دانلود کتاب State Capability in India

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Cover
State Capability in India
Copyright
Dedication
Foreword
Preface
About the Book
Contents
Part I Introduction
1 Introduction
1.1 State Capability
1.2 Determinants of Development Outcomes
1.3 Weakness in Policymaking and Program Design
1.4 Weakness in Implementation
1.5 Public Policy Design and Implementation in Perspective
1.6 Scope of the Book
1.7 Structure of the Book
2 State Capability: A Conceptual Overview
2.1 What Is State Capability?
2.2 Policy vs. Execution
2.3 The Difference Between Policymaking, Program Formulation, and Program Implementation
2.4 Flexibility Is Essential—​but May Be Impossible
2.5 The Overlap Between Policy Design and Execution
2.6 Addressing State Capability Failures
Part II The Institutional Design of the Indian State
3 Constitutional Provisions and Structure of Government
3.1 Constitutional Provisions on the Executive
3.2 Ministerial Responsibility
3.3 Organizational Structure—​Who Rules India?
3.4 Regulatory Bodies
3.4.1 Constitutional Position of Regulatory Bodies
3.4.2 The Need for Regulatory Bodies: A Conceptual Overview
3.4.3 Regulation Through the Traditional State
3.4.4 Independent Regulators
3.4.5 Increasing Influence of the Legal Aspect
3.4.6 Trade-​Off Between Consultative Processes and Conventional Political Representation
3.4.7 Advantages and Disadvantages of Independent Regulators
3.4.8 Regulatory Institutions: An Economic Analysis
4 Personnel of the Indian State
4.1 The Higher Civil Services
4.2 The Design of the AIS
4.3 The Intermediate and Lower-​Level Services
5 Civil Service Effectiveness: An Assessment
5.1 Criteria of Effectiveness
5.2 Assessing Effectiveness of the Indian Civil Service
5.3 Causes of Poor Performance
5.4 Misaligned Incentive Structure
5.5 Recent Trends Affecting the Civil Service
Part III State Capability Challenges and Weaknesses
6 The Size of the Indian State
6.1 The Bloated State?
6.2 How ‘Bloated’ Is the State: A Reality Check
6.3 Why Does Much of the State Remain Thin?
6.3.1 Litigation on Personnel Management
6.3.2 Long Delays in Recruitment
6.3.3 Unpredictable and Hidden Fiscal Costs of Personnel
6.4 What Are Possible Solutions to the Thin State?
6.5 Recognizing the Reality
7 Challenges in Policymaking
7.1 Why Does India Underperform in Policymaking?
7.2 Good Policymaking Process: A Conceptual Overview
7.3 Translating Theory into Practice—​Managing the Trade-​Offs
7.4 Weaknesses in India’s Public Policymaking
7.4.1 Excessive Fragmentation in Thinking and Action
7.4.2 Excessive Overlap Between Policymaking and Implementation
7.4.3 Inadequate Non-​Governmental Inputs and Informed Debate
7.4.4 Lack of Systematic Analysis and Integration Prior to Policymaking
7.5 Specialist vs. Generalist—​or Specialization of the Generalist
8 Decision Paralysis
8.1 The Problem
8.2 Judiciary
8.3 RTI and Its Effect on Civil Service Behaviour
8.4 Vigilance and Investigative Agencies
8.5 Comptroller and Auditor General
8.6 Finance Function
9 Challenges in Execution
9.1 Execution in Perspective
9.2 The Systems Approach to Public Service Delivery
9.2.1 Problems at the Frontline
9.3 The Paradox of Elections and Census
9.4 Coordination vs. Empowerment
Part IV Possible Solutions
10 Addressing Policymaking Challenges—​I
10.1 Structural Reforms
10.1.1 Reduction in Fragmentation
10.1.2 Separating Policymaking From Implementation
10.1.3 Decentralization/​Enhanced Delegation of Authority
10.2 Improving Integration and the Flow of Knowledge From Outside Government
10.3 New Public Management Approaches
10.4 Performance-​Based Incentives in Government
10.4.1 Quantification and Measurement Problems
10.4.2 The Administrative Uncertainty Principle
10.4.3 The Moral Issues With Public Service Delivery
10.4.4 Institutional Culture, Incentive Distortions, and Unintended Effects
