MAINS Current Affairs includes India Needs A Trained Workforce For Elderly Care & Five Years Of Pm Gatishakti

Governance – Economy

1. INDIA NEEDS A TRAINED WORKFORCE FOR ELDERLY CARE

Context: India’s population aged 60 years and above is projected to reach 347 million by 2050, highlighting the urgent need to develop a robust, accessible and professionally trained caregiving ecosystem.

• The country’s demographic transition will increase demand for healthcare support, assisted living, companionship and specialised geriatric services.
• Without adequate investment in caregiver training and care infrastructure, India may face a significant gap between the needs of its ageing population and the availability of care services.

About India’s Ageing Population

• According to a recent report by NITI Aayog, India’s population aged 60 years and above was estimated at approximately 149 million in 2022.
• This figure is projected to rise to 347 million by 2050, accounting for approximately 8% of the total population.
• The rapid increase in the elderly population will place greater demands on healthcare systems, social security arrangements and family-based caregiving.

Data on India’s Ageing Population

According to the Technical Group on Population Projections constituted by the National Commission on Population:

• India’s population aged 60 years and above was projected to increase from approximately 10 crore in 2011 to 23 crore by 2036.
• The share of the elderly population was projected to rise from 4% in 2011 to 14.9% in 2036.

Regional Variation

• Kerala: Its elderly population is projected to increase from 13% in 2011 to 23% by 2036, making it the State with the oldest population according to the source.
• Northern and eastern States: Many currently have a relatively smaller elderly population, but their numbers are also increasing rapidly.

Significance

• Population ageing is not uniform across India.
• States will therefore require care policies that account for differences in demographic transition, healthcare infrastructure and local social conditions.

Major Challenges Faced by the Elderly

1. Health-Related Challenges

• Increasing prevalence of age-related disabilities and chronic illnesses.
• Mental health conditions such as dementia and Alzheimer’s disease, which may remain stigmatised.
• Inadequate geriatric healthcare infrastructure.
• Unequal access to medical services between rural and urban areas.
• Growing demand for long-term medical assistance and rehabilitation.

2. Economic Challenges

• Insufficient social security provisions for many older persons.
• Rising living costs and medical expenses.
• Limited financial resources, particularly among elderly people without stable pensions or family support.
• Greater dependence on family members for financial and personal assistance.

3. Social Challenges

• Weakening traditional family support systems.
• Social isolation and loneliness.
• Neglect and inadequate companionship.
• Reduced opportunities for meaningful social participation.

These challenges underline the importance of combining healthcare services with emotional and social support.

4. Digital Divide

• Older persons may face difficulties adopting digital technologies.
• Limited digital literacy and inaccessible devices can restrict their ability to use:
  • Online healthcare services.
  • Digital payments.
  • Government welfare portals.
  • Telemedicine and emergency assistance.

5. Inadequate Infrastructure

• Public spaces and transport systems are often insufficiently adapted to elderly people.
• Common deficiencies include:
  • Missing ramps and handrails.
  • Inaccessible washrooms.
  • Inadequate seating and pedestrian facilities.
  • Limited accessibility in public transport.
• Emergency-response systems may also fail to adequately account for older persons as a vulnerable group.

What Is Care Work?

• Care work comprises activities that support the physical, emotional and social well-being of individuals who require assistance.
• It includes both direct personal care and indirect domestic work.

1. Direct Care Work

• Involves personal and relational activities that directly support an individual’s needs.
• Examples include:
  • Feeding and bathing.
  • Assisting with mobility.
  • Providing companionship.
  • Supporting people with disabilities.
  • Helping elderly individuals manage daily activities.

2. Indirect Care Work

• Includes domestic activities that support the well-being of individuals and households.
• Examples include:
  • Household maintenance.
  • Preparing meals for dependent family members.

3. Unpaid Care Work

• Care provided without monetary compensation.
• Examples include nursing an ill spouse, assisting an elderly parent or preparing meals for a dependent family member.
• Such work is frequently performed by family members and remains insufficiently recognised in economic and policy discussions.

4. Paid Care Work

• Care services provided in exchange for remuneration.
• Examples include professional caregivers, domestic workers and personnel employed in elderly-care facilities.

Employment Potential of the Care Economy

According to evidence cited from the International Labour Organization (ILO):

• Increased investment in care services has the potential to generate 475 million jobs globally by 2030.
• In India, direct public investment equivalent to 2% of GDP could potentially generate 11 million jobs, nearly 70% of which would go to women.

