Conference Agenda

India's Digital Public Infrastructure, which includes prominent tools such as Aadhar, Unified Payments Interface (UPI), Digital Payments, and Digilocker, is collectively known as "Stack India". Digital India aims to provide much-needed impetus to the nine pillars of growth sectors, i.e., Broadband Highway, Universal Access to Mobile Connectivity, Public Internet Access Scheme, and Electronic administration: Government Reform through Technology, e-Kranti - Providing Electronic Services, Information for All, Electronic Manufacturing, IT for Jobs, and Early Harvest Programs. The term "digital transformation" has become popular to refer to the shift from digitalization initiatives to a comprehensive overhaul of rules, procedures, and services to simplify user experiences for residents and frontline employees (Mergel, 2018). India's UPI payment system is also touted as a viable alternative to the dominant SWIFT system. This paper will describe our nation's digital public infrastructure along with digital identities to empower people, financial inclusion, the justice system, efficient services, skills, health, and climate action. In this paper, the digital public infrastructure in India is compared with the digital public infrastructure of the G20 member countries. The paper's main objectives are To determine how bureaucratic corruption and digital transformation are related and to determine factors that need to be adequately handled by IT experts to encourage the use of Digital means. The study shows that digitally connecting and offering services online has been the biggest accomplishment of Digital India. Nowadays, many internet services related to financial inclusion, education, health, and agriculture are accessible nationwide. Initiatives like eNAM(National Agriculture Market), eSanjivini, DIKSHA(digital infrastructure for knowledge sharing), and Common Service Centers (CSCs) have given India a true sense of empowerment. The corruption and bureaucratic mindset continue to be obstacles to digital change. It has been observed that corrupt practices have continued even after public services were digitized and that digital services are insufficiently effective in addressing them. (Manda, 2021) It is still challenging to institutionalize new information systems, technologies, norms, practices, and other innovations for bettering planning, governance, operational effectiveness, and service delivery in the public sector.

Participation of people in online services, having Knowledge and skill to use online services, significant use of ICT Technologies, IT laws, online Services, infrastructure for online services, and efficiency and transparency in online services increase trust in Indian Administration. Analysis shows that corruption is prevalent in the public sector. Efficiency and transparency in online services have increased due to digital transformation. People participate less in online services due to network problems, illiteracy, lack of IT skills, and infrastructure challenges. An online survey was conducted using Google Forms to gather data from the education, health, and MSMEs sectors. The purposive sampling method was used to collect data. Three hundred ninety replies representing the broader population's viewpoint are gathered.

The notion of common good is undoubtedly a controversial one. Although the Italian Constitution and Civil Code do not explicitly recognize commons, it is important to recall the well-known definition proposed in 2007 by the Rodotà Commission, which identified these as «utilities functional to the exercise of fundamental rights as well as to the free development of the individual and the safeguarding of the interests of future generations».

According to that definition, gender equality seems to be able to fully enter into the concept of commons. This is supported by Article 3.2 of the Italian Constitution, which mandates that the Republic remove economic and social obstacles – included those related to gender – that prevent the full development of the human person and the effective participation of all workers in the political, economic and social organization of the country. Further confirmation comes from SDG No.5 of the Agenda ONU 2030.

As a consequence of this, the paper aims at presenting gender equality as an intangible resource that can be “managed” collectively by public administrations, communities and individuals through the model of co-administration.

In this context, Article 118, co.4 of the Italian Constitution provides for the principle of horizontal subsidiarity, according to which public institutions encourage the autonomous initiative of citizens to carry out activities of general interest.

In its landmark judgment No. 131 of 2020, the Italian Constitutional Court defines activities of general interest as those aimed at «civic, solidaristic and socially useful purposes for the promotion and protection of human, civil, social and political rights», also encompassing efforts to reduce gender inequalities. In fact, as a proof of this, some regional laws on shared administration – such as Emilia-Romagna regional law 3/2023; Umbria regional law 2/2023, Molise regional law 21/2022; Tuscany regional law 71/2020; Lazio regional law 10/2019 – identify, among its purposes, the promotion of equal opportunities between genders.

In this perspective, the paper proposes to valorize Gender Budgeting (GB), an analysis and planning tool aimed at incorporating gender perspective into the budgetary process of local, regional and state entities, in order to restructure expenditure in favour of equality.

The involvement of civil society – both individuals and associations – in the gender budgeting procedures of public administrations can notably promote a shared governance of equality.

First of all, GB allows citizens to actively contribute to a more equitable definition of collective interests and needs, through surveys or other instruments, thus promoting paths of evolution of administrative citizenship – in particular gender one.

Furthermore, citizens can participate to the definition of public spending priorities, integrating gender perspective in the budgeting processes and promoting a fairer management of the common good (the so-called participatory gender budgeting).

In conclusion, stakeholder participation in gender budgeting processes fosters co-planning activity that enhance administration’s capacity to deliver services efficiently, especially at the local level.

