minimum
Government
Next Generation Administrative • Freer and smooth migration with more enabling agreements.
Reforms at all levels with • Cooperate with Aadhar,
Saturation Approach • Create seamless inter-linkages/feedback among all stakeholders Ayushman Bharat, etc.
including concerned State/District authorities for expeditious
redressal of Grievances.
• Amendment of relevant laws/Acts to provide legal basis for digital
delivery of consular services like power of attorney and notarial
services
Global Benchmarking for Ease • In-house legal, technical and financial expertise.
of Living: Maximum
Governance • Improving passport index ranking, enabling borderless travel, playing • Issuance of passports to all
key role in ICAO. new born children in India
• Strengthened Welfare & Protection through enabling frameworks.
• Passport in the Cloud: Smart card based biometric passports.
• User pays model for services provided after office hours/on holidays.

TARGET (FOR
CURRENT DECADE)
Promoting India • Bridging social & family laws of different countries
• Higher education as enabler of economy to
Develop, connect, continue, partner and fund
• Leverage diaspora influence in foreign countries.
• Adopt 10 x approach to amplify diplomatic
outreach
• Sharing best practices and technologies on passport
Services, PPP models, change management, e-
Governance
• OCI Scheme- A trend setter towards engaging
diaspora community to its roots – A tool
for Consular Diplomacy
• Strengthening ITEC Scheme

DEPARTMENT OF JUSTICE
Vision@2047
“From ‘Colonial Courts’ to a Citizen-Centric Justice
Delivery System”

CURRENT DECADE)
Reform, Perform • Integration of Tele-Law (pre –litigation) and Nyaya • (2022-2026) 1 crore+ citizens benefitted with pre-
litigation advice
& Transform: Bandhu (Pro Bono) Platform • (2022-2024) Creation of multilingual e-legal literacy
Leveraging • Leveraging technology & engaging start-ups for efficient library
Digital India delivery of legal services: “Innovation Sandbox for • (2024-2026) Digital legal literacy outreach to 5
crore + citizens
Justice” to develop applications & build ‘Systemic Trust • (2024-2026) Developing assessment tools/indicators
via Engagement’ for measuring impact of legal literacy and pre-
litigation of settlement cases.
• “One Nation-One Judicial Data Grid” • 100% e-filing and 100% eService of court processes
• Digitization and development of paperless courts • Saturation of eSewa Kendra: 100%
• (2022-23) Launch National Grant Challenge for
• Digital Legal Information System enable to access and mentoring of community innovators by sharing of
retrieve information from the data bank of the important "proof of concepts” (POCs).
• Use of Block Chain Technology for all verifications
law libraries in the country and affirmations.
• “Innovation Sandbox for Justice” to nurture the • Virtual appearances over VC to be made more
realistic using augmented reality and tele’
development of apps for innovative, technology-driven immersion technology through common indigenous
justice delivery solutions. platform.
• Use of AI for data mining and detailed analysis for
process simplification.
• Translation of processes and judgements using AI
• Use of Chat-Bots to provide simple solutions to
trivial issues.
Whole of the • “One Nation-One Judicial Data Grid” • 100% inter-linkage using open APIs of all concerned
Government for departments.
Coherence & • Open NJDG data for public encouraging research and analysis
Synergy for ensuring transparency, speedy justice, feedback and process
simplification.
Collaboration &  Permitting business to support and strengthen pre–litigation mechanisms • (2022-2025) Inclusion of legal literacy in the National Curriculum
Partnerships with through CSR Framework of Adult Education (NCFAE), New India Literacy
Private Sector Programme (NILP), School Education and to introduce online short
 Convergence with available Alternative Dispute Resolution(ADR)
and Legal Service Authorities term Certificate / Diploma course on Legal Literacy with the help of
UGC and MSDE
 Inclusion of legal literacy content in schools ; colleges, Social Work • (2022-2026) 1 crore+ field functionaries capacitated across various
Institutions. Ministries/ Departments
• (2024-2026) Appropriate amendment in the Companies Act for
 Capacitate field level functionaries of various Ministries /Departments
as Para Legal Volunteers (MoPR, MWCD, MoE, MoHFW, MSDE, adding Pre-Litigation and Legal Literacy in CSR rules.
MoRD, MoTA, MoYAS etc.)
 Engagement with Start-Ups and CSR mobilization for promotion of pre-
litigation mechanism
Reorganising/Right- • Establishment of increased number of High Courts and High Court • (2022-2023) Timeline inclusive of Cabinet approval, Presidential
Sizing Government: Benches/Circuit Benches. approval and issue of notification.
Minimum • Enhancement of sanctioned strength of judges across 25 High Courts • (2023-2025) Timeline inclusive of CJ of HCs & MLJ approval.
Government • Increasing Judge-Population Ratio for building efficiency and
transparency into the system
• Specialized & independent administrative cadre for court mgmt.

