The Role of MIS Contractual Staff in Strengthening EMIS through UDISEPlus in India

Introduction

The UDISEPlus: Unified District Information System for Education Plus, India’s flagship educational data management system, has evolved significantly since its inception. The system transitioned from the earlier DISE framework to UDISE+, incorporating advanced data management techniques. Initially focused on data collection, the responsibilities of Management Information System (MIS) staff have broadened to include technical, administrative, and policy-driven tasks.

The saga of contractual staff started when the country launched one of its mega World Bank-assisted programs, the DPEP: District Primary Education Programme, under which the District Information System for Education (DISE) launched by the National Institute of Educational Planning and Administration (NIEPA) during 1994-95 at the end of DPEP, the program could reach to 272 districts across 18 States.

Challenges and Responsibilities of MIS/UDISE+ In-Charges and Data Entry Operators in EMIS in India

The engagement of contractual MIS staff continued even when one of the mega nationwide programs, the Sarva Shiksha Abhiyan (SSA), was launched in 2000-01. Their engagement continued even when SEMIS was launched under the RMSA during 2007-08 and in 2012-13 when DISE and SEMIS were merged into the Unified-DISE during 2012-13 data collection.

Not only do the MIS Staff continue to be engaged in MIS/UDISE activities, but they also play an essential role in the formulation of annual plans previously under SSA and now the Samagra Shiksha, which was born in 2018-19 by merging the SSA and RMSA and teacher education programs. Apart from MIS activities, several other initiatives, such as PEN, APAAR, SDMIS, etc, were launched, all of which MIS staff at different levels of education play a pivotal role without whose support none of these activities can be accomplished.

The Present Article

The present article explores the expanding scope of work for MIS staff, their challenges due to contractual employment and overburdened roles, and recommendations to enhance the system’s effectiveness. However, despite its importance, the staffing structure at the national, state, district, and block levels remains contractual mainly. The present note discusses the limitations of the current staffing model and the increasing workload, particularly in light of recent Ministry of Education initiatives. Unfortunately, by and large, it is rare to see a discussion about the service conditions of contractual staff as if they are left to their fate; no one is interested in their welfare, but they are assigned new responsibilities with each passing day.

Expanded Scope of Responsibilities of MIS Staff

As has been mentioned above, the MIS Staff have been assigned a variety of responsibilities, a few of which are discussed below:

1. Student Database Management

Integrating the Student Database Management Information System (SDMIS) has added layers of complexity to MIS staff roles. Tasks such as creating Permanent Education Numbers (PEN) and Permanent Enrollment Numbers (PEN) are time-consuming and demand meticulous attention to detail.

2. Initiatives like APAAR

The Assessment and Accreditation of Schools (APAAR) initiative requires extensive coordination and real-time data collection, placing additional pressure on MIS staff at the district and block levels.

3. Annual Planning

MIS staff are pivotal in preparing Annual Work Plans and Budgets (AWP&B) for the Samagra Shiksha; this involves historical data analysis, reconciliation of discrepancies, and alignment with national targets. They are required to submit data through a large number of EXSEL sheets on different aspects of the program annually and are often required to visit the Head Quaertes of Samagra Shiksha and sit with the Officials of Technical Suppirt Staff for a couple of weeks in the National Capital Delhi.

4. Year-Round Data Engagement

The primary functions of MIS staff revolve around comprehensive data management and information dissemination. They consistently update and maintain school and student databases, ensuring the accuracy and completeness of educational records; this involves meticulously rectifying errors in existing records and issuing unique school identifications for newly established educational institutions/schools.

A key aspect of their work involves serving as a crucial information hub. They provide data to various users and are responsible for preparing and responding to critical government inquiries, including Assembly and Parliament Questions; this demonstrates their pivotal role in transparent and responsive educational governance.

The staff also focuses on professional development and knowledge sharing. They actively participate in capacity-building initiatives for lower-level MIS personnel, attend regional workshops, and regularly engage in local, state, and national video conferencing. These activities help ensure consistent and improved data management practices across different administrative levels.

One of the more specialized tasks includes demographic projections. When data is not immediately available, MIS staff project district-specific child populations to compute essential educational indicators such as gross and net enrollment ratios. This analytical work is crucial for educational planning and resource allocation.

