By Sneha Chakraborty

Executive Summary

The Indian Institutes of Management (Amendment) Bill, 2025 seeks to amend the Indian Institutes of Management Act, 2017, which granted substantial academic, administrative, and financial autonomy to the Indian Institutes of Management (IIMs). By designating IIMs as Institutions of National Importance, the 2017 Act enabled these institutions to independently appoint directors, confer degrees, frame academic regulations, and manage their internal affairs through autonomous Boards of Governors.

The Amendment Bill reintroduces a stronger role for the central government, particularly in the appointment and removal of key leadership positions such as directors and chairpersons. The stated objective of the Bill is to enhance accountability, ensure consistency in governance practices, and safeguard public interest in institutions that receive substantial public funding. However, the proposed changes have generated significant debate within academic and policy circles. Critics argue that increased governmental oversight risks diluting institutional autonomy, academic freedom, and global competitiveness. One of the other biggest turnpoints of this Bill is the administration and set up of an IIM in Guwahati, which is the first of its kind in the north-eastern part of the country.

Background

The Indian Institutes of Management were established to support India鈥檚 economic development by producing highly trained managerial and administrative professionals. Over the decades, IIMs have emerged as globally recognised institutions, contributing to both the private and public sectors. Historically, however, these institutions operated under significant government control, particularly through the Ministry of Education.

The Indian Institutes of Management Act, 2017 marked a turning point in higher education governance. It granted IIMs autonomy over academic, administrative, and financial decisions, including the authority to award degrees and appoint directors through their Boards of Governors. This autonomy was widely regarded as essential for maintaining global standards, fostering innovation, and attracting international faculty and collaborations.

Despite these gains, concerns emerged regarding uneven governance practices across IIMs, lack of standardised accountability mechanisms, and limited oversight over the use of public funds. The government has argued that full autonomy without adequate checks may weaken transparency and alignment with national education objectives. Against this backdrop, the IIM (Amendment) Bill, 2025 has been introduced to recalibrate the governance framework.

Key Issues

Institutional Autonomy vs Government Control

A major issue raised by the Bill concerns the restructuring of governance mechanisms. The Amendment proposes greater government involvement in the appointment and removal of directors and chairpersons, thereby reducing the discretionary powers of Boards of Governors. While the government maintains that such involvement is necessary to ensure accountability, critics fear that it undermines the spirit of autonomy established by the 2017 Act.

Excessive centralisation of authority may weaken institutional independence and expose leadership appointments to political or bureaucratic influence. This could affect long-term academic planning and erode confidence among faculty, students, and international partners.

Academic Freedom and Global Competitiveness

IIMs operate within a competitive global education ecosystem where flexibility in curriculum design, faculty recruitment, and research priorities is crucial. Increased bureaucratic oversight may slow decision-making processes and constrain academic innovation. There are concerns that the Amendment could indirectly influence academic agendas, thereby affecting academic freedom and institutional credibility at the global level.

Accountability and Public Funding

As publicly funded institutions that charge relatively high fees, IIMs face scrutiny regarding accessibility, inclusivity, and financial transparency. The Amendment Bill seeks to strengthen accountability mechanisms but does not clearly outline how increased oversight will translate into improved social inclusion or affordability. Without parallel commitments to enhanced public investment or equity-focused reforms, accountability risks becoming synonymous with administrative control rather than public responsibility.

Key Recommendations

First, governance reforms should focus on transparency and performance-based accountability rather than direct administrative intervention. Independent search-cum-selection committees with limited government representation can ensure credible leadership appointments while preserving institutional autonomy.

Second, accountability frameworks should be strengthened through mandatory public disclosures, independent audits, and periodic parliamentary reporting. These measures would ensure responsible use of public funds without compromising academic freedom.

Third, autonomy must be linked with social responsibility. The government should incentivise IIMs to expand need-based scholarships, improve regional and socio-economic diversity, and strengthen engagement with public sector institutions. Increased public funding tied to inclusion objectives can reduce over-reliance on high fees.

Conclusion

The Indian Institutes of Management (Amendment) Bill, 2025 marks a significant shift in India鈥檚 higher education policy. While strengthening accountability in publicly funded institutions is a legitimate objective, the proposed approach risks undermining the autonomy that enabled IIMs to achieve global excellence. The success of the Bill will depend on its implementation and the safeguards it provides against undue interference. A balanced governance framework鈥攐ne that combines transparency, accountability, and academic independence鈥攊s essential to ensure that IIMs continue to serve as institutions of national and global significance.

References

Bio:

Sneha Chakraborty is a student, who is currently pursuing her Masters in Social Work from Tata Institute of Social Sciences. Her research interests lie in gender, climate change and livelihood.

The post The Indian Institutes of Management (Amendment) Bill, 2025: Rebalancing Autonomy and Accountability in India鈥檚 Premier Management Institutions appeared first on 91探花.

By Sneha Chakraborty

Executive Summary

The National Mission on Natural Farming (NMNF) is a centrally-sponsored scheme launched to promote chemical-free, agroecology-based farming practices across India. Announced with an initial budget allocation in Union Budget 2023-24 and subsequently expanded, the mission aims to transition farmers toward sustainable agricultural practices that reduce input costs, improve soil health, and enhance farm incomes while addressing environmental concerns associated with chemical-intensive agriculture.

The mission builds upon existing natural farming initiatives, particularly the Bharatiya Prakritik Krishi Paddhati (BPKP) program and state-level movements like Andhra Pradesh’s Zero Budget Natural Farming. By promoting indigenous cow-based preparations, on-farm biomass recycling, and biological pest management, NMNF seeks to create a farmer-led movement toward agricultural sustainability. The mission aligns with India’s climate commitments, food security objectives, and the broader vision of doubling farmers’ incomes while reducing agriculture’s ecological footprint.

Background

Context and Rationale

Indian agriculture faces a critical juncture characterized by soil degradation, water depletion, declining biodiversity, and increasing farmer indebtedness due to high input costs. The intensive use of chemical fertilizers and pesticides over decades has resulted in diminishing returns, health hazards, and environmental degradation. Against this backdrop, natural farming emerges as a viable alternative that aligns with India’s traditional agricultural wisdom while addressing contemporary challenges.

What is Natural Farming?

Natural farming is defined as a chemical-free farming system that applies ecological principles to agricultural practices. It is an agro-ecology-based diversified farming system integrating crops, trees, and livestock while promoting functional biodiversity. Key principles include:

• Exclusive use of inputs produced from livestock and plant resources
• Cultivation of 15-20 diverse crops with living roots present year-round
• Minimal human intervention aligned with natural processes
• Use of native or traditional seeds
• Integration of animals utilizing their dung and urine as resources
• Focus on soil microorganisms to ensure independent soil fertility
• Adherence to local agro-ecological conditions

Key Features of the Mission

• Promotion of Natural Farming Practices: The mission emphasizes four pillars鈥擩ivamrita (microbial culture), Bijamrita (seed treatment), mulching, and Waaphasa (soil aeration and moisture management). These practices eliminate synthetic fertilizers and pesticides, relying instead on on-farm biological inputs prepared from cow dung, urine, and locally available materials.
• Institutional Framework: Implementation occurs through a three-tier structure involving the central government, state governments, and Krishi Vigyan Kendras (KVKs). Community Resource Persons (CRPs) and natural farming master trainers provide grassroots-level technical support and peer-to-peer learning.
• Cluster-Based Approach: The mission adopts a cluster development model, creating demonstration farms and farmer clusters to facilitate knowledge sharing, collective input preparation, and economies of scale in certification and marketing.
• Financial Support: Farmers receive financial assistance for transitioning to natural farming, including support for training, certification, input production units, and market linkages. The mission provides incentives for maintaining natural farming practices over multiple cropping seasons.
• Integration with Existing Schemes: NMNF integrates with programs like Paramparagat Krishi Vikas Yojana (PKVY), Mission Organic Value Chain Development for North Eastern Region (MOVCDNER), and PM-KISAN to create synergies and avoid duplication.