Next Generation • National Policy on Pro Bono Legal Mechanism • (2022-2023) Consultation with HCs and State Govt. ; moving resolution
Administrative Reforms at all • Restructuring of courts in Parliament for appropriate constitutional amendment.
levels • Creation of All India Judicial Service • (2022-2025) Consultation with Bar Council( Centre / State) , Legal
• Creation of National Pro-Bono Policy Service Authorities , Law Firms for Pro Bono Framework in the country
• (2026-2030) Proposing Amendment in the Advocates Act,1961 and BCI
Rules on legal education
• (2026-2030) Recommending of ProBono Work/ Hours in elevation of
Judges
Human Resource Reforms • Providing incentives for not taking many adjournments to lawyers and
for Ethical Governance to judges in their annual appraisals.
• Training of All Judicial Human Resources
• Introduce ‘Court Managers” as a specialized, independent cadre for
court-related administrative work and management in High Courts and Reference to Law Commission for proposing a basic structure ;
Sessions Courts across all States. consultation with HCs and State Governments for adoption of model rules.
Global Benchmarking for • Latest technology to the lawyers by a centralised institute(s)
Ease of Living: Maximum • Random and Automatic Allocation of cases and case
Governance listing through AI to ensure fairness and impartiality for all cases.
Media Outreach with citizens • Institutionalization of Legal Literacy and mass awareness 2021-26 55 Lacs
• “Justice Needs & Satisfaction Survey” that speaks to thousands of 2027- 30 2Cr
citizens to measure their experience of justice and justice needs across
following areas of court excellence:
• Court Proceedings
• User Satisfaction
• Affordability & Accessibility of Court Services

(FOR CURRENT
DECADE)
Improving Justice • Develop incubation centres at Institutions of Repute like National Law • Establishment of new
Delivery Systems Universities, Vidhi etc. to serve as think tanks High Courts as per
• Use of VC be made mandatory for certain cases demand raised by the
• Develop User-oriented portals for specific business/category individual to respective States
easily identify the law that would apply to them in India Code. • Managing pendency to a
• “Ease of Justice” for disadvantaged groups like Under Trial Prisoners, limit of 60% of total
Transgender etc. cases.
Pendency reduction of cases in a phased manner through adoption of best practices • No cases shall pe
like : pending of age more than
• Compulsory pretrial conference, 3 years.
• Linking pretrial conference with Case Management hearing in CIS
• Timelines for disposal to
• Automated random allocation of cases using ICT and be fixed in 100% of
• Implementation of 3 adjournment rule using ICT cases using CIS.
Communication with • Institutionalization of Legal Literacy and mass awareness • 2021-26 55 Lacs
People • “Justice Needs & Satisfaction” Survey in the areas of • 2027- 30 2Cr
• Court Proceedings • (2022-2024) Finalisation
• User Satisfaction of parameters for survey
• Affordability & Accessibility of Court Services in consultation with all
High Courts

DEPARTMENT OF LEGAL AFFAIRS
Vision@2047
“Normative Shift in Dispute Resolution Process”

CURRENT DECADE)
Reform, Perform
& Transform:
Leveraging
Digital India

Whole of the
Government for
Coherence &
Synergy
Reorganising/Right-
Sizing Government:
Minimum
Government
Collaboration &
Partnerships with
Private Sector