However, the current system is not without challenges. The existing UDISE (Unified District Information System for Education) portal at the national level has significant limitations. It does not provide district-wise crucial indicators for formulating annual plans, such as yearly average flow, dropout, transition, and retention rates. Moreover, district-level MIS staff often face constraints in accessing complete UDISE data and lack a Reporter Module to generate locally required reports.

Apart from the above, the MIS Staff at different levels may also be engaged in several other activities, a few of which are listed below. It may also be observed that all the MIS Staff may not be involved in such activities, and those who are engaged may not always be employed.

Data Quality Assurance

• Conducting regular data audits
• Implementing data validation protocols
• Cross-verification of information from multiple sources

Technology and System Management

• Maintaining and upgrading digital infrastructure
• Ensuring the cybersecurity of educational databases, if any
• Managing software and hardware systems for data collection and storage

Statistical Analysis and Reporting

• Generating comprehensive educational statistical reports
• Creating dashboards and visualization of educational data at the local level
• Analyzing trends in educational indicators

Collaborative Initiatives

• Coordinating with district, state, and national educational bodies
• Supporting research initiatives by providing anonymized data
• Participating in educational policy research, if any

Training and Skill Development

• Conducting training programs on data management tools
• Developing user manuals and guidelines for data entry
• Creating standard operating procedures for information management

Compliance and Documentation

• Ensuring compliance with data protection regulations
• Maintaining archival records
• Preparing documentation for external audits and assessments

Technological Innovation

• Exploring new technologies for data collection
• Implementing mobile and web-based data collection platforms
• Integrating artificial intelligence & machine learning in data analysis

Interdepartmental Coordination

• Liaising with different educational departments
• Facilitating data sharing between various governmental agencies
• Supporting decision-making processes through timely and accurate information

5. Integration with New Government Initiatives

Recent programs such as the Performance Grading Index (PGI) and National Achievement Survey (NAS) require advanced technical expertise, further stretching the already limited resources of MIS staff. The State MIS Officers are required to compute district-specific Performance Grading Index annually and share the findings at different levels. They are also supposed to incorporate initiative activities as a part of the Annual Work Plan.

The Management Information System (MIS) staff plays a vital role in the National Achievement Survey (NAS) and the newly established Parakh body, overseeing large-scale educational assessments. In NAS, they handle tasks such as sample selection, data extraction, school and student database verification, and logistics coordination for survey implementation, including scanning OMR sheets. Their work also involves developing student and school information matrices and mapping protocols. For Parakh, the MIS team manages data, creates assessment frameworks, and develops standardized tools. They process and analyse large datasets, produce statistical reports, create visualizations, and ensure data security. They also collaborate with state education departments and maintain confidentiality throughout the assessment process.

In addition to the above activities, the MIS/UDISEPlus Staff is also actively engaged in several other activities daily. They have become part and parcel of the Samagra Shiksha, as no activity is planned without the MIS Staff’s participation at all levels.

Staffing Structure

At the National level, MIS Consultants are employed on a contractual basis with a salary range of INR 40,000 to 50,000–60,000 to 90,000. Their primary responsibilities include data management, software development, and reporting. However, they face challenges such as high attrition, lack of institutional memory, and limited career growth opportunities, which can impact the continuity and quality of their work.

At the State level, MIS Coordinators also work on contractual terms with a salary range of INR 30,000 to 50,000–50,000 to 80,000. They handle tasks like data validation, coordination, and training. Their challenges include dependency on short-term contracts, lack of job security, and varying IT competencies across states, which can hinder effective implementation.

At the District level, Data Entry Operators are employed on a contractual basis with a salary range of INR 15,000 to 25,000–25,000 to 40,000. Their key responsibilities include data collection, entry, and preliminary validation. These staff members often face high workloads, insufficient training, and lack of motivation due to the temporary nature of their employment.

At the block level, Data Entry Operators are also on contractual terms with a salary range of INR 10,000 to 15,000–20,000 to 25,000. They support district teams in data management. However, the minimal presence of Data Operators in many states leads to uneven data quality and reporting, further exacerbating the challenges at lower levels.