Key Issues

• Scientific Validation Concerns: The efficacy of natural farming techniques in maintaining yields, particularly for water-intensive crops like rice and wheat, remains contested. Limited long-term scientific data on productivity, nutritional outcomes, and scalability raises concerns among agricultural scientists and policymakers about food security implications if adopted at scale.
• Cow Availability and Economics: Natural farming methods promoted under NMNF rely heavily on indigenous cow-based inputs. However, declining indigenous cattle populations, high cow maintenance costs, and the impracticality of cow ownership for landless or marginal farmers create significant barriers.
• Market and Price Premium Uncertainty: While natural/organic produce theoretically commands premium prices, actual market infrastructure remains underdeveloped. Most farmers lack access to premium markets, and price premiums are often captured by intermediaries rather than producers.
• Regional Suitability Variations: Natural farming practices show variable results across different agro-climatic zones, soil types, and cropping patterns. Techniques successful in rainfed, low-input regions may not translate effectively to irrigated high-productivity zones without significant adaptation.

Key Recommendations

• Strengthen Scientific Research Infrastructure: Establish dedicated natural farming research centers across different agro-climatic zones to conduct rigorous, long-term studies on productivity, soil health, nutritional quality, and economic viability. Develop evidence-based protocols adapted to regional conditions and cropping systems.
• Enhanced Transition Support: Increase financial assistance during the critical 2-3 year transition period through direct income support, crop insurance with reduced premiums, and guaranteed market purchase arrangements. Create dedicated transition funds that compensate for yield declines.
• Build Comprehensive Market Ecosystem: Develop farmer producer organizations (FPOs) specifically for natural farming products, establish dedicated natural farming mandis in major consumption centers, strengthen e-marketing platforms, and create institutional purchase mandates for government agencies, schools, and hospitals.
• Alternative Input Production Models: Establish community-level input production centers where farmers can access natural inputs without individual cow ownership. Promote biogas plant integration amongst the small and marginal farmers.

The National Mission on Natural Farming represents an important step toward sustainable agriculture, but its success requires addressing fundamental constraints in research validation, market infrastructure, extension capacity, and policy coherence. A pragmatic, evidence-based approach that acknowledges both opportunities and limitations while providing robust transition support will determine whether natural farming can scale meaningfully to contribute to India’s agricultural sustainability and farmer welfare objectives.

References

Bio:

Sneha Chakraborty is a student, who is currently pursuing her Masters in Social Work from Tata Institute of Social Sciences. Her research interests lie in gender, climate change and livelihood.

The post Seeding Change: Policy Perspectives on India’s National Mission on Natural Farming appeared first on 91探花.

By Sneha Chakraborty

Executive Summary

India鈥檚 income tax framework has undergone significant modernization through two major developments: first, the introduction of revised tax rates and relief for middle-income earners; second, the replacement of the Income Tax Act, 1961 with the new Income Tax Act, 2025. Core changes include a higher basic exemption (Rs. 4 lakh), enhanced tax rebates, and a raised threshold for the top tax rate bracket. The new law, effective April 1, 2026, improves clarity, structure, and digital adaptation, all while maintaining overall tax policy stability. These reforms aim to balance taxpayer-friendly simplification with ongoing government revenue requirements and economic growth expectations.

Context and Rationale

For over six decades, India鈥檚 Income Tax Act, 1961 shaped taxation policy, but continual amendments rendered it complex, lengthy, and hard to interpret. Legal jargon and outdated provisions made compliance difficult for citizens, boosting dependence on professionals and increasing administrative burdens. Recognizing these concerns, and inspired by global tax best practices, the government embarked on a twofold overhaul鈥攕implifying direct taxes for both taxpayers and administrators, and modernizing the legal text for 21st-century realities.

Key Features of the Income Tax Act, 2025

1. Enhanced Exemptions and Rebates

1. The basic exemption limit was raised to Rs. 4 lakh, with a rebate up to Rs. 60,000 for incomes up to Rs. 12 lakh, creating zero effective tax liability for a large section of middle-income taxpayers.
2. The 30% slab now begins at Rs. 24 lakh (previously Rs. 15 lakh), providing further relief to professionals and salaried classes.

2. Structural Reorganization

1. Reduction in number of sections (over 700 in the old law to 536 in the new), with consolidation and logical sequencing (e.g., all TDS sections together). This will bring about transparency for people and also help them access the various legalities around the tax easily.
2. The 鈥減revious year鈥� is now officially called 鈥渢ax year鈥� for clarity and alignment with global practice.

3. Language and Accessibility

1. Plain language and shorter sentences replace legalistic and archaic terminology. One of the better signs of policymaking has been
2. Complex sentences split into separate clauses, making the law easier to understand and apply for people without legal backgrounds.

4. Retention of Policy Continuity

1. Tax rates, thresholds, and most substantive rules remain unchanged, to ensure stability and continuity for taxpayers.
2. Definitions, offence provisions, and penalty structures are substantively retained. The law incorporates all amendments from Finance Bill 2025.

5. Digital Integration

1. Explicit recognition of faceless and digital assessments, appeals, and compliance checks.
2. Provides a robust framework for digital filings and automation, including adaptation for electronic records and notices.

6. Sector-Specific Innovations

1. Dedicated chapter introduced for taxation of non-profit organizations (NPOs).
2. Presumptive taxation schemes expanded, making compliance easier for small businesses and professionals, with simplified reporting norms and higher applicability thresholds.

7. Mapping and Transition Tools

1. A digital utility allows easy mapping between the old 1961 Act and the new 2025 Act, helping taxpayers and professionals transition smoothly.

Comparative Analysis: Income Tax Act 1961 vs. 2025

Key Issues and Criticisms

1. Dual-Regime Complexity

1. 1. Both the old and new regimes remain for taxpayers to choose between, requiring separate yearly assessment and increasing complexity.

2. Missed Opportunity for Deep Reform

1. 1. Tax base remains narrow; wealth taxation, agricultural income, and corporate tax disparities remain unaddressed.

3. Transition Burdens

1. 1. Taxpayers and preparers must familiarize themselves with new section numbers, formats, and transitional inconsistencies during the initial implementation year.

4. Substantive Continuity

1. 1. Many archaic and structural features persist; the reforms are viewed as 鈥渕odernization鈥� rather than fundamental rethinking.

5. Public Awareness and Education

1. 1. Significant awareness campaigns and taxpayer education will be needed to realize the act鈥檚 full benefits.

Policy Recommendations

1. Emphasize Taxpayer Education and Guidance:

1. There needs to be proper investment in information campaigns through schools, colleges, social media, and civic outreach.

2. Monitor Transition Closely:

1. The government should provide support for tax professionals and filers through digital mapping tools and helplines. Even as they have made attempts to

3. Strengthen Digital Inclusion:

1. The government has to ensure robust digital support for rural and digitally excluded sections of the population. The Bill does attempt to bridge the digital divide, but more efforts have to be made to build the digital gap between the rural and urban areas.

The Income Tax Act, 2025 represents a pragmatic step toward a modern, accessible, and transparent fiscal framework. While simplification and digital adaptation offer palpable benefits, deeper challenges such as dual-regime complexity and tax base narrowing persist. Thorough implementation, education, and ongoing reform will be essential to realizing the full gains of this legislative overhaul. For students and citizens alike, these reforms underscore the ongoing evolution of India鈥檚 tax landscape as the nation moves toward developed-economy standards.

References

Bio:

Sneha Chakraborty is a student, who is currently pursuing her Masters in Social Work from Tata Institute of Social Sciences. Her research interests lie in gender, climate change and livelihood.

The post Income Tax Policy 2025: A Comprehensive Analysis appeared first on 91探花.

