ਅਸੀਂ ਕਿਵੇਂ ਸ਼ਾਸਨ ਕਰਾਂਗੇ · ਪ੍ਰਸਤਾਵ

ਸ਼ਾਸਨ ਓਪਰੇਟਿੰਗ ਸਿਸਟਮ ਹੈ, ਅੱਠਵਾਂ ਮਿਸ਼ਨ ਨਹੀਂ

ਇਹ ਸੱਤਾਂ ਮਿਸ਼ਨਾਂ ਹੇਠ ਹੈ। ਇਹ ਪੰਨਾ ਦੱਸਦਾ ਹੈ ਕਿ ਫ਼ੈਸਲੇ ਕਿਵੇਂ ਹੋਣਗੇ, ਪੈਸਾ ਕਿਵੇਂ ਕੰਟਰੋਲ ਹੋਵੇਗਾ, ਪ੍ਰੋਗਰਾਮ ਕਿਵੇਂ ਚੱਲਣਗੇ, ਪਹਿਲੇ 100 ਦਿਨਾਂ ਵਿੱਚ ਕੀ ਹੋਵੇਗਾ, ਅਤੇ ਸੰਗਠਨ ਅੱਜ ਖ਼ੁਦ ਕਿਵੇਂ ਜਵਾਬਦੇਹ ਹੈ।

EN · ਹਾਲੇ ਅਨੁਵਾਦ ਨਹੀਂ — ਅੰਗਰੇਜ਼ੀ ਵਿੱਚ ਦਿਖਾਇਆ

Principles

Sixteen operating commitments

Transparency

Every major programme publishes owner, baseline, target, deadline, budget, dependencies, risks, status, expected outcome, measurement method and last-updated date. Missing fields are shown as missing, not hidden.

Public finance

No commitment enters the backlog without Year-1 cost, five-year cost, capex/recurring split and a named funding source. Unfunded items are flagged in red on every view.

Procurement

Open tenders by default; award criteria published before bidding; contract summaries published after award. Single-source justifications are public.

Institutional accountability

One accountable owner per initiative, expressed as a role. Roles change; accountability does not lapse.

Independent audit

Annual external audit of both organisational finances and outcome data. Audit findings published unedited with the organisation's response.

Programme management

10-year outcomes → 3-year missions → annual OKRs → quarterly programme increments → 2-week sprints → Kanban → measurement → retrospective → reprioritisation.

Centre–state coordination

Every policy classifies responsibility as Union, State, Local or Shared. We do not pretend the Union can fix a State subject alone.

Local-government capability

Programmes that depend on urban local bodies or panchayats include capacity-building as a costed dependency, not an afterthought.

Regulatory simplification

Regulatory burden is measured (time, cost, steps) before and after reform. Simplification claims without measurement are not counted.

Grievance resolution

Implementation feedback from districts feeds the Kanban directly; grievance volumes and resolution times are published.

Data quality

Every metric observation carries source, methodology, geography, confidence and evidence class. Observations are append-only; corrections add a revision, never overwrite.

Open data

All public metrics are available via a documented API and bulk download. Machine-readable first, PDFs second.

Evaluation

Pilots are pre-registered with kill and scale criteria. Independent evaluators are selected before launch and their reports are published whole.

Administrative reform

Administrative process changes are run as two-week sprints with measured cycle-time outcomes.

Rule of law

Every intervention states its constitutional and statutory authority. Outside political focus never means outside the Constitution.

Conflict-of-interest management

Leadership, mission leads and Labs reviewers file public interest disclosures. Recusal is logged and published.

First 100 days

What happens first, who does it, and what it depends on

Reviews, baseline validation, consultations and administrative actions that need no new law. Each has a responsible institution and a stated dependency.