Next Generation
Administrative Reforms at all
levels with Saturation
Approach
Human Resource Reforms

for Ethical Governance
Global Benchmarking for

Ease of Living: Maximum
Governance

(FOR CURRENT
DECADE)
Improving Justice
Delivery Systems
Communication with
People

LEGISLATIVE DEPARTMENT
Vision@2047
“”

CURRENT DECADE)
Reform, Perform
& Transform:
Leveraging
Digital India

Whole of the
Government for
Coherence &
Synergy
Reorganising/Right-
Sizing Government:
Minimum
Government
Collaboration &
Partnerships with
Private Sector

Next Generation
Administrative Reforms at all
levels with Saturation
Approach
Human Resource Reforms

Global Benchmarking for

Ease of Living: Maximum
• Repeal of Obsolete Laws for bringing reforms
Governance in the legal system

(FOR CURRENT
DECADE)
Promoting India • Updating and uploading of Central Acts on the New India Code
website available at www.legislative.gov.in
Communication with • Publication of Central Acts in the Official Gazette

People

MINISTRY OF INFORMATION & BRODCASTING
Vision@2047
“Towards a Citizen-Centric Information Dissemination System”
Towards a New age Integrated Citizen-centric Information System
Vibrant Media & Entertainment Sector, contributing to robust Economic growth

Vision- Pillars/ Strategies
Pillar PROPOSED STRATEGY/ ACTION AREAS QUANTIFIABLE TARGETS