Overall, the staffing pattern at various levels reflects the heavy reliance on contractual employees, each facing specific challenges that impact the efficiency and effectiveness of MIS/UDISEPlus operations. The designation, nature of employment, salary range, and key responsibilities are notional and vary from one state to another. However, within a state, they might remain the same across districts and blocks within a district.

The Pattern of UDISEPlus/MIS Staff at Different Levels

Level	Designation	Nature of Employment	Salary Range (INR)	Key Responsibilities	Challenges
National	MIS Consultants	Contractual	40,000–90,000	Data management, software development, reporting	High attrition, lack of institutional memory, and limited career growth opportunities
State	MIS Coordinator	Contractual	30,000–80,000	Data validation, coordination, training	Dependency on short-term contracts, lack of job security, varying IT competencies
District	Data Entry Operators	Contractual	15,000–40,000	Data collection, entry, and preliminary validation	High workload, insufficient training, and lack of motivation due to the temporary nature of employment
Block	Data Operators (if present)	Contractual (if any)	10,000–25,000	Supporting district teams in data management	Minimal presence in many states, leading to uneven data quality and reporting

Note: The Table is based on the experience and understanding of MIS/UDISEPlus activities and may vary from the actual pattern

Estimated MIS Staff Numbers (State-wise)

Creating an accurate table of MIS staff at the state, district, and block levels across India for UDISE+ is challenging due to the lack of specific public domain data. However, some estimates and key observations can help provide a broad perspective on understanding the mammoth task of annual data collection under UDISEPlus and other activities.

The number of MIS staff is proportional to the number of districts, blocks, and schools in each State & UT. For estimation:

• State Level: 1-3 MIS coordinators typically manage state-level data systems.
• District Level: Usually, 1-2 MIS coordinators per district are deployed.
• Block Level: Each block is expected to have at least 1 MIS officer, though coverage varies.

India has a total of around 28,000 blocks,733 districts, and 36 States and UTs, which gives us a minimum of State Level: ~36 x 2 (average) = 72 staff, District Level: ~733 x 2 (average) = 1,466 staff and Block Level: ~28,000 x 1 (minimum) = 28,000 staff which by any standard is vast in number many of these staff managing UDISEPlus are working since the inception of DISE and SSA but still are contractual in nature. By this logic, big states, such as Uttar Pradesh (975), Maharashtra (355), Rajasthan (421), Tamil Nadu (467), and Bihar (613), do have a good number of contractual staff managing the affairs of MIS/UDISEPlus at the state, district, and block levels.

Similar estimations can be made for other states based on block and district counts. However, vacant positions are often significant, particularly at the block level, where staffing challenges are common due to the contractual nature of jobs, low pay, and high attrition.

At the national level, the Technical aspects of UDISEPlus are being handled by NIC, which has hired several Consultants to look after different aspects of UDISEPlus compared to which the same at the national level, was managed through only a few Consultants while the UDISE was with the NIEPA during 1994 to 2018.

Contractual Staff managing UDISEPlus are generally low-salaried, generally do not have provision for the annual increment, do not have a guarantee that they will continue in the following year, do not have or have limited provision for medical reimbursement, and generally have entitlement for limited Casual Leave and do not have provision for the earned leave like other regular staff. Above all, most of the UDISEPlus Technical Staff have been working for a reasonably long period and have become age bar to get permanent Government jobs, in the absence of which they do not have an option but to continue as low-salaried contractual project staff.

Challenges Faced by MIS/UDISEPlus Staff

1. Overburdened Workforce: MIS staff are expected to juggle various responsibilities, often functioning as the sole resource for data collection, validation, and analysis at their respective levels.
2. Contractual Nature of Staff: Most MIS staff operate on a contractual basis, leading to high turnover, lack of institutional memory, and limited accountability; this affects data collection, sharing, and analysis consistency and quality.
3. Resource Constraints: Many districts and blocks lack adequate infrastructure, including computers and reliable internet connectivity. States like Bihar and Uttar Pradesh face significant challenges in this regard.
4. Technological Gaps: Many schools and offices lack sufficient infrastructure, such as computers, internet connectivity, and electricity.
5. Skill Gaps: Contractual staff often lack specialized training, limiting their ability to handle advanced data tasks required for recent initiatives like SDMIS, Shagun, and NIPUN Bharat.
6. Vacancy Rates: Several states report high vacancy rates, particularly at the block level, exacerbating data collection and reporting delays. For example:
Uttar Pradesh: Significant vacancies at the block level hinder timely data processing.
Bihar: Budgetary constraints have resulted in unfilled positions across districts and blocks.