These projections highlight the potential of the care economy to combine social welfare with employment generation.

Significance of a Formal Caregiving System

1. Responding to Population Ageing

• The projected expansion of India’s elderly population will increase demand for trained caregivers.
• A formal caregiving system can help bridge the gap between the availability of care and the growing needs of older persons.

2. Recognition of Unpaid Care Work

• Family members often provide care without formal training or financial compensation.
• Training and certification can help informal caregivers acquire recognised skills and create pathways towards formal employment.

3. Employment Generation

• A structured care economy can create employment opportunities, particularly for women.
• It can expand the healthcare support workforce and generate jobs in:
  • Home-based care.
  • Assisted living.
  • Elderly-care institutions.
  • Disability support.
  • Rehabilitation services.

4. Improved Quality of Care

Professional training can strengthen caregivers’ capabilities in:

• Emergency response.
• Medication management.
• Personal hygiene and mobility assistance.
• Geriatric healthcare support.
• Mental health and emotional care.
• Recognition of age-related health complications.

This can improve the quality of life of elderly people and persons with disabilities.

Major Challenges in Building a Care Economy

1. Gender Inequality

• Women spend significantly more time than men on unpaid domestic work and caregiving.
• These responsibilities can restrict women’s:
  • Participation in paid employment.
  • Economic independence.
  • Career advancement.
  • Access to education and skill development.

A formal care economy must therefore address the unequal distribution of unpaid care responsibilities.

2. Shortage of Trained Caregivers

• The planned training of 5 lakh caregivers under the Union Budget 2026–27 remains small compared with India’s existing and projected care requirements.
• The shortage highlights the need to expand training capacity and develop employment pathways for trained personnel.

3. Limited Training Coverage

• Programmes such as Kerala’s K4 Care and elderly-care training for ASHA workers have not yet achieved sufficiently widespread coverage, according to the source.
• Scaling up these initiatives will be necessary to expand access to trained caregivers, particularly outside major urban centres.

4. Lack of Standardisation

• The absence of a sufficiently developed national framework for:
  • Training curricula.
  • Quality assurance.
  • Professional recognition.
  • Career progression.

can limit the consistency and credibility of care services.

5. Complex Care Requirements

• Conditions such as Alzheimer’s and Parkinson’s disease require specialised knowledge and skills.
• Caregivers need training in:
  • Cognitive decline.
  • Behavioural management.
  • Emotional support.
  • Safe mobility assistance.
  • Communication with patients and families.

A general caregiving course alone may not adequately address all specialised geriatric-care needs.

Government Initiatives for Elderly Welfare and Caregiving

1. Union Budget 2026–27

• The Budget provides for the training of 1.5 lakh caregivers under the National Skills Qualifications Framework (NSQF).
• The initiative aims to expand the availability of skilled personnel for elderly care and related services.

2. Kudumbashree’s K4 Care

• K4 Care is a Kerala-based programme that trains members of self-help groups as certified care executives.
• It covers areas such as:
  • Geriatric care.
  • Patient care.
  • Disability care.

Significance

The programme connects skill development with women’s employment and community-based service delivery.

3. ASHA Worker Training

• The National Health Systems Resource Centre (NHSRC) has developed an elderly-care training manual for ASHA workers.
• Training is delivered through Ayushman Bharat Health and Wellness Centres, as described in the source.

Significance

• Strengthens community-level awareness and support.
• Helps connect elderly people with healthcare services.
• Can improve early identification of health-related needs.

4. Integrated Programme for Senior Citizens (IPSrC)

• The programme provides grant-in-aid to implementing agencies for activities related to senior citizens.
• Eligible implementing agencies include State Governments, Union Territory Administrations and registered societies, as specified in the programme framework.

5. State Action Plan for Senior Citizens (SAPSrC)

• The scheme enables States and Union Territories to develop action plans suited to their local requirements.
• It has been implemented from FY 2019–20.
• It aims to support the welfare of senior citizens through State-specific planning and interventions.

6. Rashtriya Vayoshri Yojana (RVY)

• The scheme aims to provide physical aids and assisted-living devices to eligible senior citizens below the poverty line.
• According to the source, eligibility includes a family income not exceeding ₹15,000 per month.

7. Elderline – National Helpline for Senior Citizens

• Elderline operates through the toll-free number 14567.
• It aims to:
  • Generate awareness about relevant laws, schemes and programmes.
  • Provide a platform for addressing senior citizens’ grievances.
  • Connect older persons with available support mechanisms.