By Sneha Chakraborty

Executive Summary

The National Sports Governance Bill, 2025 is a historic bill in the sports landscape of the country, which legitimizes and provides recognition to the sports bodies of the country. Introduced in the Parliament on 23rd July of the Monsoon Session of the Budget and passed on the 12th of August, this Bill has had a longer history as conversations about its implementation had been active since 2011. The Bill allows for accountability in the form of three national sports bodies being formed, namely a National Sports Body, a National Sports Tribunal and the National Sports Election Panel. With the institution of this Bill into an Act, the government and sporting bodies shall have the right to look into the administrative and financial matters of the various Sports Federations, which have also been mandated to be created by this Bill. This landmark Bill is set to replace the National Sports Code.

Background

Even as India is a vast country with a plethora of people, who have the potential to be exceptional sportspersons, the regulations and administration regarding the sporting authorities in the country have not been very robust. The country has the world鈥檚 largest youth demographic, around 65% of whom are below the age of thirty-five years and are at an age, where they can take active participation in sports.聽 It was in 2011 when Sports Minister Ajay Maken wanted to introduce a Bill that would create a set of rules and conducts for the ill-functioning sports administration in the country. Even though the law could not be passed then, it was in the Monsoon Session of 2025 that the National Sports Governance Bill came to life. This Bill is also set to replace the National Sports Code, 2011. According to the Union Minister for Youth Affairs and Sports Mansukh Mandaviya, this Bill was drafted only after recommendations received from the concerned stakeholders. The Bill comes at a time when India is preparing to be bidding for the Olympics. Another significant change can be seen in the Budgetary allocation for the Sports Department this year. The Khelo Bharat Niti 2025, which has been joined with the National Education Policy aims to promote women empowerment as well as increase the Budgetary Allocation. For the Financial Year 2025-2026, the Union Government has put aside INR 3,794 Crores to the Ministry of Youth Affairs and Sports, which showcases a 130.9% increase from the Financial Year 2014-15. Hence, the provisions outlined in the Act along with the budgetary allocations is an example of the government showing commitment towards the promotion of sports and transparency in the system.

Key Features of the Bill

The National Sports Governance Bill is set to replace the National Sports Policy of 2001. This Bill shall provide a comprehensive and detailed structure of how there shall be a centralization of the sporting bodies in the countries. This will give transparency with regards to how the various sporting bodies in the country operate, in relation to their election procedure, administrative structure, etc.

• Centralization of Structure: The Bill calls for the establishment of three National Sports Governing Bodies, namely the National Olympic Committee, the National Paralympic Committee, and the National and Regional Sports Federations for each designated sport. One of the most distinguishing features of this Bill is the creation of a code of ethics, which was never mentioned in the previous National Sports Policy. These bodies will have affiliate units at the state and district level, while also having corresponding bodies at the international level. Every national body will have a President, Secretary General and Treasurer.聽
• 聽Replacement of Existing Policies :The Bill supplants the National Sports Policy of 2001 and the National Sports Code of 2011 with an integrated legal framework that reigns in ad hoc administrative practices across the nation.
• Introduction of Code of Ethics: The Bill mandates a code of ethics for the functioning of all sporting bodies鈥攁 first in Indian sports legislation鈥攚hich seeks to standardize fairness, non-discrimination, and integrity in sports governance.
• Transparency and Accountability Mechanisms: Sporting bodies are now subject to administrative, electoral, and financial scrutiny by government entities and tribunals, with mandatory reporting for budgetary allocation and operational outputs. Interestingly, even the Board of Cricket Control in India (BCCI), which has been far away from scrutiny all these years, also has to provide a detailed explanation of its financial turnover.
• The Budgetary Expansion and Women Empowerment: The Union Government鈥檚 allocation for youth and sports for FY 2025-26 has increased to INR 3,794 Crores, signalling renewed investment aligned with the objectives of Khelo Bharat Niti 2025鈥攆ostering gender empowerment, inclusive participation, and infrastructural growth.
• About the Age Limits: The National Sports Governance Bill sets an age cap of 25-70 for its members if they want to be a part of the executive body. But for certain 鈥渆xtraordinary鈥� circumstances, an individual can also continue till 75 years.

Key Issues

1. Implementation and Bureaucratic Challenges

While the Bill provides a framework for centralized governance, effective roll-out across diverse regional, local, and sport-specific contexts may face friction due to entrenched interests and complex stakeholder dynamics. The Bill does have some ideal standards, which if realized shall prove to be revolutionary in the sports landscape of the country but considering the vastness of the nation, there could be certain initiatives mentioned in the Bill, which would help to promote sporting facilities in the far reaching parts of the nation.

2. Resource Distribution and Equity

Ensuring equitable resource allocation鈥攅specially for rural districts and non-mainstream sports鈥攔emains a concern, as federations may prioritize established sports with greater visibility and funding. As has already been noticed, cricket receives way more viewership and sponsorship amongst the other sports in the country. Hence, more funding could have been allocated for the promotion of other sports.

3. Electoral Integrity and Autonomy

The establishment of the National Sports Election Panel is a positive step, but its independence and ability to regulate transparent elections for state and central bodies will require vigilant monitoring. The age cap being kept at 70, but also allowing for certain individuals to keep their position till 75 brings a dichotomy.

4. Code of Ethics Enforcement

The new code of ethics stands as a progressive measure, yet legal enforcement mechanisms and periodic audits will be necessary to avoid tokenistic compliance. With the National Anti-Doping Bill also being formed, the code could have become a supplement to it.

Key Recommendations

1. Phased Implementation and Stakeholder Engagement
   Launch a phased, regionally-sensitive roll-out of the Bill鈥檚 provisions, involving athletes, federation officials, NGOs, and local government units to foster ownership and adaptation.
2. Inclusive Allocation Strategy
   The government should develop clear guidelines for budgetary allocation to marginalized regions, grassroots initiatives, and women鈥檚 sports, monitored by certain centralized bodies. There has to be an equitable division of resources in certain areas of the country and promote sports, which do not receive equal amounts of funding from the private corporations.
3. Strengthening Oversight Bodies
   The Bill must empower the National Sports Tribunal and Election Panel with functional autonomy, judicial powers, and access to independent audit mechanisms to reinforce their regulatory roles.
4. Continuous Policy Review
   Institute a biennial policy review committee composed of representatives from sports federations, athletes, civil society, and legal experts, ensuring adaptive updates to the Act in response to evolving needs.

Reference List

• National Sports Governance Bill, 2025. Executive Summary and Details: https://prsindia.org/billtrack/prs-products/issues-for-consideration-1754401975#:~:text=It%20also%20specifies%20that%20a,recognition%20of%20a%20national%20body.

• https://yas.gov.in/national-sports-governance-act-2025
• Khelo Bharat Niti 2025 Overview and Integration with National Education Policy:
• https://www.thehindu.com/news/national/national-sports-governance-bill-gets-president-droupadi-murmus-assent/article69950568.ece

Bio:

Sneha Chakraborty is a student, who is currently pursuing her Masters in Social Work from Tata Institute of Social Sciences. Her research interests lie in gender, climate change and livelihood.

The post Codifying the Laws Regarding Sports: Parliament Passes the Long-Awaited National Sports Governance Bill, 2025 appeared first on 91探花.

Executive Summary

The Manodhairya Scheme was launched by the Maharashtra government in 2013 with the aim of providing economic rehabilitation to the survivors of rape, acid attack and child sexual abuse. As a part of the directives issued by the Supreme Court and the Bombay High Court, this scheme was launched to ensure that victim compensation in case of such heinous crimes is carried out justly. It holds the state responsible for ensuring that the victims are provided with sufficient economic resources to access the support they may require. Even as the scheme was lauded for its rehabilitative approach, there has been severe bureaucratic delays with delays in fund disbursement and limited awareness of individuals on how and who to approach for the scheme.

Background

The country is plagued with serious concerns for the safety of women and other gender minorities as news of violence and disruptions have become the mainstay. As the Supreme Court was overlooking the Nirbhaya case, the news regarding the Shakti Mill gangrape case in Mumbai broke out. After deliberations carried out by the Supreme Court and the Bombay High Court, directives were issued that victims and survivors of such crimes should be compensated so that they are able to access any form of rehabilitative needs, which might be necessary. Thus, the Maharashtra Cabinet had approved of this scheme with the intention that it would provide not only monetary relief, but also any form of legal, medical and counselling aid that the victim would require.