Key Challenges and Implications

1. Inconsistency in Staffing

• High Attrition Rates: Due to the lack of job security and career advancement opportunities, many skilled contractual employees leave for better opportunities.

• Regional Disparities: Some states retain experienced contractual staff, while others face frequent turnover, leading to uneven implementation.

2. Data Quality and Utilization

• Errors in Data Entry and Validation: Poor training and inadequate monitoring at the block and district levels contribute to inconsistencies in data.

• Lack of Accountability: Contractual staff may not feel incentivized to ensure the accuracy and timeliness of data due to their temporary status.

3. Programmatic Challenges

• Integration with Recent Initiatives: Programs like SDMIS, PGI, and NIPUN Bharat require technical expertise, but the dependency on contractual staff often hampers effective integration and timely reporting.

• Work Overload: With the increasing number of initiatives, contractual staff are overburdened without commensurate benefits.

4. Lack of Institutional Knowledge

• Frequent staff turnover leads to the loss of institutional memory, which is critical for maintaining continuity in data collection, reporting, and dissemination.

Recommendations

1. Regularization of Staffing: Transition MIS positions from contractual to permanent to ensure consistency and accountability.
2. Enhanced Training Programs: Regular capacity-building workshops should be conducted to upgrade the technical skills of MIS staff, particularly for new initiatives like SDMIS and APAAR.
3. Recruitment of Additional Staff: Hire additional personnel at block levels to distribute the workload evenly.
4. Improved Infrastructure: Invest in ICT resources to provide reliable internet connectivity, updated software, and hardware support at district and block levels.
5. Dedicated Task Forces: Create specialized teams for time-intensive activities like annual planning and student database management to alleviate the burden on MIS staff.

Concluding Observations

MIS staff are pivotal in managing UDISE+ and supporting India’s educational data systems. However, the current reliance on contractual staff, coupled with an expanding workload and limited resources, poses significant challenges to the quality and sustainability of the system. Addressing these issues through structural reforms, enhanced training, and better resource allocation will strengthen UDISE+ operations and ensure the long-term effectiveness of India’s educational management infrastructure. Regularizing staff positions with better service conditions, improving infrastructure, and creating specialized teams will be critical in ensuring the success of future initiatives and the overall improvement of educational data management in India.

Frequently Asked Questions (FAQs) on Managing UDISE+ with Contractual Staff: Implications for Quality and Sustainability

1. What is UDISE+, and why is it important?

Answer: UDISE+ (Unified District Information System for Education Plus) is a comprehensive data management system for the education sector in India. It collects and manages information on schools, students, teachers, and other aspects of the educational system. UDISE+ is crucial because it enables policymakers, researchers, and educational administrators to make informed decisions based on real-time, accurate data, contributing to improving educational outcomes across the country.

2. What is the role of MIS staff in UDISE+?

Answer: Management Information System (MIS) staff play a key role in data management, collection, validation, analysis, and dissemination. They ensure the accuracy and reliability of educational data coordinate initiatives like student database management, performance grading, and national surveys like NAS. MIS staff also support programmatic activities such as formulating annual work plans, teacher education programs, and more.

3. Why are MIS staff employed on a contractual basis?

Answer: MIS staff are primarily employed on a contractual basis due to the nature of specific educational programs and government initiatives, which are often project-based and time-bound. The contractual staffing model helps manage fluctuating workloads and ensures flexibility in recruitment. However, this leads to high attrition, lack of institutional memory, and job insecurity.

4. What challenges does contractual MIS staff face?

Answer: Contractual MIS staff face several challenges:
• High turnover rates due to job insecurity and limited career growth.
• Inconsistent data quality is caused by inadequate training and high workloads.
• Lack of accountability as they do not feel incentivized to ensure accuracy.
• Insufficient infrastructure in certain districts and blocks, including limited internet connectivity and outdated technology.
• Skill gaps due to the lack of continuous training affect their ability to handle new technological tools and data management systems.