Way Forward

1. Recognise and Upskill Informal Caregivers

• Provide accessible training and certification for family members already engaged in caregiving.
• Establish pathways through which trained informal caregivers can enter formal employment.
• Promote recognition of caregiving as a skilled occupation.

2. Expand Training Networks

• Scale up programmes such as K4 Care and ASHA-based elderly-care training.
• Develop community-level training networks that enable trained caregivers to mentor and train others.
• Expand access to training in rural and underserved areas.

3. Establish a National Caregiver Council

• As proposed by NITI Aayog, India could establish a National Caregiver Council to strengthen the professional caregiving ecosystem.
• Its potential responsibilities could include:
  • Standardising training curricula.
  • Establishing quality benchmarks.
  • Overseeing caregiver certification.
  • Supporting professional recognition.
  • Developing a national caregiver portal.

4. Promote Gender Parity

• Encourage greater participation of men in caregiving through family-based training and awareness programmes.
• Promote a more equitable distribution of unpaid domestic and care responsibilities.
• Improve women’s access to paid employment by expanding affordable care services.

5. Integrate Specialised Care into Training

• National caregiving curricula should incorporate:
  • Geriatric mental health.
  • Dementia and Alzheimer’s care.
  • Emergency response.
  • Medication management.
  • Behavioural management.
  • Disability support.
  • Communication and emotional care.

6. Strengthen Community-Based Care

• Improve coordination among healthcare facilities, community workers, local institutions and families.
• Expand access to home-based care and support services.
• Ensure that elderly people living alone or with limited family support can access assistance.

Conclusion

India’s rapidly ageing population makes the development of a trained, accessible and professionally recognised caregiving workforce an urgent social and economic priority.

A formal care economy can improve the dignity and well-being of older persons while generating employment, recognising unpaid care work and strengthening women’s economic participation.

The way forward lies in standardised training, wider certification, specialised geriatric-care skills, gender-equitable sharing of responsibilities and stronger community-based support systems. Preparing the caregiving workforce today will be essential for ensuring that India’s demographic transition is accompanied by dignity, security and quality of life for its elderly population.

INFRASTRUCTURE

2. FIVE YEARS OF PM GATISHAKTI

Context: The PM GatiShakti National Master Plan (PMGS-NMP) has completed five years since its launch on 13 October 2021.

• The initiative aims to transform India’s infrastructure planning through integrated, technology-driven coordination across ministries, States and infrastructure sectors.

About PM GatiShakti National Master Plan (PMGS-NMP)

• Launched: 13 October 2021.
• Coordinating Department: Department for Promotion of Industry and Internal Trade (DPIIT), Ministry of Commerce and Industry.
• Nature: A national-level, integrated infrastructure planning initiative rather than a scheme administered by a single ministry.

Objectives

• Provide multimodal connectivity to different economic zones.
• Improve logistics efficiency across the country.
• Ensure seamless movement of people, goods and services.
• Strengthen last-mile connectivity.
• Reduce transportation time and improve infrastructure utilisation.
• Integrate infrastructure planning across different ministries and State governments.

Infrastructure Schemes Integrated

• PM GatiShakti incorporates infrastructure initiatives from various ministries and State governments, including:
• Bharatmala – road infrastructure.
• Sagarmala – port-led development.
• Inland waterways.
• Dry ports and land ports.
• UDAN – regional air connectivity.
• The integrated approach seeks to improve coordination between different transport modes and reduce fragmentation in infrastructure development.

Key Features of PM GatiShakti

1. Seven Infrastructure Engines

• The National Master Plan identifies seven core infrastructure engines:

1. 1. Roads
   2. Railways
   3. Ports
   4. Waterways
   5. Airports
   6. Mass transport
   7. Logistics infrastructure

These sectors form the foundation of integrated multimodal connectivity.

2. Whole-of-Government Planning

• The National Master Plan covers 58 Central Ministries and Departments and all 36 States and Union Territories.
• It enables infrastructure proposals to be planned and assessed across sectors.
• Coordination among multiple authorities helps identify connectivity gaps and potential overlaps before projects are implemented.

3. Integrated Digital Planning

• PM GatiShakti brings together infrastructure information and geospatial data on a common GIS-based digital platform.
• The platform supports:
  • Spatial planning.
  • Infrastructure alignment.
  • Connectivity analysis.
  • Identification of infrastructure gaps.
  • Evidence-based decision-making.