Weeks 1–2
Appoint the seven mission leads and publish their remits, disclosures and the Council's guard-rails.
Owner
Council
Depends on
None — internal.
Weeks 1–4
Commission independent baseline validation for every headline metric that lacks a published national series (emergency access, verified SAIDI, re-submission rate, MSME compliance cost).
Owner
Pragati Shakti Labs with NSO/NHSRC/CEA as data partners
Depends on
Data-sharing agreements; procurement of independent evaluators.
Weeks 2–6
Convene the Inter-State Council and NITI Aayog Governing Council to agree which Year-1 pilots each State will host and on what matching terms.
Owner
Union Cabinet Secretariat
Depends on
State consent; no pilot starts in a State that has not signed.
Weeks 4–8
Publish the Year-1 fiscal envelope for the seven missions within the existing Budget, with every reprioritised line named.
Owner
Ministry of Finance
Depends on
Parliamentary approval through the Budget or a supplementary demand.
Weeks 4–10
Open the first public consultations (airshed plans; emergency-care standard) with pre-published questions and a dated response commitment.
Owner
Mission leads
Depends on
Consultation portal live.
Weeks 6–12
Administrative actions that need no legislation: publish DISCOM hours-of-supply data monthly, adopt the open-data standard for Union datasets, start PHC waiting-time measurement in volunteer facilities.
Owner
Respective ministries
Depends on
Executive orders only.
Day 100
First public delivery review: what was started, what slipped, what was stopped, and the corrected Year-1 plan.
Owner
Council, in public session
Depends on
None.

Authority and dependencies

What each kind of commitment needs before it can happen

A promise is only as good as the authority behind it. Every commitment on this site falls into one of these categories.

Legislation by Parliament

Business-closure reform (Companies Act / IBC interaction)
Consent framework for 'tell us once' data reuse
Statutory basis for independent outcome audit

Cannot be delivered by the executive alone; timing depends on parliamentary majority and committee scrutiny.

Budget approval

Every programme with a Year-1 cost — nothing is spent without a voted grant
State matching funds voted by State legislatures

A commitment without a voted appropriation is flagged unfunded on every page.

State cooperation

Emergency-care facility upgrades (health is a State subject)
Teacher-practice trials
DISCOM reliability verification
Groundwater recharge

Pilots run only in consenting States; results are published State by State so cooperation is visible.

Local implementation

PHC waiting-time measurement
Urban airshed measures
Last-mile ambulance access

Local-body capacity is a costed dependency, not an assumption.

Executive action only

Publishing existing data
Adopting open-data standards for Union datasets
Commissioning baseline studies

Fastest path; used for the first 100 days.

Fiscal framework

How costs are stated and how trade-offs are shown

Rules

1.Pilot costs and nationwide rollout costs are always shown separately; a pilot's cost never implies a rollout commitment.
2.Every programme states Year-1, five-year and (where relevant) ten-year cost, split into capital and recurring, with the funding source named.
3.Recurring obligations (staff, maintenance, subsidies) are the binding constraint and are shown per year, not folded into a headline total.
4.Funding options are listed in order of preference: reprioritisation within existing envelopes; efficiency savings with a measurement plan; new revenue; borrowing — each with its trade-off stated.
5.Assumptions (unit costs, uptake rates, State matching) are labelled as assumptions and revised when pilot data arrives.
6.The fiscal deficit path and debt-to-GDP trajectory are published alongside the programme; no mission may be funded by an unstated deterioration in either.

Trade-offs stated openly (examples)

Spending on emergency-care upgrades competes with primary-care screening; the pilot exists to test which yields more mortality reduction per rupee.
Cold-chain subsidies risk stranded assets if demand aggregation fails; hence a demand-side pilot before capital spend.
Compute for AI research (PS-016) is large, capital-heavy and unfunded; it stays blocked until a funding line is identified.

Costs on this site are indicative and labelled as assumptions until validated. Pilot costs never imply a rollout commitment.

Democratic decision-making

Metrics inform decisions. They do not make them.

How elected representatives, public consultation and institutional oversight interact with expert mission teams.

Elected representatives

Set priorities, vote budgets and legislation, and can overrule any expert recommendation. Metrics inform their choices; they do not replace them.

Public consultation

Every policy passes a consultation stage with pre-published questions; the response document is published with reasons for each accepted or rejected point.