5. How does the reliance on contractual staff affect the quality of UDISE+ data?

Answer: The reliance on contractual staff can result in inconsistent data quality due to high attrition rates and a lack of continuity. Errors in data entry, inadequate training, and insufficient monitoring at lower levels contribute to discrepancies. Additionally, the lack of institutional memory means that lessons learned from previous data collection cycles are often lost, affecting long-term data quality and its utility for educational planning.

6. How does the contractual staffing model impact UDISE+ sustainability?

Answer: The sustainability of UDISE+ is at risk due to the heavy reliance on contractual staff. The high staff turnover creates gaps in knowledge and experience, leading to delays and errors in data processing. Moreover, the lack of job security and low pay demotivate staff, impacting their performance and overall effectiveness. As UDISE+ continues to expand, the workload increases, and without regularization or improvement in service conditions, the system may face difficulties in maintaining consistent data quality.

7. What improvements can be made to enhance the effectiveness of MIS staff?

Answer: To improve the effectiveness of MIS staff and the UDISE+ system, the following steps are recommended:
1. Regularization of Staff Positions: Transitioning MIS positions from contractual to permanent employment can ensure continuity and accountability.
2. Enhanced Training Programs: Regular capacity-building workshops to improve technical skills, especially with new initiatives like SDMIS and APAAR.
3. Recruitment of Additional Staff: Increasing staff numbers, especially at the block level, to ease the workload.
4. Improved Infrastructure: Investing in ICT infrastructure, including internet and modern data management tools, to support data collection and analysis.
5. Dedicated Task Forces: Forming specialized teams for high-priority tasks like student database management and annual planning to reduce the burden on existing staff.

8. How does UDISE+ integrate with government initiatives like NAS and PGI?

Answer: UDISE+ supports government initiatives such as the National Achievement Survey (NAS) and the Performance Grading Index (PGI). MIS staff are responsible for sample selection, data extraction, school verification, and coordinating logistics for NAS. Similarly, for PGI, compute district-specific performance indicators and assist in incorporating findings into annual work plans. These efforts require advanced technical expertise and efficient data handling, made possible by the MIS staff’s role in UDISE+.

9. What is the staffing pattern of MIS staff at different levels of government?

Answer: The staffing pattern varies at different administrative levels:
• National Level: MIS Consultants on a contractual basis with salaries ranging from INR 40,000 to 90,000, focusing on data management, software development, and reporting.
• State Level: MIS Coordinators work on a contractual basis with salaries ranging from INR 30,000 to 80,000, handling data validation, coordination, and training.
• District Level: Data Entry Operators are employed on a contractual basis with salaries between INR 15,000 and 40,000 and are responsible for data collection and validation.
• Block Level: Data Operators (if present) work on a contractual basis, earning between INR 10,000 and 25,000, assisting in data management at the block level.

10. How can data quality in UDISE+ be improved?

Answer: Improving data quality in UDISE+ can be achieved through:
• Regular data audits and implementing data validation protocols to ensure accuracy.
• Cross-verifying data from multiple sources to catch discrepancies.
• Capacity-building for MIS staff at all levels, focusing on data management best practices.
• Strengthening accountability mechanisms to ensure data integrity and prompt updates.

11. What are the key recommendations for enhancing UDISE+ operations?

Answer: The following recommendations can enhance UDISE+ operations:
• Regularizing the employment of MIS staff to reduce turnover and ensure continuity.
• Providing infrastructure support at district and block levels to address technological gaps.
• Implementing specialized task forces for annual planning and student database management.
• Increasing budget allocations to address staffing shortages and resource constraints.

12. How can the government support contractual MIS staff to improve work conditions?
Answer: The government can improve the work conditions of contractual MIS staff by:
• Providing better salary packages and annual increments.
• Ensuring job security and offering benefits like medical reimbursements and paid leave.
• Offering professional development opportunities and regular training programs to enhance their skills and job satisfaction.
• Promoting career growth and providing pathways to permanent positions to retain experienced staff.

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