Arguably no ministry other than human resource development has generated as much hope and public scrutiny. There is a real sense in which the future of India rests on this ministry. The accumulated backlog of self-destructive decisions in this ministry is so large that there is much to be done. There is also no shortage of advice; there is a plethora of reports floating around. There is consensus emerging on some general issues, like the need for independent, credible and sensible regulatory frameworks. Even longstanding votaries of the old system in higher education seem to be now changing their views, as was evident in the Yashpal Committee report. There is therefore an unprecedented opportunity to bring about change.

But there is all the more reason to understand the exact nature of the challenges this ministry faces. The challenges will not be formulating objectives or designing new institutions; that will be the easy part. HRD has some peculiar institutional challenges. First, it is a ministry that has to engage with perhaps the largest number of institutions and other significant actors. Primary education will require serious engagement with the states; higher education with a large number of other existing regulatory bodies and institutions. This feature of the policy-making environment makes the transmission mechanisms of policy a lot more complicated. The best-laid plans will come to naught if there is no engagement with or change in those other institutions. In short, successful execution will require a protracted set of negotiations, not just abstract policy. This task will test the perseverance of any minister.

... contd.