Orientation: The past decade has seen several initiatives globally to reform and modernise local government (LG/LGs) service delivery systems (Bovaird & Löffler, 2002:9; Schoute, Budding & Gradus, 2018:502). At the coalface of service delivery, LG service delivery systems are accountable for enhancing the provision of services to communities within its jurisdiction (De Villiers, 2008:18; Van der Waldt, 2006:129). It is for this reason that the South African (SAN) LG service delivery systems support the social contract that LG has with communities to promote societal inclusion and improve the living conditions of citizens through the provision of services (Nkomo, 2017:2). Through service delivery, Bushbuckridge Local Municipality (BLM) in South Africa has adopted a holistic approach to address the interrelated socio-economic factors influencing communities’ quality of life, including challenges in respect of providing basic services (BLM, 2011:8; BLM, 2015:10; BLM, 2016:10; Beyers & Schutte, 2018:34). Notably overcoming these challenges depend on facilitating community participation and optimal resource allocation through its service delivery system (Mashamaite & Moloto, 2016:227). Against this background, this study investigated community participation in the BLM’s service delivery system.

Motivation: South African legislative frameworks make it abundantly evident that citizens and officials share responsibilities for enhancing community participation in LG (Pypers & Bassuday, 2016:3). As such, section 152 (i)(e) of South Africa’s Constitution (Act 108 of 1996) encourages communities and civic groups to actively participate in issues related to governance at the local level. Additionally, through participatory democratic processes, municipalities are required to strengthen governance and participatory processes central to their service delivery system. The study was carried out with the notion that community participation is essential to the co-production of services through the participatory and governance processes embedded in BLM's service delivery system.

Research methods: A qualitative research approach was used to collect and analyse data. The data collection process yielded significant insights into how officials, ward councillors, traditional leaders, and communities view community participation within the BLM service delivery system. With a total of 103 research participants, semi-structured interviews (officials) and focus group discussions (ward councillors, traditional leaders, and communities) were conducted.

Findings: BLM officials need to expand their commitment and understanding of facilitating community participation in the co-production of services through its service delivery system. Communities have a dual responsibility to understand their participatory role in community activities and projects executed through the service delivery system. Participation mechanisms provided by BLM are deemed ineffective and inadequate in encouraging and ensuring meaningful community participation in service delivery. Concerning open and closed governance systems, the findings show that from an open governance systems perspective, communities are consulted and participate in the co-planning, co-design, and co-evaluation stages. In stark contrast, however, municipal officials still exercise exclusive decision-making powers and administrative hegemony in relation to service delivery. The nature of community participation in the service delivery system occurs as both an end and means, but the respective research participants hold varying views.

Social innovation, defined as novel solutions that address societal challenges, has the potential to drive inclusive and sustainable development, especially in the context of higher education. This paper explores how Indira Gandhi National Open University (IGNOU), the world’s largest open university, leverages social innovation to expand access to education, particularly for marginalized and vulnerable communities in India. By focusing on flexible learning models, technology-driven education, and community-based outreach, IGNOU plays a pivotal role in enhancing the Gross Enrolment Ratio (GER) and promoting good governance through education.

IGNOU was established in 1985 with a mission to democratize education and bring it to the doorsteps of those traditionally excluded from higher education—women, rural populations, economically disadvantaged groups, and marginalized communities.

Expanding Access and Increasing Gross Enrolment Ratio (GER): India’s GER in higher education has been a persistent concern, especially among disadvantaged groups. According to the All India Survey on Higher Education (AISHE) 2021-22, the national GER stands at 27.1%, with significant disparities among rural and marginalized communities. IGNOU’s inclusive education model has significantly contributed to increasing the GER, particularly among women (48% of its student population) and Scheduled Castes (15%) and Scheduled Tribes (9%) who have traditionally faced barriers in accessing higher education. A study conducted by the Ministry of Education found that regions with high IGNOU enrolment showed a corresponding increase in overall GER by 2-5 percentage points.

Technology-Driven Social Innovation: The use of technology has been a cornerstone of IGNOU’s strategy to reach underserved populations. The university’s digital initiatives, such as the e-GyanKosh (a digital repository of learning resources), the SWAYAM platform for Massive Open Online Courses (MOOCs), and the Gyan Vani community radio network, have extended the reach of quality education to remote areas. During the COVID-19 pandemic, IGNOU demonstrated resilience by rapidly shifting to online modes of delivery, ensuring continuity in education for over 1.5 million students. Empirical data indicates that these innovations have not only increased enrolment but also improved student outcomes.

Promoting Good Governance through Education: Social innovation at IGNOU extends beyond enrolment figures to foster good governance by building human capital in underserved regions. By integrating social equity into its educational framework, IGNOU contributes to the Sustainable Development Goals (SDGs), particularly SDG 4 (Quality Education) and SDG 10 (Reduced Inequality).

Conclusion: IGNOU’s commitment to social innovation exemplifies how higher education can be a powerful tool for reaching the last mile, promoting inclusivity, and driving sustainable development. By providing flexible, affordable, and technology-driven education, IGNOU has succeeded in mainstreaming marginalized communities into the socio-economic fabric of the nation. The case study of IGNOU serves as a testament to the potential of social innovation in achieving both increased GER and good governance, thereby paving the way for a more equitable and educated society.