• Framing of policies for development of Information and 1. Framing of National Communication Policy
Broadcasting sector 2. Framing of National Broadcasting Policy
3. Framing of AVGC Policy
Sound Policy Making: • Encouraging Setting up of Community Radio Stations
Science – Policy –
Culture Interface • Migration of TV channels to Indian Satellites
• Single Window system for Films, AVGC and Broadcasting 1. Putting in place a Single Window System for ease of
Reform of existing Acts Filming &AVGC
• Using State of Art Digital Technologies for Improving quality 2. Simplifying broadcast regulations and single window
Reform, Perform & clearances to facilitate investments and growth
Transform: Leveraging of AV Platforms and Services
3. Amend Cable TV Network Regulation Act, 1995
Digital India
• Integration and strengthening of all channels of 1. Establishing National Information Platform, available
communication for public outreach and information in all Indian languages to disseminate information
dissemination in various Indian languages about schemes and programs of different Central
• Countering Fake News through state-of-art technology Ministries and State Governments, adhering to
Whole of the • Action plan to integrate various Media platforms accessibility standards
2. Integration of various government media channels
Government for • Single window for Cinema screens & Event (print, electronic, and digital media) for synergy and
Coherence & Synergy management coherence in outreach
3. Strengthening mechanisms for countering Fake news
through latest technologies
• Strengthening Institutions under Information and 1. Revamping of Prasar Bharati
Broadcasting 2. Rationalization of Media and Film Units
Reorganizing /
Rightsizing • Policy for Animation, Visual Effects, Gaming, Comics
Government: Minimum (AVGC) and E-Sports etc. to tap World market
Government
Enhanced Contribution to GDP, Exports and attracting FDI by 1. Enhance the share of Indian M&E in Global M&E sector through
Indian M&E sector private investments and attracting FDI in Film, Broadcast and
upcoming AVGC sector.
Increasing Industry Academia partnerships in establishing New (Indian M&E to grow to $55-70 billion by 2030 at 10-12 %
Educational Institutes to train personnel in Film, Media and CAGR )
Collaboration & Entertainment Sector
Partnerships with 2. Expansion of academic partnerships in Film, Media and AVGC
Private sector Educational institutes on PPP model
India to develop model M&E incubation centres 1. Facilitation of Incubation centres across all National Centre of
Excellences (NCoEs) with best-in-class infrastructure, knowledge
exchange hubs
Next Generation Saturation in reaching out to all citizens through Broadcast 1. Expanding participation of citizens through TV /Smart phone/
Administrative Reforms /Digital platforms Digital platforms
at all levels with 2. Expansion of Radio ecosystem especially in Radio dark areas
Saturation Approach
Aligning curriculum and promoting Exchange programmes 1. Collaborate with International universities
to broaden job prospects for Indian Media
for Increasing employment opportunities for Indian media graduates
graduates in foreign countries
Upgradation of Media, Film and TV Institutes to global standards and 1. Enhancing participation of
introducing courses in M&E as a part of school/ colleges curriculum graduates/post graduates in AVGC sector
2. Enhancing Employment generation in
AVGC sector
Human Resource 3. Vocational courses in M&E sector in line
Reforms for Ethical with the National Education Policy 2020
Governance 4. Promoting life-long education in
collaboration with National/international
universities
• Diversifying Education in M&E sector in collaboration with Ministry of Skill 1. Designing Course curriculum for Job Skilling
Development and other related Ministries in M&E sector with collaboration with
• Setting up of Centres of excellence in AVGC, Film training Ministry of Skill Development and other
related Ministries
• Integration and strengthening of all channels of 1.Saturating Media Dark areas through faster and real-time communication.
communication for public outreach and information 2. Abridging the information gap for ease of living
dissemination
• Action plan to integrate various Media platforms
Communication with • Increased presence on Social Media
People
Robust feedback mechanism for Citizens 1. Setting up an Integrated feedback system for participation of
citizens as stake holders in activities of Government
2. Faster Grievance redressal mechanism for citizens
Global outreach of Indian content through Films & VOD & 1. Taking Indian Multi-lingual contents accessible to global
other forms of broadcast audience, especially to uncovered areas of Africa, South America
and Oceania
1. Making Indian multi-lingual content accessible to 2. Archived content, accessible to global audience
global audience 3. Establish State level TV content generation hubs for international
2. Archived content accessible to global audience audience and Indian Diaspora.
3. Making India a favorable Film shooting destination 4. Making India a favorable Film shooting destination
• Broadcast agreements with various countries a. Establishing a single window mechanism for ease of filming
b. Setting up State Units of Film Facilitation Offices
• Reaching out to different markets of the World c. Pre-and post-production treaties with countries
through Films and Broadcast d. Holding Global Media and Entertainment Summits on an annual
• Non-Indian language speaking audiences with basis
Promoting India
focus on Africa, South America & Oceania
• Reaching out to the Indian Diaspora through
Films and Broadcast content
• Enhancing India’s soft power through Indian
content on OTT, TV, Digital.
Projections on M&E Industry-India and Global
M&E Industry: Indian Scenario
 Growth in India’s M&E industry: India’s M&E industry has revived to pre-COVID levels and is expected to grow to $55-70 billion by 2030 at
10-12 % CAGR 10
 10X increase in number of gaming companies: India is also emerging as a talent hub, with more than 10x increase in the number of gaming
companies over the last decade 11
 Indian M&E industry’s growth potential: India has less than 10 % of the global market share in the VFX and animation segment, and has the
potential to scale this up to 20-25 % through structural interventions 12
 Rising popularity of Indian movies: Indian films released in theatres and cinemas abroad made about INR 1670 Cr. in revenue in financial year
2020, vs 760 Cr in 2012
M&E Industry: Global Scenario
 Growth in global M&E industry: Expected to reach over $2.5 trillion in revenues in 2025; 6.7% growth in 2022 will enable total global M&E
revenue to increase at 5.0% five-year CAGR 13
 Growth in global gaming market: Games market expected to grow with a 7.2% CAGR and exceed $200 Bn at the end of 2023 14
 Animation and VFX: Global hubs have emerged offering skilled intellectual capital and incentives of up to 40%; UK has emerged as the primary
VFX hub in Europe 15
10,11,12 blockbuster-script-for-the-new-decade.pdf (bcg.com)