Nuances of the Scheme

1. The Maharashtra Government has two schemes for victim compensation, namely the Maharashtra Victim Compensation Scheme and the Manodhairya Scheme. The difference between the two is that the former requires directives to be issued by the court before monetary aid can be provided, while for Manodhairya no such directive is required. The scheme is eligible for:
   • victims of Rape under the Sections of 375 and Section 376 of the Indian Penal Code,
   • victims of POCSO Act,
   • acid attack and
   • those rescued under Immoral Traffic Prevention Act (ITPA), those who are below 18 years of age.

2. The victims are obligated to receive amounts ranging between two to three lakhs, but can also get up to INR 10 Lakhs. The victim receives 25% of the specified amount immediately, while the other 75% gets deposited in a Nationalized bank. The other half of the money earns interest, while being in the bank and the victim has the right to that money and the entire interest acquired. If the survivor is below eighteen years old, then the money gets transferred to the account holder of their legal guardian.
3. A District Board for Criminal Injuries Relief and Rehabilitation has been constituted at the District level to oversee all the matters regarding the implementation of the scheme. As victims of POCSO and ITPA are beneficiaries of the scheme, the Child Welfare Committee (CWC) and the District Child Protection Unit (DCPU) are also often involved in the efficient implementation of the scheme.
4. The Constitution of India has laid out the rights of the accused in forms of the Fundamental Rights. Justice Malimath Committee Report, which was published in 2003 came out with instructions regarding the rights of the victims to monetary compensation and support they may require in the form of medical or legal aid. The 154th Law Compensation Report of 1996 also recorded that providing immediate support to the victim and in some cases even to the family members is an essential part of the rehabilitation process. Victim compensation is an obligation on the part of the state to provide aid to the survivor so that they are able to find avenues to rebuild their life. The Manodhairya Scheme can also be availed for foreign nationals if they have faced any kind of violation within the boundaries of Maharashtra. Thus, a major importance of the scheme is that complying with the constitution the state becomes a major stakeholder in ensuring that both justice and rehabilitation is carried out effectively and swiftly.

What Has the Scheme Achieved So Far?

• From the information recorded in the Economic Survey by the Women and Child Welfare Department of Maharashtra, 2657 victims have benefitted from the scheme till March 2016.
• Even as the number of beneficiaries here seem huge, the number of victims who end up not receiving any monetary aid is equally staggering. According to a report published by the Policy Perspective Foundation, out of the 7,934 applications from victims of rape, the authorities had accepted only 1, 144 for compensation. The report was further supplemented by the data from National Crime Records Bureau (NCRB), which states that Maharashtra ranks fourth in rape cases amongst the states in the country.
• The information received from the Women and Child Welfare Department through the Right to Information (RTI) data in 2017 has shown how in Nagpur, Mumbai and Sangli amongst the total number of compensation cases filed only 84.76%, 56.1% and 78.1% cases only have received compensation from the state.

Key Issues

1. Bureaucratic Delays and Disbursement Challenges
Despite clear compensation guidelines, survivors often face lengthy administrative processes, resulting in delayed fund disbursement and additional distress. Stringent verification, procedural bottlenecks, and limited staff capacity undermine accessibility and timeliness of support, forcing victims to rely on intermediaries or external help for navigation.

2. Low Awareness and Information Gaps
Significant numbers of eligible victims remain unaware of their entitlements under the scheme or the application process due to poor information dissemination, language barriers, and lack of outreach initiatives. Many are unsure whom to approach or how to initiate claims, which restricts uptake鈥攅specially in marginalized, rural, and disadvantaged sectors.

3. Limited Psychosocial and Livelihood Support
While the scheme provides economic relief, psychosocial and livelihood support remains insufficiently integrated. Trauma counseling, vocational training, and long-term rehabilitation through community-based support are underdeveloped, leaving survivors at risk for persistent psychological distress or economic instability after initial compensation.

4. Regional and Implementation Disparities
Data shows marked disparities in compensation delivery across districts鈥擭agpur, Mumbai, and Sangli saw substantially different approval rates for filed claims, highlighting performance gaps based on geography and local administration efficacy. Structural inequalities persist, with victims in some regions faring better than others, undermining the universal intent of the scheme.

Key Recommendations

1. Streamline Fund Disbursement Processes
Simplify and standardize administrative procedures by digitizing claims, automating document verification, and maintaining transparent tracking of applications to minimize delays and reduce bureaucratic ambiguity. Recruiting additional staff and establishing clear service timelines can further improve promptness in compensation delivery.

2. Expand Awareness Campaigns and Outreach
Launch multi-pronged information campaigns using grassroots organizations, health workers, and social media in multiple languages to ensure victims know their rights and how to apply. Target rural, tribal, and underserved urban localities to bolster inclusivity, and collaborate with legal aid centers for survivor support during the application process.

3. Integrate Holistic Rehabilitation and Support Services
Enrich the scheme鈥檚 psychosocial component by actively linking survivors to counseling, mental health care, vocational training, and legal assistance beyond monetary aid. Establish survivor support networks at the district and community level, with regular follow-ups to assess recovery and reintegration progress.

4. Address Regional Imbalances and Monitor Outcomes
Conduct periodic audits of district-level implementation, employing data-driven evaluations to identify bottlenecks and disparities in scheme execution. Develop incentive structures for high-performing districts, and provide remedial training or resources to regions with low approval rates or delayed compensation.

5. Strengthen Interagency Coordination
Facilitate structured collaboration between the Women and Child Welfare Department, CWC, DCPU, law enforcement, and NGOs to extend comprehensive support to survivors. Regular interdepartmental meetings and shared databases can streamline case management and encourage knowledge sharing for future policy improvement.

The Manodhairya Scheme is a progressive initiative that acknowledges survivors鈥� right to dignity and rehabilitation beyond legal justice. While it has provided crucial financial aid, its long-term success depends on faster implementation, stronger psychosocial support, and survivor-centered delivery mechanisms. One of the major highlights of this scheme is the inclusion of compensation to be provided to girls, who are below the age of eighteen. Even as economic rehabilitation is a necessary element for the survivor, efforts should also be made for the creation of psychological and livelihood support for better future rehabilitation plans for the victims.

References:

Bio:

Sneha Chakraborty is a student, who is currently pursuing her Masters in Social Work from Tata Institute of Social Sciences. Her research interests lie in gender, climate change and livelihood.

The post Manodhairya Scheme: Policy Innovation in Victim Compensation and Rehabilitation appeared first on 91探花.

By Sneha Chakraborty

Executive Summary

The Production Linked Incentive (PLI) Scheme is a flagship industrial policy initiative launched by the Government of India in March 2020 to boost domestic manufacturing, reduce import dependence, and position India as a global manufacturing hub. With an outlay of approximately INR 1.97 lakh crore ($26 billion) across 14 sectors, the scheme represents one of India’s most ambitious attempts at industrial transformation in recent decades.

The PLI scheme provides financial incentives to companies based on incremental sales of products manufactured in India over a baseline year. By linking incentives directly to production and performance, the scheme aims to attract large-scale investments in manufacturing, create employment opportunities, and enhance India’s integration into global value chains. The initiative aligns with the government’s broader “Atmanirbhar Bharat” (Self-Reliant India) vision and seeks to capitalize on the global trend toward supply chain diversification following the COVID-19 pandemic.

Background

The Production Linked Incentive (PLI) Scheme was launched in April 2021 against the backdrop of India’s persistent manufacturing stagnation and emerging global opportunities. Despite the 1991 economic liberalization and the 2014 Make in India initiative, manufacturing remained stuck at 15-17% of GDP, far below aspirational targets.