Institutional oversight

Parliamentary committees, CAG audit, courts and regulators retain full authority. Programme dashboards are inputs to their scrutiny, not substitutes for it.

Expert mission teams

Design options, run pilots, measure results and recommend. They own delivery, not the choice of values.

When values conflict

Measurement can show what a policy does; it cannot settle whether the outcome is worth its cost to other priorities or rights. Those disagreements are decided by the elected level, in public, with the evidence on the table.

Measurement safeguards

National averages can hide people being left behind

Independent verification

Headline metrics are verified by an evaluator selected before the programme starts, with a pre-registered method. Self-reported administrative data is labelled as such.

Distributional reporting

Every headline metric is also published by State, by rural/urban, by income quintile where the survey allows, and by gender. A national average that improves while the bottom quintile worsens is reported as a failure.

Anti-gaming checks

Output measures are never used as outcome proxies without evidence of correlation (see WDW-003). Anomaly detection flags facilities or districts whose reported numbers move implausibly; flagged units are audited, not celebrated.

Series breaks stated

When a survey's method changes (e.g. PLFS from 2025) the break is shown on the chart and the two series are not compared as if continuous.

Corrections are public

Errors are corrected by appending a revision, never by overwriting; the corrections log is a first-class page.

Continuity and emergencies

A focused programme still has to run the whole government

Everything else still runs

Seven missions are where discretionary capacity and new money are concentrated. Railways, policing, courts, pensions, foreign affairs and every other function continue under their existing ministries, budgets and accountability. Focus means not launching new flagships everywhere, not neglecting existing duties.

Emergencies

Disasters, epidemics, security incidents and financial shocks are handled by the existing statutory bodies (NDMA, health emergency structures, CCS, RBI/MoF) under their own protocols. The Council can pause or re-sequence mission work to free capacity; it cannot bypass those bodies.

Fast-track without bypass

An urgent issue can jump the backlog, but it still needs a problem statement, legal authority, an owner and a measurement plan — written in days rather than months, and published.

Service continuity in transition

No programme replaces a working service before its successor has passed pilot criteria and a handover plan is published.

Accountability

Every major programme must identify

OWNERBASELINETARGETDEADLINEBUDGETDEPENDENCIESRISKSCURRENT STATUSEXPECTED OUTCOMEMEASUREMENT METHODLAST UPDATED

Every commitment answers

What?
Why?
Who owns it?
What is the baseline?
What is the target?
When?
How much?
Who pays?
How will it be measured?
What could fail?
When will we stop it?
What actually happened?

The core test

1. Does it solve a measurable problem?
2. Can government legitimately affect the outcome?
3. Can we measure whether it worked?
4. Is it important enough to consume limited government capacity?

If not: do not automatically add it to the roadmap.

Federalism

Who can act?

Not every public-policy problem belongs to the Union government. Each programme is classified Union, State, Local or Shared. Below is the relevant level for each mission; every policy page carries its own breakdown.

Health

ਰਾਜPublic health and hospitals are a State subject (Seventh Schedule, List II, Entry 6).
ਕੇਂਦਰUnion acts via centrally sponsored schemes, medical education regulation, drug regulation and disease control.
ਸਥਾਨਕUrban local bodies and panchayats run primary facilities and sanitation in many states.

Education & Skills

ਸਾਂਝਾEducation is on the Concurrent List (List III, Entry 25); both Union and States legislate.
ਸਥਾਨਕSchool management committees and local bodies influence day-to-day operation.

Climate, Energy & Water

ਰਾਜWater supply, irrigation and drainage are State subjects; electricity is Concurrent.
ਕੇਂਦਰInter-state rivers, national grid, environmental standards and climate commitments.
ਸਥਾਨਕUrban local bodies own water distribution, waste and drainage.

Agriculture & Food Systems

ਰਾਜAgriculture is a State subject (List II, Entry 14).
ਕੇਂਦਰTrade, price support, research (ICAR), insurance schemes and inter-state markets.
ਸਥਾਨਕPanchayats manage minor irrigation and local storage in many states.