4. Wider Access to Data

• The PM GatiShakti Public platform provides access to 230 approved datasets.
• These datasets support activities such as:
  • Site suitability analysis.
  • Connectivity mapping.
  • Infrastructure alignment planning.
  • Compliance checks.

Access to integrated data can improve project preparation and reduce information gaps during planning.

Institutional Framework of PM GatiShakti

1. Empowered Group of Secretaries (EGoS)

• Chairperson: Cabinet Secretary.
• The EGoS oversees the implementation of PM GatiShakti.
• Its responsibilities include:
  • Reviewing implementation.
  • Considering and approving changes to the National Master Plan.
  • Providing high-level coordination across participating ministries and departments.

2. Network Planning Group (NPG)

• The NPG brings together the heads of Network Planning Divisions from infrastructure ministries and departments.

Key Functions

• Examines infrastructure proposals.
• Ensures integrated and coordinated planning.
• Identifies opportunities for multimodal connectivity.
• Promotes optimisation of infrastructure networks.
• Monitors developments under the National Master Plan for project planning.

The NPG helps ensure that infrastructure projects are assessed in relation to the wider transport and logistics network rather than in isolation.

3. Technical Support Unit (TSU)

• The TSU consists of domain experts and subject-matter specialists.
• It provides technical assistance during the evaluation of infrastructure proposals.
• It also supports the Logistics Division in performing its role as the PM GatiShakti Secretariat.

Major Challenges in Implementing PM GatiShakti

1. Interdepartmental Coordination

• Different ministries and State governments may have competing priorities.
• Differences in planning procedures and institutional objectives can delay project preparation and execution.
• Effective implementation requires sustained coordination among multiple authorities.

2. Data Quality and Integration

• GIS-based planning depends on accurate, updated and compatible datasets.
• Inaccurate or outdated information can undermine the reliability of infrastructure assessments.
• Differences in data formats and standards may also complicate integration across departments.

3. Land Acquisition and Clearances

• Integrated planning does not automatically resolve implementation-related constraints.
• Infrastructure projects may continue to face delays because of:
  • Land acquisition disputes.
  • Rehabilitation and resettlement requirements.
  • Environmental clearances.
  • Other regulatory and administrative bottlenecks.

4. Limited Private-Sector Access

• Restrictions on access to sensitive datasets can limit the information available to private investors.
• This may affect their ability to conduct site selection, feasibility assessments and project planning.

A suitable balance is required between data security and the availability of information needed for private investment.

Way Forward

1. Strengthen Interdepartmental Coordination

• Improve coordination between Central ministries, State governments and implementing agencies.
• Establish clear responsibilities and timelines for project planning and execution.
• Resolve overlapping institutional mandates at an early stage.

2. Improve Data Quality and Interoperability

• Regularly update geospatial and infrastructure datasets.
• Adopt common data standards across participating departments.
• Strengthen mechanisms for data validation and quality assurance.

3. Address Implementation Bottlenecks

• Improve land acquisition and rehabilitation processes.
• Coordinate environmental and regulatory clearances more efficiently.
• Identify project-level constraints early through integrated planning and monitoring.

4. Facilitate Responsible Private-Sector Participation

• Improve access to appropriate infrastructure datasets for investors.
• Establish clear protocols for sharing non-sensitive information.
• Maintain safeguards for sensitive and strategically important data.

5. Integrate Environmental Sustainability

• Incorporate environmental and ecological considerations at the planning stage.
• Assess the cumulative impacts of infrastructure development.
• Promote efficient land use and sustainable multimodal transport systems.

6. Strengthen Capacity Building

• Expand specialised training in GIS, logistics, project management and infrastructure planning.
• Leverage institutions such as Gati Shakti Vishwavidyalaya to develop skilled professionals.
• Promote the use of data-driven decision-making across government departments.

Conclusion

PM GatiShakti marks a significant shift towards integrated, technology-driven and data-based infrastructure planning in India. By connecting ministries, States and multiple transport sectors through a common planning framework, it seeks to improve multimodal connectivity and logistics efficiency.

However, its long-term success will depend on stronger interdepartmental coordination, reliable data, faster project execution, responsible private-sector participation and environmental sustainability. Strengthening these aspects will help India build an efficient infrastructure network and advance the broader vision of Viksit Bharat.

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