Several factors catalyzed the PLI scheme’s introduction. The US-China trade war created opportunities for manufacturing diversification, with global companies seeking alternatives to China. India’s success in mobile phone manufacturing鈥攖ransforming from a net importer to the world’s second-largest producer鈥攄emonstrated the potential of production-linked incentives. The COVID-19 pandemic exposed critical supply chain vulnerabilities, particularly India’s dependence on Chinese imports for pharmaceuticals, electronics, and medical devices.

Announced as part of the Atmanirbhar Bharat (Self-Reliant India) initiative, the PLI scheme represents a paradigm shift toward performance-based incentives, prioritizing scale and global competitiveness over traditional protectionist policies.

Key Features of the Scheme

• Sectoral Coverage: The PLI scheme covers 14 critical sectors including mobile phones and specified electronic components, pharmaceutical drugs, automobiles and auto components, advanced chemistry cell batteries, telecom and networking products, electronic and technology products, white goods (air conditioners and LEDs), food products, textiles, high-efficiency solar PV modules, medical devices, specialty steel, and drones.
• Incentive Structure: Companies receive financial incentives ranging from 4% to 20% of incremental sales over the base year, depending on the sector. The incentive rates and disbursement periods vary by sector, typically spanning 4-6 years. Incentives are calculated on the incremental production value above a predetermined threshold.
• Investment and Production Thresholds: Each sector has specified minimum investment commitments and production thresholds that companies must meet to qualify for incentives. These thresholds are designed to attract serious players capable of achieving economies of scale.
• Domestic and Foreign Participation: The scheme is open to both domestic and foreign companies, encouraging global manufacturers to establish or expand operations in India while also supporting Indian companies to scale up.
• Time-Bound Implementation: The scheme operates within defined timeframes, creating urgency for companies to make investment decisions and commence production activities.

Key Issues

• Implementation Challenges: Several sectors have experienced delays in achieving production targets due to factors including slow capacity building, supply chain disruptions, regulatory bottlenecks, and difficulties in technology transfer. The complex approval processes and documentation requirements have also slowed down disbursements in some cases.
• Limited SME Participation: The high investment thresholds in many sectors have effectively excluded small and medium enterprises (SMEs) from participating meaningfully in the scheme. This contradicts India’s broader industrial policy goal of supporting MSMEs, which form the backbone of Indian manufacturing.
• Competitive Neutrality: Some observers argue that the scheme may favor large corporations and foreign multinationals over domestic players, potentially distorting market competition and creating dependency on external technology.
• Employment Generation Concerns: While the scheme has attracted capital-intensive investments, the direct employment generation has been lower than anticipated in several sectors. Many modern manufacturing facilities are highly automated, limiting job creation potential.

Key Recommendations

• Strengthen Implementation Mechanisms: Establish dedicated fast-track clearance cells for PLI-approved projects to expedite regulatory approvals, land acquisition, and infrastructure connectivity. Create single-window clearance systems at the central and state levels to reduce bureaucratic delays.
• Create SME-Friendly Variants: Design separate PLI tracks for SMEs with lower investment thresholds, simplified application processes, and sector-specific support for technology upgradation. Consider cluster-based approaches that allow SMEs to collectively meet production targets.
• Ensure Geographic Spread: Encourage companies to establish manufacturing facilities in less-developed states through differential incentives or additional benefits. This would support balanced regional development and prevent concentration in already-industrialized areas.

The PLI scheme represents a bold experiment in industrial policy that, if implemented effectively with necessary course corrections, could significantly transform India’s manufacturing landscape and economic trajectory. However, success will require sustained policy commitment, administrative efficiency, and continuous adaptation to evolving domestic and global circumstances.

References

Bio:

Sneha Chakraborty is a student, who is currently pursuing her Masters in Social Work from Tata Institute of Social Sciences. Her research interests lie in gender, climate change and livelihood.

The post Incentivizing Growth: A Policy Evaluation of India’s Production Linked Incentive Scheme appeared first on 91探花.

By Sneha Chakraborty

Executive Summary

The Jal Swavlamban Abhiyan, launched on 27th January 2016 in the north-western state of Rajasthan aimed to create a change in the waterscape of this arid state. Also called the Mukhya Mantri Jal Swavlamban Abhiyan, the policy aimed to make the villages self-reliant in relation to water sources, through the help of community participation and use of technology. By relying on the assistance of Gram Sabhas in the various villages of Rajasthan and the use of drone-assisted water body restoration plan, this multi-stakeholder policy aimed to decentralize water governance and bring about considerable change in the waterscape of this arid state.

Background

A ground report by UNICEF, United Nation鈥檚 Children Emergency Fund conducted in the Kanasar village of Rajasthan captured the lived realities of the Jal Sahelis or 鈥淔riends of the Water鈥� through one of the very poignant songs composed by these women in tribute to the solidarity they share as women and the dying water resources of Rajasthan. Rajasthan is the largest state in the country, with almost sixty one percent of the state being covered by the Thar Desert. Rajasthan is a geographically diverse state and extremely water starved with just 1.16 % of surface water and 1.72% of groundwater availability. The rainfall patterns in this state are also equally erratic, which makes the situation even more dire.

The main agenda behind the scheme was to make the villages self-reliant in terms of water availability, with the inclusion of community participation. Geo-tagging and implementation of mobile applications was done to ensure that work is carried out effectively.

Key Objectives of The Jal Swavlamban Abhiyan

• The primary objective of this scheme was to make the villages struggling with intense water supply self-reliant in relation to water resources. The policy tried to look into domestic, drinking and livestock water requirements. As these villages and the state in general face challenges in terms of groundwater and surface water, the Jal Swavlamban Abhiyan and the scientifically designed Four Waters Concept was curated to support the villages to become self-reliant with water resources.
• The Four Waters Concept, which takes into consideration rainwater, surface water, soil moisture and groundwater, provides a well-grounded approach to this policy. Through this method, small structures are built at minimal cost such as a percolation tank, which helps to restore groundwater, a liquid treasure in this country.
• The idea was also to implement the construction and use of low-cost structures such as ponds, check dams, roof top water harvesting, percolation tanks and using drip irrigation to boost the level of groundwater, which the state is facing an extreme crisis against. This was to ensure that the villages are self-reliant in terms of both drinking and domestic use of water.
• Along with water rejuvenation, the scheme aims to boost the agricultural productivity of the state. Through water preservation and controlling soil erosion with the help of intensive green cover plantation programs, increasing agricultural yield was also a primary objective of this scheme.
• Reaching water self-reliance is also marked by the increase in groundwater level, which was also a primary objective of the scheme.

What Has been Achieved So Far?

The state-led Mukhya Mantri Jal Swavlamban Abhiyan had been planned to be carried out in four phases. The campaign had aimed to cover 21, 563 villages in these four phases. The criteria for selection of the villages mostly ranged around the factor of them being sanctioned for watershed development, facing immense scarcity of water and also not having access to portable water. The first phase to fourth phase was carried out from January 2016 to October 2018, with 3529, 4200, 4248 and 4000 villages being targeted along these four phases respectively. According to official reports, an increase of 4% of groundwater was recorded, along with 4.5 million people being affected. In the first phase itself, 28 lakh plants were grown beside water bodies and green cover enhancement by plantation of 3678 Ha was fulfilled, which also helped to curb soil erosion. The number of open wells in the villages covered by the Jal Swavlamban Abhiyan also increased by 1435 from 2015 to 2017 and also a reduction of water tankers was observed in the same villages in this time frame.

Key Issues

• Erratic Weather Conditions of the State: Even as the intention of the policy was to increase the groundwater of the region, in a state like Rajasthan where the weather conditions are not predictable, it is difficult to per say change the level of groundwater in such a short time. Also as surface and portable water is so scarce, people still turn to groundwater for agricultural and drinking purposes. Even though official records such as the NITI Aayog state that there has been an overall 4% increase in groundwater and also a decrease in soil erosion, climate change and the erratic rainfall pattern in the state does not allow officials to register the growth in groundwater efficiently.
• Groundwater Overexploitation : Despite improvements, high reliance on groundwater persists for drinking and agriculture, sometimes undermining sustainability.
• Implementation Variability : The results and community engagement vary across districts; some villages lag in project completion or maintenance. Hence, even as the scheme has broadly good intentions in mind, it is difficult to implement a scheme in the similar way across all the regions and districts of the state.