13 Global Media & Entertainment Industry Expected to Reach over $2.5 Trillion in Revenues in 2025 - Financial News Media
14 Playing by new rules: Media and Entertainment Industry trends 2020 (ey.com)
15 blockbuster-script-for-the-new-decade.pdf (bcg.com)
CURRENT DECADE)
Sound Policy Making: Science- • Encouraging Setting up of Community Radio Stations
Policy-Culture Interface • Migration of TV channels to Indian Satellites
Reform, Perform & Transform: • Using State of Art Digital Technologies for Improving
Leveraging Digital India quality of AV Platforms and Services
Whole of the Government for • Action plan to integrate various Media platforms
Coherence & Synergy • Single window for Cinema screens & Event management
Reorganising/Right-Sizing • Policy for Animation, Visual Effects, Gaming, Comics

Government: Minimum (AVGC) and E-Sports etc. to tap World market
Government
Human Resource Reforms for • Setting up of Centres of excellence in AVGC, Film training
Ethical Governance

(FOR CURRENT DECADE)
Global Benchmarking for Ease of • User - friendly /transparent film certification
Living: Maximum Governance • Up gradation of Media, Film and TV Institutes to global
standards
• Ease of Film shooting for foreign film makers
• Continuous dialogue with Industry on M&E (procedures, norms
etc.)
Communication with People • Action plan to integrate various Media platforms
• Increased presence on Social Media
Promoting India • Broadcast agreements with various countries • Projecting Indian success stories
• Reaching out to different markets of the World through Films and abroad
Broadcast • Taking Indian content to world
• Non-Indian language speaking audiences with focus on Africa, markets
South America & Oceania • Film co-production agreements
• Reaching out to the Indian Diaspora through Films and with other countries
Broadcast content
• Enhancing India’s soft power through Indian content on OTT,
TV, Digital.

MINISTRY OF DEVELOPMENT OF
NORTHEASTERN REGION
Vision @2047
“To accelerate the pace of socio-economic development of the region so that
all NE States may enjoy growth parity with the rest of the country”

MINISTRY OF DEVELOPMENT OF NORTH-
EASTERN REGION
TARGET
Sound Policy • Extension of Schemes of DoNER/NEC
Making: Science- • Integrating NER & Saturation of all CS and CSS schemes in NER
Policy-Culture
Interface • Saturation of villages in NER on imp parameters related to basic services /Ease of Living
• Leveraging NLCPR Pool – over Rs.90,000 crore accumulated balance
• Livelihood Generation by restructuring NERLP and NERCORMP as NE-AHEAD
• Focusing on Aspirational District
• Improved Health, Education infrastructure
• Strengthening Governance and local bodies
• Enhanced efficiency and increase productivity
• Promote MSME & Startup through robust financing/ funding mechanism
Reform, Perform & • 4G/5G mobile connectivity /WiFi to all village Panchayats
Transform:
• NER as the next IT Hub
Leveraging Digital
India • Partner with global experts for setting up Centers of Excellence in Agrotech
• Sustainable and Scientific farming
• Digital Intervention in Governance
• Digital Transformation in Small Business
• All 8 state capitals to be Smart Cities.

EASTERN REGION
PILLARS PROPOSED STRATEGY/ ACTION AREAS
Whole of the Government for • Turn Consumption Driven Economy to Production/Service Economy
Coherence & Synergy
Reorganising and right-sizing of • NER as a Natural Economic Zone
Government: Minimum Government • Promotion of 5 key sectors identified by NITI Forum for North-East – Bamboo, Tea, Animal Husbandry,
Fisheries and Tourism.
• NE to become the Craft Tourism destination of the country.
Collaborations & Partnerships • Promote local resources – Horticulture, Tourism, Handloom, Handicraft etc.
with Private Sector • Hydro and Solar Power Potential
• Improvement of Road & Rail Connectivity to Gangtok, Aizwal , Imphal , Kohima, Agartala-Akhura
• Holongi Airport, Arunachal Pradesh
• Waterways, Multi-modal transport systems for hilly urban areas
• AIIMS Guwahati, AIIMS in all NE States/ upgrade Regional Centres of AIIMS
• Bio-refinery Plant, Numaligarh & Indradhanush Gas Grid in all NE States
• Appropriate road technology to cater to unique geographical conditions of the region.
• Food Parks/ Mandis/Cold Storage facilities, etc.
• National Nursing Colleges in all 8 states, thus meeting the global nursing requirements.
• Agriculture University to be set up in all 8 states.
• AYUSH University to come up at regional level. Dedicated colleges for alternative medicine be set up
alongside in all 8 states.
• Indian Institute of Hotel Management (IIHMs) to come up in all 8 states. NER to thus become the leader in
HR for the national & international hotel & hospitality industry.
• Sports University, Manipur & A National Institute of Sports to come up at regional level, with Mission
Olympics centres to be established in all states of North East
• Regional IATA accredited Aviation Academies be set up in all states to meet the future requirement of cabin
crew & aviation logistics HR.

