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India's cities need bureaucrat-CEOs who do more than maintain order

03 Mar 2026
2 min

Overview of Finance Commission Allocations

The 16th Finance Commission has allocated nearly ₹8 trillion to rural and urban local bodies over five years, with 41% specifically for cities. Key conditionalities include:

  • Constitution of State Finance Commissions
  • Timely completion of audited accounts of local bodies
  • Presence of elected local bodies

The Union Budget has also allocated ₹1 trillion to the Urban Challenge Fund to catalyze fund flows to urban local bodies (ULBs), with conditions that require:

  • 25% of the allocation released only if state governments contribute similarly
  • Rest mobilized from market sources like bonds, loans, and public-private partnerships

Challenges in Urban Governance

While these measures improve fund flow, they do not address the root issues of urban governance, which include:

  • Rural areas resist urban classification due to a power shift from politicians to bureaucrats.
  • City governance is hampered by a mismatch between accountability and authority.
  • Local elected authorities like mayors have limited power, as city CEOs report to the state government.

Institutional Control Issues

State governments have never delegated powers to city-level politicians, maintaining control through state-appointed bureaucrats. This causes:

  • Urban governance and resource failures
  • A need for intervention by the Union government and Finance Commission

Proposed Solutions

To resolve governance issues, potential solutions include:

  • Empowering local politicians through conditional schemes that grant hiring and firing powers over city CEOs to mayors.
  • Opening city CEO positions to managers outside the bureaucracy, possibly even internationally.
  • Implementing an accountable-CEO model with annual performance monitoring and well-defined key responsibility areas (KRAs).

Accountable-CEO Model

This model would involve:

  • Objective monitoring of city performance
  • Clear KRAs for CEOs, with reward mechanisms
  • Accountability to civil society, resident welfare associations, and market associations

Unlike China, Indian city CEOs lack structures for success assessment or public accountability. Improved monitoring and incentives can result in better governance, resource allocation, and outcomes.

The author, heading CSEP Research Foundation, emphasizes personal views not necessarily reflecting Business Standard's opinion.

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Key Responsibility Areas (KRAs)

Specific objectives and tasks assigned to an individual or entity, outlining their primary duties and areas where performance will be measured and evaluated. In the context of the Article, it refers to defined performance metrics for city CEOs.

Accountable-CEO Model

A proposed governance model for urban areas where the Chief Executive Officer (CEO) of a city is held accountable for performance through objective monitoring, clear Key Responsibility Areas (KRAs), and responsiveness to civil society and market associations.

Public-Private Partnerships (PPP)

A collaborative arrangement between a government agency and a private-sector entity for the purpose of providing a public asset or service. In AMRUT 2.0, PPPs are encouraged for cities with over 1 million population to implement a portion of their allocation.

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