Key Policy Recommendations

• Inclusion of Women as Stakeholders: Rajasthan as a state has had a history of the suppression of women rights. But, this policy is designed to include the community as a stakeholder in the process of water conservation. In this case of water scarcity, women have been active agents in the form of 鈥淛al Sahelis鈥�, who bear the responsibility of fetching water and have taken active efforts to restore the water at the 鈥渘adi鈥� or 鈥渢alaab鈥� of their village. By involving women as stakeholders, the policy shall not only take into consideration the voices of agents who are suffering due to the dearth of water but also provide a platform for women in a state, where women have been historically marginalized.
• Merging With Other State or National Level Policies: The Jal Swavlambhan Abhiyan has core themes of reducing soil erosion, increasing forest cover and also of increasing the level of groundwater. Thus, by partnering with other other policies, which work along the same lines like the Atal Groundwater Scheme, the Jal Swavlamban Abhiyan can reach further heights.
• The state government had announced last year that the Mukhya Mantri Jal Swavlamban Abhiyan 2.0 shall be launched in the remaining villages after a gap of around eight years. Around 3500 Crores shall be implemented across the 5,000 villages, which have been chosen to be a part of the first phase of this newly re-launched model of the Jal Swavlamban Abhiyan. Despite the challenges faced and issues still pertaining in several regions of Rajasthan, the vitality and pervasiveness of this policy can be comprehended by observing how this scheme is being re-introduced in the state again after eight years.

References

Tnn. (2024, February 10). After 8 years, state govt to implement MJSA again. The Times of India.

Dr. P Sudha Rani, Nalla Naresh, 鈥淚mpact of Water Concept on Agriculture in Jhalawar District, Rajasthan,鈥� August-2018 International Journal of Scientific & Engineering Research Volume 9, Issue 8

Bio:

Sneha Chakraborty is a student, who is currently pursuing her Masters in Social Work from Tata Institute of Social Sciences. Her research interests lie in gender, climate change and livelihood.

The post Jal Swavlamban Abhiyan appeared first on 91探花.

Figure 1: Illustration of the Banking Sector Image by Sirichai Puangsuwan / Source: Vecteezy

Introduction

The Banking Laws (Amendment) Bill aims to create a more current and complete regulatory framework of financial services in India by amending five key statutes: the Reserve Bank of India Act, 1934; the Banking Regulation Act, 1949; the State Bank of India Act, 1955; and the Banking Companies (Acquisition and Transfer of Undertakings) Acts of 1970 and 1980. This legislation was initially proposed as part of the Union Budget for 2023-24 with the intent to improve the governance of banks, enhance protections for depositors and investors, and ease the processes of banking for customers.

Timeline

August 9, 2024: Introduced in Lok Sabha.

December 3, 2024: Passed by Lok Sabha (Voice Vote).

March 26, 2025: Passed by Rajya Sabha.

April 15, 2025: Received Presidential Assent (Enacted as Act No. 16 of 2025).

August 1, 2025: Operationalization of governance norms (Director tenure, Substantial interest).

November 1, 2025: Implementation of new Nomination Rules (4 nominees).

Current Status: As of early 2025, the bill is part of the legislative efforts to reform the banking sector to align with the “Viksit Bharat 2047” vision.

Objectives

To Improve Governance: Enhance the quality of oversight and administration in the Indian banking system.

Provide Better Protection for Investors and Depositors: Provide increased protections for people who deposit money with a bank.

Improve Operational Efficiency: Standardizing the period for submitting reports and conducting audits relative to current industry standards.

Align Cooperative Banking Regulations with Other Banking Laws: Enable banking regulation of cooperatives, thus providing stability and continuity in leadership.

Key Provisions

The bill introduces 19 total amendments across the five Acts. The most critical highlights include:

Customers may now nominate as many as four people for their account(s) using 1 of 2 nomination methods (Discrete (distributes funds based on percentages) or Continual (the first nominated person will receive their share of funds before others)); this allows for a more simplified and quicker transfer of assets from the account owner to legal heirs

The Revised Reporting Dates for the Statutory Reporting to RBI is now changing from 鈥淓very Friday 鈥� to the last day of every fortnight, month or quarter to create consistency in Economic Data.

Directors will now have a longer tenure at Cooperatives and can serve for a maximum of Ten years instead of the previous Eight years (including the Chairperson). This aligns the Terms of Cooperative Directors with the Constitution which states that the Term shall be Five Years.

Additionally, the definition of Substantial Interest has also changed. There is now a higher Threshold for Shareholding that will be considered substantial interest. The previous Threshold was a Shareholding of 鈧�5 Lakhs; it has now increased to 鈧�2 Crores. This is due to inflation and the current Value of rupee, for which this change to be done was needed (i.e. the previous fixing of this was done in 1968).

For Auditor Remuneration, now Public Sector Banks will have the option to set the Auditor’s remuneration themselves. This will help Public Sector Banks to Widen their Search for Better Talent, as well as to determine how much they can afford to pay their Auditors, and to align Pay with Financial Capacity.

All Unclaimed Assets, including unclaimed dividends, unclaimed shares, and unclaimed interest will now be transferred to the IEPF after the end of Seven years. However, all individuals can still claim refunds should they so desire.

Finally, the Bill that will be passed will allow Directors of Central Cooperative Banks to serve on the Board of Directors of State Cooperative Banks. This will help create more Synergy between the District Level and the State Level for the Cooperative Credit Structure.

Policy Implications

Standardized liquidity: Fortnightly accounting has been introduced for liquidity calculations, therefore allowing future assessment of economic trends based upon cash balance.

Potential succession conflict: The inclusion of four nominee positions has created uncertainty in terms of who may inherit a financial institution in the event of the death or incapacity of the owner. Additionally, some suspect that these new banking regulations may have precedence over traditional state succession laws.

Federal structure concerns: There are concerns among critics that the expansion of tenure and the allowance for dual director positions on both Central Banks and State Boards of Cooperative Banks will create a concentration of power and diminish the independent nature of State Cooperative Banks.

Cybersecurity gaps: Although the bill deals primarily with the governance of cooperatives by the administrative agencies involved, there is a distinct absence of specific provisions that require the implementation of digital measures against cyber fraud, which is growing at an alarming rate.

Policy Recommendations

Streamlining Claim Procedures: When transferring money into IEPF, there should also be a simple process for the legal heirs of the deceased to claim their funds without excessive bureaucracy.

Cybersecurity Integration: Future legislation or amendment should include measures to prevent digital fraud, since the present-day losses associated with cybercrime are substantial.

Conflict of Interest Protections: Regulators must regulate the directors who sit on more than one cooperative board to ensure they do not have a vested interest in a way that alters the cooperative or credit service it provides.

Increase Credit Availability: Policies are needed to ensure that we offer student and agricultural loans the same flexibility as corporate loans as we improve the governance of all of these types of credit through increased transparency about CIBIL score and collateral requirements.

The transfer of assets to IEPF should also link to the UDGAM portal (Unclaimed Deposits – Gateway to Access inforMation), so individuals can search for shares/bonds that have been transferred when they are looking for unclaimed deposits.

Conclusion

The Banking Laws (Amendment) Bill is an important piece of legislation that reforms the Indian banking system by making it stronger and more secure than ever before. This law will also help make banking easier for consumers. The law will address many issues that have plagued this industry over time, including issues surrounding nominations and outdated thresholds for shareholding. To modernize the banking sector, such that it can compete globally as one of the top economies in the world, the Banking Laws (Amendment) Bill will help to achieve these goals. Nevertheless, how effectively the Banking Laws (Amendment) Bill will succeed in accomplishing its objectives will depend on how effectively the banking sector implements regulations, specifically regarding digital security and the safeguarding of money deposited by small depositors.