EASTERN REGION
Next Generation • Restructure NEC as a state-of-the-art Resource Centre and Development
Administrative Reforms at Agency for the NE Region – Niti Aayog of the NER
all levels with Saturation • North Eastern Development Finance Corporation (NEDFi) to go public
Approach
Human Resource Reforms • Human Resource Development in sync with local resources
Global Benchmarking for • Improving Socio-economic sectors namely, Education including Higher
Ease of Living: Maximum Education.
Governance • Strengthening Healthcare System including elderly people.
• Achieving the nutritional requirement and food supply for all citizens in
NER
• Planned Urbanization and Town Development.
• Ecologically Sustainable Secondary and Tertiary Sector Development.

EASTERN REGION
TARGET
Promoting • Leverage through the Act East Policy
India • Ring road to connect all international borders in NER.
• Education Destination for Rest of India and South-East Asia
• Medical Hub for South-East Asia
• Promote North-East as gateway to East Asia-Trade and Commerce
Hub
• Key supplier of skilled manpower in services sector to overseas
markets.
• Promote brand ‘Organic North-East’

Index of SGoS-9 Group
Ministry/Department Slide nos.
1 DARPG 15-17
2 DoP 18-20
3 DoL 21-23
4 MPA 24-25
5 MEA 26-29
6 DoJ 30-32
7 MoIB 33-35
8 MoNER 36-39
9 DoPT 40-45
10. DoPPW
11. Legal Affairs
12 Legislative Department
MINISTRY OF / DEPARTMENT OF
………………….
Vision @2047

Global Governance Trends
India’s Influence in Global Governance and Strategic Architecture
Governance: Networked; Globally Connected; Data and Evidence Based
Driving Force: Citizens’ Inclusion ; Social Computing
Work Place: Digital Institutions with Machines as Co-Worker
Threats : Rising Income Inequality, Climate Change, Aging Population, Cyber

Vulnerability & Bio-Wars 76
Framework for Gap Analysis & Overarching Areas of Actions for
Sound Policy Reform, Perform & Whole of the

Making: Science- Transform: Government for
Policy-Culture Leveraging Digital Coherence &
Interface India Synergy
Reorganizing/Right- Next Generation

Collaboration & Administrative
Sizing Government:
Minimum Partnerships with Reforms at all levels
Private Sector with Saturation
Government Approach
Human Resource Global Benchmarking Improving

Reforms for for Ease of Living:
Ethical Maximum justice delivery
Governance
systems 77
Global Trends & Pillars of Vision Statement
1. IIPA has proposed global trends (5) and Pillars (11) for preparation of vision
statement of each MDO
2. Some MDOs have attempted in the above framework while many have
shared information in a scattered manner
3. We request a serious look at the level of HoDs to put information in the
blank template , attached herewith
4. The information collated MDO wise may be treated as reference point only.
5. Kindly avoid numbers in vision statement or decadal targets as our
approach is a) Citizen-Centricity b) Efficiency c) Saturation for citizens’
delight

PILLARS PROPOSED STRATEGY/ QUANTIFIABLE TARGET
ACTION AREAS (FOR CURRENT DECADE)
1 Sound Policy Making: Science-Policy-Culture

Interface
2 Reform, Perform & Transform: Leveraging Work Place: Digital Institutions

with Machines as Co-Worker
Digital India
3 Whole of the Government for Coherence & Governance: Networked;