Technology & Digital State

ਕੇਂਦਰTelecom, IT, space, atomic energy, defence technology and national data standards.
ਰਾਜMost citizen-facing services (land, certificates, licences) are State-run.
ਸਾਂਝਾInteroperability requires joint standards and consent frameworks.

Defence & Strategic Security

ਕੇਂਦਰDefence is exclusively a Union subject (List I, Entry 1).
ਰਾਜStates host industrial corridors, skilling and veteran services.

Economy, Jobs & Taxation

ਕੇਂਦਰIncome tax, customs, GST Council co-chair, monetary/fiscal framework, trade.
ਰਾਜState GST share, land, labour (concurrent), local business regulation.
ਸਥਾਨਕTrade licences, property tax, building permissions.

Programme management

A simple public rhythm

Annual goals
Each year, every mission publishes a short list of measurable goals for the year.
Quarterly reviews
Every three months, a public review of what moved, what slipped, what stopped.
Fortnightly delivery reviews
Every two weeks, mission teams review the work board and update it in public.
Public work board
Every initiative on one board, from idea to delivered, with its owner and status.

Full methodology (OKRs, programme increments, sprints, WIP limits) is in the governing programme.

WIP limits

Government should not launch hundreds of simultaneous flagships. Each Kanban stage has an explicit limit; breaches are shown in red.

Prioritisation

Citizen impact × urgency × evidence × feasibility × fiscal sustainability × time to impact ÷ complexity — a decision-support framework, never a mechanical rule.

Definition of done

Not money allocated, a law passed, a scheme announced, a building inaugurated or a press conference held. Done means a measured outcome.

Policy entry filter

Five questions before anything enters the backlog

1
Is there a measurable public problem?
If not: Do not manufacture one.
2
Does government have legitimate authority to act?
If not: Government intervention may be inappropriate.
3
Does the issue materially affect one of the seven missions, fundamental rights, public safety, national security or rule of law?
If not: Assign low priority.
4
Is there evidence that intervention can improve the outcome?
If not: Research or pilot before nationwide commitment.
5
Can success be objectively measured?
If not: Define the outcome before launching a programme.

Proposed government organisation

Multidisciplinary mission teams, not a shadow government

This is the structure a Pragati Shakti government would use. It is distinct from the organisation as it exists today — see About.

Pragati Shakti Council
7 National Missions
Mission Lead
Policy · Economics · Data · Technology · Legal · Programme Management · Domain Specialists
State Teams
District / Local Feedback
Citizen + Expert Input

Every initiative has one accountable owner, expressed as a role.

The national leader is not the approval bottleneck. Mission leads own their backlog within the Council's published guard-rails.

State teams and district feedback loops feed the Kanban directly; citizen and expert input enters through the participation workflow.

Organisational governance

How Pragati Shakti governs itself today

These rules apply to the organisation now, whether or not it ever holds office. Kept separate from the seven public-policy missions.

Internal elections

Office-bearers at every level elected on fixed terms by secret ballot; results and turnout published.

Leadership rotation

Term limits for Council seats and mission leads; no one holds a role indefinitely.

Conflicts of interest

Annual public disclosure for Council, mission leads and Labs reviewers; recusals logged.

Financial controls

Dual authorisation above a published threshold; quarterly statements; annual external audit.

Candidate standards

Published eligibility and vetting criteria applied identically to all, including relatives of office-bearers.

Ethics

Code of conduct with an independent ethics panel; decisions published with reasoning.

Whistleblower protection

Protected channel with external ombudsperson; retaliation is a disciplinary offence.

Internal audit

Standing internal audit function reporting to the Council, not to the leadership it audits.

Organisational transparency

Donations, expenditure, procurement, disclosures and audit findings published on this platform.

Disciplinary procedure

Written charges, right to respond, independent panel, published outcome.

Succession

Pre-defined interim succession for every senior role; leadership is replaceable by design.

Cybersecurity

Independent penetration testing annually; incident disclosure policy published.

Data protection

No sensitive-identity profiling of citizens. Data minimisation, purpose limitation and retention limits documented.