References

Report of the Standing Committee on Finance on The Banking Laws (Amendment) Bill – Lok Sabha Secretariat

Track Information on Bills (General/Banking Laws)- PRS Legislative Research

Notifications (Master Directions/Amendments) – Reserve Bank of India (RBI)

Press Releases (Ministry of Finance) – Press Information Bureau (PIB)

Legislation / Bills Search – Digital Sansad (Lok Sabha Repository)

The Gazette of India (Official Website) – Department of Publication, Ministry of Housing and Urban Affairs

About the author

Adiiti Aggarwal is a Master鈥檚 student in Economics at Shiv Nadar University, currently interning at the Jindal Policy Research Lab. She holds a Bachelor鈥檚 degree in Business Economics from the University of Delhi. Her research interests include development Economics, public policy, sustainable development, and governance.

The post The Banking Laws (Amendment) Bill, 2025 appeared first on 91探花.

Figure 1: Official advertisement detailing the features and requirements of the Sukanya Samriddhi Yojana (SSY).

Executive Summary

Sukanya Samriddhi Yojana (SSY) is a small savings scheme for girls operated through post offices and authorised banks. Uttar Pradesh is the single largest SSY market in India. As of 31 January 2025, it had 46,12,750 accounts with 鈧� 29,403.93 crore in total balances. While this scale is a strength, it also highlights the systematic gaps in regular deposits and outreach to underserved districts. The best state-level program is Mukhyamantri Kanya Sumangala Yojana (MKSY). It is a state cash transfer programme that pays 鈧� 25,000 in six stages from birth to entry into a degree/diploma, routed directly to the girl鈥檚 account. Because it requires no family deposit and uses life-stage triggers (birth, full immunisation, Class I, VI, IX, and higher-education entry), it reaches low-income and migrant families more reliably. If each MKSY milestone partly or fully credits the girl鈥檚 SSY account, families will build an education corpus with little friction and better compounding.

Background

Sukanya Samriddhi Yojana allows a guardian to open an account for a girl until she turns 10. The minimum annual deposit is 鈧� 250, and the maximum is 鈧� 1.5 lakh. Accounts can be opened at post offices and authorised banks. A partial withdrawal is allowed for higher education

account matures at 21 years, or it can be closed after the girl turns 18 if she marries. Interest is compounded annually. The current notified interest rate is 8.2% per year as of 2025, which compares well with many fixed deposits. The National Savings Institute, within the Ministry of Finance, publishes the official rules and rate circulars for SSY. Stakeholders include the Women and Child Development, Finance, India Post, authorised banks, School Education, ICDS and Anganwadi networks, district administrations, panchayats, self-help groups, and families.

Scheme Architecture and Process

• Where to open: SSY accounts can be opened at all India Post branches and authorised banks across Uttar Pradesh. Transfers are allowed when families move, which matters in high-migration districts.
• Entry and KYC: Birth certificate plus standard KYC for the guardian. Aadhaar and PAN rules apply as per the operating guidelines.
• Payment cadence: Families can deposit either in lump sums or in small amounts. Deposits are permitted for 15 years from account opening. To cut the number of accounts that become irregular, encourage auto debit at the time of opening, and set up reminders.
• Convergence lever: Mukhyamantri Kanya Sumangala Yojana (MKSY) pays cash at life stages such as birth, full immunisation, and entry to Class I, VI, IX, and Class XII or degree admission. The state can route part of each tranche into the girl鈥檚 SSY and leave a small amount as cash for immediate needs. Income caps and the two-daughter rule already target poorer households and keep the focus on girls who benefit most.

Uttar Pradesh: Where the policy currently stands

• Scale: 46,12,750 SSY accounts and 鈧� 29,403.93 crore in balances as on 31 January 2025. Uttar Pradesh leads on both accounts.
• Momentum: District postal drives show that 鈥淪ampoorna Sukanya Gram鈥� campaigns can lift coverage quickly. The idea is simple. Every eligible girl in a village or ward gets an SSY account, and staff revive dormant or irregular accounts during the drive. Uttar Pradesh can standardise this approach and repeat it across low-coverage blocks.

Key Issues

1. Deposit regularity: Families often deposit around festivals or after harvests. Many accounts miss a year and become irregular. The Auto-debit system and timed nudges can enhance consistency without putting additional burden on families.
2. Mobility and transfers: Migrant families shift districts. Transfers are allowed, but staff support and awareness are uneven, so families get stuck.
3. Documentation gaps: Guardians sometimes lack a birth certificate or a complete KYC. If hospitals and Anganwadis make an SSY 鈥渙ffer-at-birth鈥�, the drop-off rate will fall.
4. Convergence gaps: Mukhyamantri Kanya Sumangala Yojana milestones are not yet linked, by default, to SSY seeding or top-ups. This leaves compounding benefits untapped.
5. District disparities: Tribal and eastern districts often show lower account density relative to eligible cohorts. These areas need targeted school-based and community-based camps.

Policy Recommendations

To address these systemic gaps, the following five policy actions can materially improve both coverage and deposit regularity.

1. Auto-offer at birth and school entry: Build an SSY 鈥渙ffer and open鈥� step into birth registration and public and empanelled hospitals, into ICDS or Anganwadi onboarding, and into admissions to Class I. Use pre-filled forms and on-site e-KYC so families can finish in one sitting.
2. Route MKSY benefits into SSY: Issue a joint Government Order from Women and Child Development and Finance that mandates SSY seeding when approving MKSY and allows part or all of each MKSY tranche to credit the SSY directly. A simple split works well. For example, 80 percent into SSY and 20 percent as cash for immediate needs. Published district dashboards that show how many MKSY payments flowed into SSY and the rupee value.
3. Run 鈥淪ampoorna Sukanya Gram鈥� and 鈥淪ampoorna Sukanya Ward鈥� on a large scale: Hold quarterly saturation drives with India Post and authorised banks. Give Gram Panchayats and urban wards that reach 100 percent SSY coverage among eligible girls a certificate. Put these results on a public leaderboard to create healthy competition.

• Revive irregular accounts: Send quarterly SMS or IVR reminders a few weeks before the main deposit window. Hold a one-time camp that waives revival fees. Promote auto- debit with a 鈥渟kip one quarter鈥� option so seasonal workers are not penalised.
• Make transfers easy: Create a one-page 鈥淢ove your SSY鈥� form at every post office and bank. Fix a turnaround time of seven working days. Set up helplines in districts with high migration and publish performance reports.
• Encourage small, regular deposits: Shape state messaging around 鈧� 250 to 鈧� 500 a month rather than one-time large deposits. Work with women’s self-help groups and school PTAs to collect and batch-deposit small amounts. Track the share of accounts that deposit at least 鈧� 1,000 a year as a headline outcome.

Implementation Considerations

1. Actors: Women and Child Development leads and coordinates Finance to sign the orders. India Post and authorised banks open accounts, handle transfers, set up auto- debits, and run revival camps. School Education and ICDS offer SSY at school admission and Anganwadi enrolment. District Magistrates chair the drives. Panchayats, urban bodies, SHGs, and PTAs bring families in.
2. Resources: Designate a dedicated person in each district for WCD, India Post, and the bankers鈥� committee. Build a simple map so MKSY credits can flow into SSY. Put a one-page online transfer form on every site鈥攂udget for SMS and IVR reminders and basic camp materials. Use existing IEC and DBT heads.
3. Risks and mitigation: Many families still do not know the process, move often, or tire of deposits. This can be fixed with school and Anganwadi messaging, a seven-day transfer promise, auto-debit with a pause button, and seasonal reminders. Reconcile MKSY to SSY credits each month.
4. Partnerships: Lean on Self-Help Groups, Parent Teacher Associations, Non-Governmental Organisations, and local media to spread the word, help collect small deposits, and advertise camp dates.

