A Study on Real-Time Governance Society with Special Reference to Andhra Pradesh

  • Vijaya Bharathi. G and Sudhakar. P
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  • Dr. Vijaya Bharathi. G

    Associate Professor at Department of Commerce, Yogi Vemana University, Kadapa, Andhra Pradesh, India.

  • Sudhakar. P

    Research Scholar at Department of Commerce, Yogi Vemana University, Kadapa, Andhra Pradesh, India.

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Andhra Pradesh is the pioneering state in launching the new service system of Real-Time Governance Society (RTGS) which measures the effectiveness of the services delivered. One of the major issues of governance in India is increasing inefficiency in the delivery of public services at the pace of rising expectations from the public. Implementing an effective system of good governance is only the way to increase the efficiency of service delivery with regard to the opportunities in both social and economic activities which ultimately helps to reduce the poverty. The emphasis, therefore, comes to the major factors in good governance viz, inefficient public service delivery, corruption, delay in services, random and skewed welfare distribution due to lack of proper information. The Andhra Pradesh government has taken a lead by creating a real-time dashboard that measures the effectiveness of the services delivered in the state. Real-time governance is an attempt by the government to improve the delivery of services in a responsible manner through data analytics, beneficiary feedback, project monitoring and process re-engineering of welfare provisions. Hence, the present study made an attempt to know the importance of Real-Time governance and to identify the perceptions of beneficiaries regarding RTGS. To analyze the impact of RTGS, both primary and secondary sources were used to gather the data. Primary data is collected through the primary sources of students, employees, farmers and women by using the structured questionnaire and the secondary data is gathered from Government reports on socio-economic surveys and websites concerned.


Research Paper


International Journal of Law Management and Humanities, Volume 5, Issue 2, Page 515 - 533

DOI: https://doij.org/10.10000/IJLMH.112870

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