10.4.5 Maintaining Credibility
10.4.6 Scale Dynamics
10.4.7 Conclusion
10.5 Other Reform Ideas
10.5.1 Restrict Civil Service Entry to Those Who Have Completed a Course in Public Administration?
10.5.2 Creation of Civil Services Board/​Enacting a Civil Services Act?
10.5.3 Curb Post-​Retirement Opportunities by Aligning Retirement Ages
10.5.4 Training in Specific Skills Using Modern Online Learning Technology
10.6 Personnel Management
10.6.1 Career Progression—​the ‘Informed Generalist’
10.6.2 Reforming Appointments/​Postings
10.6.3 Promotions into All India Services
10.6.4 Reforming Empanelment
10.6.5 Lateral Entry
11 Addressing Policymaking Challenges—​II: Overcoming Decision Paralysis
11.1 Judicial Action
11.2 The Oversight Agencies
11.3 Regulatory Institutions: Future Evolution
11.4 The Minimum Viable Product Approach
11.4.1 MVP in Government
11.4.2 Why the MVP Approach?
11.5 Designing for Scaling of Complex Public Policies
11.6 Simplifying Policy Design
12 Becoming Better Policymakers—​Behavioural Change
12.1 Bridge the ‘Trust Deficit’
12.2 Enabling Legitimate Private Benefit Is Good Public Policy
12.3 Logic Is Sometimes an Enemy of Prudence
12.4 The World Is Second Best, at Best
12.5 Comfort With Holding Multiple Hypotheses About an Issue
12.6 Comfort With Ambiguity
12.7 Detachment From ‘Achievements’
12.8 Not Generalizing From a Few Experiences or Data Points
12.9 Top–​Down vs. Bottom–​Up Perspectives on State Capability
12.10 Difference Between Partial and General Equilibrium
12.11 Beware of the Law of Unintended Consequences
12.12 Policymaking Is Often About Iterating With a Draft Solution
12.13 Negotiating Policy Choices
12.14 Policies Generally Generate Probabilistic and Not Binary Outcomes
12.15 Willingness to Make Bayesian Updations
12.16 Follow Rational Scepticism
12.17 Tolerate Failures and Allow ‘a Million Marginal Revolutions’
12.18 Avoid the Predecessor–​Successor Syndrome
12.19 Personal Effort Is Not Systemic Improvement
12.20 ‘Do No Harm’ Principle
12.21 Just Improve Basic Administration
12.22 Development Is Very Hard, a Little Humility Would Do No Harm!
12.23 Making the Behavioural Changes Happen
13 Addressing Execution Challenges—​I
13.1 Strengthening Supervision
13.1.1 Improving Traditional Methods of Supervision
13.2 Electronic Monitoring Systems
13.2.1 Conceptual Challenges
13.2.2 Design Challenges
13.2.3 Incentive Distortions
13.2.4 Possible Solutions
13.3 Delivery Units
13.4 Greater Emphasis on the Qualitative Dimension of Accountability
13.5 Enhanced Delegation and Discretion
13.6 Use of Social Media
13.6.1 Suggestions on Managing Social Media
13.7 Use of Consultants and Advisors
13.7.1 A Balanced Approach
13.8 The Enforcement–​Harassment Trade-​Off
13.8.1 Data Analytics: Weak vs. Strong Signals
13.8.2 Lessons for Enforcement Systems Design
14 Addressing Execution Challenges—​II: Personnel, Procurement, and Permits
14.1 Personnel Management: Transfers and Postings
14.2 Procurement
14.2.1 The Rule Framework
14.2.2 Can Corruption Be Reduced by Legal/​Procedural Reform?
14.2.3 Efficiency Issues
14.2.4 Possible Improvements in the Procurement Procedure
14.2.5 To Tighten or to Loosen?
14.3 Permits and Licences
14.4 The Real Solution
15 Addressing Execution Challenges—​III
15.1 Outsourcing and PPPs
15.2 Audits, Ratings, and Certification
15.3 Digitization/​E-​Governance
15.4 Evaluating Programs
15.4.1 The Case for Evaluations
15.4.2 Limitations of Evaluation
15.4.3 Institutional Architecture for Evaluation
15.4.4 Ensuring Rigour in Evaluations
15.4.5 RCTs and Their Limitations
16 A Practical Approach to Better Capability
16.1 Encouraging Positive Deviances
16.2 Promoting Anchor Interventions
16.3 Making Disruptive Changes
16.4 Identifying and Using the Cumulative Effect of Multiple Factors
16.5 Keeping Expectations Realistic
16.6 Epilogue
About the Authors
Index