Globally Connected; Data and
Synergy Evidence Based
4 Reorganizing/Right-Sizing Government:
Minimum Government
5 Collaboration & Partnerships with Private

Sector
PILLARS PROPOSED STRATEGY/ QUANTIFIABLE TARGET
ACTION AREAS (FOR CURRENT DECADE)
6 Next Generation Administrative Reforms at all Driving Force: Citizens’
levels with Saturation Approach Inclusion ; Social Computing
7 Human Resource Reforms for Ethical

Governance
8 Global Benchmarking for Ease of Living:

Maximum Governance
9 Improving justice delivery systems
10 Communication with People India’s Influence in Global

Governance and Strategic
Architecture
11 Promoting India

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VISION INDIA@2047

Sectoral Group of Secretaries (SGOS)-9 :

Vision of Hon’ble Prime Minister of India

Vision India@2047 IIPA 3

Vision India@2047 IIPA 4

Participation by Reviewed of literature/

Vision India@2047 IIPA 5

1947-1965 • 2001-2014 • Trust in Citizens

# Ministry / Vision Statements of the Respective Proposed Vision

1 DOPT To create an enabling environment for the Building People-Centric Civil

Vision India@2047 IIPA 7

Cope with structural shifts and disruptions

 To be a thought leader and norm-setter and to

Vision India@2047 IIPA 8

7 Department of From ‘Colonial Courts’ to a Citizen- People-Centric Justice Delivery

8. Ministry of I&B Towards a “Citizen-Centric Information Promoting Informed Society

9. Ministry of To accelerate the pace of socio-economic

1. India’s Influence in Global Governance and Strategic Architecture

2. Governance: Networked; Globally Connected; Data and Evidence Based

3. Driving Force: Citizens’ Inclusion ; Social Computing

4. Workplace: Digital Institutions with Machines as Co-Worker

5. Opportunity : Income Inequality, Climate Change, Aging Population, Cyber

Vision India@2047 IIPA 11

2. Governance Reforms • Seamless Inter-departmental Collaborations : UK, Australia, New Zealand

Vision India@2047 IIPA 13

1. Sound Policy Making: Science-Policy-Culture Interface

Vision India@2047 IIPA 14

2. Reform, Perform & Transform: Leveraging Digital India

3. Whole of the Government for Coherence & Synergy

5. Collaboration & Partnerships with Private Sector

6. Next Generation Administrative Reforms at all Levels with Saturation Approach

8. Global Benchmarking for Ease of Living: Maximum Governance

9. Improving Justice Delivery Systems

10. Communication with People

11. Promoting India

Vision India@2047 IIPA 18

Vision India@2047 IIPA 19

Vision India@2047 IIPA 20

Vision India@2047 IIPA 21

Vision India@2047 IIPA 22

Reorganizing/Right-Sizing • Governance: Networked; Globally Connected; Data and Reorganising the MDO

Vision India@2047 IIPA 24

“Enable development of Courier, Express Parcel sector & promote

Vision India@2047 IIPA 25

PILLARS PROPOSED STRATEGY/ ACTION AREAS QUANTIFIABLE TARGETS

Vision India@2047 IIPA 26

PILLARS PROPOSED STRATEGY/ ACTION AREAS QUANTIFIABLE

Vision India@2047 IIPA 27

राजभाषा हिंदी का प्रसार

Vision India@2047 IIPA 28

Vision India@2047 IIPA 29

Vision India@2047 IIPA 30

Vision India@2047 IIPA 31

Vision India@2047 IIPA 32

Sound Policy • India’s Influence in Global Governance ; Strategic Architecture in

Vision India@2047 IIPA 33

Vision India@2047 IIPA 34

Vision India@2047 IIPA 35

Promoting India • Be a global leader in competency-based HR • First Global HR Summit in 2023

Vision India@2047 IIPA 36

Vision India@2047 IIPA 37

PILLARS PROPOSED STRATEGY/ ACTION AREAS QUANTIFIABLE TARGET (FOR

Whole of the • Inter-Ministerial and Inter State Consultations along with