Gujarat sets up GARC to modernise, simplify, and humanise public service delivery.
Ahmedabad: In early 2025, the Gujarat government under Bhupendra Patel’s leadership made a decisive move to deepen its commitment to good governance by setting up the Gujarat Administrative Reforms Commission (GARC). The commission, headed by Dr. Hasmukh Adhia—a seasoned bureaucrat with vast experience in both state and central government roles—is a signal of a serious institutional effort to modernize, simplify, and humanize public service delivery.
Administrative reform is a subject often discussed in India, but rarely implemented with genuine depth or urgency. GARC appears to be breaking that trend, offering a structured and data-backed approach to improving how government departments interact with citizens and how internal systems function. If successful, this commission’s work could become a replicable model for other Indian states—particularly those struggling with outdated bureaucratic procedures, inefficiencies, and low levels of citizen trust.
India’s public administration has long struggled with structural issues—bureaucratic red tape, overlapping responsibilities, delays in service delivery, and a lack of transparency. While economic reforms have steadily pushed the country toward a market-oriented economy, governance reforms have not kept pace. Citizens still face challenges accessing basic services—be it land records, pension disbursement, or building permits. At the same time, civil servants often work under conflicting rules, with limited training in modern tools and public-facing systems.
The Gujarat government has taken an important step in acknowledging this governance gap. The GARC is tasked with reviewing existing administrative processes, identifying systemic bottlenecks, and proposing actionable changes to make government more efficient, transparent, and citizen-friendly. So far, GARC has submitted three reports, each containing more than ten practical suggestions. These include proposals ranging from simplifying departmental procedures, digitising citizen services, and reducing layers of file movement to improving grievance redressal systems with real-time dashboards and accountability loops. Crucially, many of these reforms are being piloted in selected departments rather than being rolled out uniformly. This test-and-learn model allows for data collection, stakeholder feedback, and adjustment before full-scale implementation.
Gujarat has long been seen as a “model state” when it comes to infrastructure, investment, and industrial policy. The recognition that governance systems need constant updating is a sign of political and administrative maturity. Yet, meaningful change is never easy—there are bound to be institutional pushbacks from within the bureaucracy itself or from political stakeholders uncomfortable with increased transparency. Additionally, digital reforms must be inclusive, keeping in mind the digital divide that still exists in many parts of rural India. Another risk is that reforms may lose steam over time unless supported by consistent political will and institutional follow-through. To prevent this, Gujarat must consider creating permanent administrative reform units within the government, with a mandate to implement GARC’s recommendations and monitor their impact long-term. However, if the momentum is maintained and reforms are implemented effectively, Gujarat could once again lead the way— this time not only in economic development but also in governance transformation.