Conclusion

Uttar Pradesh already leads India on Sukanya Samriddhi by sheer scale. The next step is to ensure that these accounts grow consistently into a reliable education corpus. The state can do

this by building SSY into everyday touchpoints that families already use. Offering the account at birth registration and school admission, and routing a portion of each Kanya Sumangala tranche straight into SSY while retaining a small cash share for immediate needs. Making it easy to set up auto-debit and just as easy to pause it for seasonal workers, and also simplifying transfer and enforcing a clear turnaround time for migrant families. Run quarterly saturation drives so every eligible girl in a village or ward has an active account, and revive the ones that have gone irregular. These reforms together can turn Uttar Pradesh鈥檚 scale advantage to equitable financial empowerment for every girl.

Bibliography

Department of Economic Affairs, Ministry of Finance, Office Memorandum: Revision of interest rates for Small Savings Schemes for Q3 FY 2025-26 (1 Oct to 31 Dec 2025), F.No.1/4/2019-NS, 30 September 2025 (PDF)

accessed 11 October 2025.

Government of Uttar Pradesh, Mukhyamantri Kanya Sumangala Yojana benefits page accessed 11 October 2025; eligibility page accessed 11 October 2025.

National Savings Institute, 鈥業nterest Rate on National Savings Schemes鈥� accessed 11 October 2025.

National Savings Institute, Statement Showing State-wise SSA Data in Department of Posts and Banks as on 31.01.2025 (PDF) accessed 10 October 2025.

National Savings Institute, 鈥楽ukanya Samriddhi Account Scheme 鈥� Official Features鈥� accessed 11 October 2025.

Press Information Bureau, 鈥�19,535 villages declared as 鈥淪ampoorna Sukanya Gram鈥濃�� (20

December 2021)

accessed 11 October 2025.

Times of India (Prayagraj edition), 鈥楶ostal dept intensifies Sukanya Samriddhi Yojana campaign in Prayagraj鈥� (report on 鈥淪ampoorna Sukanya Gram鈥�), last week, accessed 11

October 2025.

About the author

Aashi Kaura is a second-year BA LL.B student at Jindal Global Law School with interests in human rights law, international humanitarian law, and social justice.

The post Sukanya Samriddhi Yojana In Uttar Pradesh appeared first on 91探花.

(Source: )

Executive Summary

Despite the scale of the coaching industry in Rajasthan, most institutes operated without standardised rules, uniform regulations, or adequate safety measures. Issues such as

overcrowded classrooms, unreliable teaching quality, lack of mental-health support, and poor infrastructure have raised serious concerns for student welfare.

The Rajasthan Coaching Centres (Control and Regulation) Bill, 2025, aims to address these gaps by mandating registration, setting basic standards for tutors and infrastructure,

introducing safety and counselling requirements, and enforcing transparency in fees and operations.

While the Bill marks an important step towards regulating the sector, its success depends on enforcement to ensure uniformity, safety, and genuinely student-friendly practices across the state.

Background

Rajasthan is the largest state in India, but in terms of literacy rate, it is one of the lowest, with only a 75.8% literacy rate. However, this narrative shifts when the focus turns to the state鈥檚 coaching ecosystem. Kota, in particular, attracts thousands of student from across the country every year for preparation of JEE and NEET examinations, making it the coaching capital of the country.

To provide better academic support with career counselling, and control as well as regulate the coaching centres, the Rajasthan Legislative Assembly passed this Bill on September 3, 2025.

Key Features of the Policy

1. The bill mandates the coaching institutes to obtain a registration certificate from the District Committee. Centre sharing multiple branches will be treated as a separate centre and will have a separate application for registration.
2. To improve academics, the bill mandates graduation as the minimum educational qualification for tutors, requires institutions to maintain a healthy teacher-student ratio, and restricts coaching classes to be conducted during the regular school hours.
3. Apart from academic regulation, the bill regulates fee-related practices where students often face exploitation. It prohibits an increase in fee during the duration of the course. It also requires the coaching centres to refund fees for unutilised classes, including the hostel and mess charges.
4. The bill recognises growing concerns around students鈥� mental health and thus mandates psychological support. It requires the centres to have a mechanism for assisting students.

Penalties

Policy Recommendations

1. The bill is in the interest of students and could significantly change how the coaching industry has been functioning so far. For instance, Clause 12(5) specifies that coaching institutions should inform students about career options. This provision enables students to explore alternative career options rather than being limited to medicine and engineering pathways. However, for this to be effective, coaching centres will have to base their counselling on proper research rather than treating it as a formality. Such counselling should involve analysis of emerging employability trends, the level and nature of competition within different fields, and relevant labour market data.

Clause 12(4) mentions the option of taking an aptitude test by the students before enrolling in a coaching centre. The test will help the students and parents to set realistic goals. However, the bill only suggests this and does not make the tests mandatory; therefore, the clause should be amended to require a compulsory aptitude test before enrolment. An aptitude test can provide families with a better understanding of students鈥� reasoning ability and areas of interest, thereby reducing the pressure of following the traditional pathways of success.

The aptitude test should not align with the entrance examinations currently conducted by coaching institutes, as it will force students to prepare even before enrolling. The aim of the test should be to offer a clear understanding to students of their natural strengths.

(Source: )

• The bill mentions and mandates various infrastructural norms. However, even if these norms are followed, there is no clarity whether centres have trained personnel to ensure that these requirements are effectively implemented. In addition, several provisions lack clear definitions, which makes their interpretation vague and open-ended.

For instance, Clause 10(b) mentions maintaining fire safety norms, but it fails to specify the requirement of trained individuals responsible for fire safety. For example, even if a centre installs all necessary fire extinguishers, in case of an emergency, they would be of no use unless someone knows how to operate them. Secondly, fire extinguisher generally has a lifespan of 5-10 years, but the bill does not clarify who will be responsible for ensuring that they remain functional and up to date.

Another infrastructure-related issue is that Clause 10(f) mentions that CCTV should be fitted 鈥渨herever required鈥�. However, the definition of 鈥渞equired鈥� remains vague. This lack of clarity creates ambiguity regarding whether CCTV installation applies to classrooms, corridors, or washrooms. The bill also does not specify who will have access to CCTV recordings. As a result, concerns arise regarding the protection of students鈥� privacy and the possibility of footage being easily accessible to staff members or misused through online platforms.

• Clause 14 majorly focuses on assisting students who are under stress or seeking career guidance through counselling or psychologists. It encourages centres to provide access to career counsellors and psychologists to students. However, the clause does not specify any criteria or qualifications needed for the mental health professionals, leaving scope for merely formal compliance. While the bill prescribes that tutors must have at least a bachelor鈥檚 degree, the absence of similar criteria for counsellors and psychologists should be addressed through amendments.

Source: https:// after-gas-leak-sparks-protests-enn24121604728

Conclusion

Overall, the bill represents a significant step in improving the students welfare within the coaching industry of Rajasthan. However, several provisions are open to interpretation, particularly infrastructural and mental-health related. The effectiveness of the bill will depend on regular inspections, clear guidelines and consistent monitoring by the authorities.

Nevertheless, it is the stepping stone towards reforming the coaching centre industry that has long operated without such set standards.

About Author

Aditya Singh Rathore is a second-year student at 91探花 pursuing a major in Journalism and Media Studies and a minor in International Relations.

Works Cited 

• Gupta, Cherry. 鈥�Top 10 Indian States/UTs with Highest and Lowest Literacy Rates: Mizoram Becomes 1st 鈥楩ully Literate鈥� State.鈥� The Indian Express, 6 June 2025,
• indianexpress.com/article/trending/top-10-listing/top-10-indian-states-highest-lowest- literacy-mizoram-full-literate-2025-10018981/.
• 鈥淚ndia Demographics.鈥� Worldometer,  
• Rajasthan Legislative Assembly. The Rajasthan Coaching Centres (Control and Regulation) Bill, 2025. Bill No. 11 of 2025, assembly.rajasthan.gov.in/Containers/Legislation/GovernmentBills.aspx.

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