– By Vasudha Arabandi, National Initiatives and Communications Associate
Early Childhood Care and Education (ECCE) in India is transforming. With the Integrated Child Development Services (ICDS) system completing 50 years and growing recognition of ECCE’s role in shaping the nation’s future, policy efforts are gaining momentum. At the centre of this shift are committed individuals and teams working on the ground and at the policy level to drive meaningful change.
In this conversation, we hear from Sanjana Manaktala, Lead, National Initiative and Policy (NIP) team—an integral force at Rocket Learning shaping ECCE policies and leading government partnerships. By working closely with ministries and policymakers, the team translates vision into action, driving large-scale interventions for early childhood care and education.
Through this conversation, we explore the evolving ECCE landscape—what excites policymakers today, the challenges of scaling quality education, and the aspirations driving this work forward. From initiatives like Poshan Bhi Padhai Bhi, Aadharshila and Navchetana curriculum to navigating the government partnerships and driving institutional reforms, this conversation sheds light on what it takes to build a robust, inclusive ECCE ecosystem in India.
Q: What inspired you to join Rocket Learning?
Sanjana Manaktala: Working at NITI Aayog exposed me to more than 11 ministries and, by extension, over 600 schemes across 68 ministries of the Government of India. My first field visits were to Anganwadi centres in 3 States for Take-Home Rations, and that experience left a lasting impact. I immediately felt an emotional connection with this vast network of 14 lakh women across the country who play an incredibly underappreciated yet vital role in raising the nation’s children and supporting its women.
There’s a saying: “In the most remote villages of India, where there is no other government presence, you will still find two things: a post office and an Anganwadi centre.” The sheer reach, scale, and significance of their work deeply inspired me.
When I met Azeez and Namya (Rocket Learning c0-founders), I saw an opportunity to contribute my skills and experience meaningfully and knew that Rocket Learning was in it for the long haul. As Margaret Mead said, “Never doubt that a small group of thoughtful, committed citizens can change the world.” That’s exactly what I found here.
Three things drew me in: First, the scheme itself and its transformative potential. Second, the impact I could have with and through this organisation. And third—perhaps most critically—the people. I believe it’s essential to work with those you admire, and Rocket Learning has only reinforced that belief. Every day, my team and the people around me constantly remind me why I’m here.
And of course, I truly believe early childhood education is a sunrise sector—after all, who would argue against educating our children?
Q: What do you think is the most interesting part of the ECCE policy space right now?
Sanjana Manaktala: ECCE is an idea whose time has come. The ICDS system is turning 50, making it the world’s largest and possibly oldest public daycare network. With macro trends aligning with key government priorities like ‘Nari Shakti’ and the ‘care economy’, ECCE sits at a crucial intersection of child development and women’s labour—it’s a growing sector, gaining recognition, and receiving increased investment.
ECCE delivers a triple dividend. It improves children’s health, education, and long-term outcomes; it empowers mothers by enabling workforce participation; and it creates employment opportunities for women in caregiving roles.
At the same time, India faces a triple burden of malnutrition, making the Anganwadi system even more crucial as a frontline service provider. If India is to achieve ‘Viksit Bharat 2047’, strengthening this ecosystem—investing in its educators, the women who run it, and the children who depend on it—is essential.
What excites me most is the potential launch of a national Early Childhood Development (ECD) Mission—a comprehensive initiative that could integrate key interventions and drive early childhood care at scale across India.
Q: Where do you see ECCE in the next 10 years? What are your hopes, dreams, and aspirations?
Sanjana Manaktala: I hope to see greater investment in both people and structures. ECCE is one of those areas where AI can never replace human connection—the interaction that shapes a child’s brain simply cannot be outsourced to technology. This is why investing in people and ensuring early childhood educators are valued, trained, and empowered must be a top priority.
However, as a tech-driven organisation, we understand how technology can supplement and support human interaction. Therefore, strengthening institutional structures is equally critical.
Today, 60% of India’s children are enrolled in Anganwadi centres, yet the Ministry of Women and Child Development (MWCD), which oversees them, is still relatively young, formed in the 1980s. In contrast, its counterparts—the Ministry of Education and the Ministry of Health—are more established, with well-staffed well-paid systems, multiple autonomous bodies for research and regulation, Centres of Excellence (COEs) etc. Over the next decade, MWCD can evolve in a similar direction, building strong institutional frameworks to support early childhood care and education and the women and children of the country. Policy must improve the quality of ECCE transaction, increase investments under the right heads, and keep salience high, among the nation’s decision-makers and for every single parent and parent-to-be.
My dream is simple: in the next 10 years, I hope we can achieve a transformative strengthening of early childhood policy in India, setting an example for other sectors in the country and other countries in the world.
Q: How is it working with government stakeholders, whether at NIPCCD or NITI Aayog?
Sanjana Manaktala: Working with NIPCCD, the Ministry of Women and Child Development (MWCD) and NITI Aayog has been an incredibly rewarding experience. The best part is collaborating with officers who are deeply committed, open to partnerships, and eager to drive real impact. They are constantly seeking ways to create meaningful change.
I’ve always said that officers work in a highly challenging and constrained environment—the scale and urgency of their responsibilities are immense, and their functioning is almost like a black box to the outside world. Yet, their dedication, openness, and commitment to transforming ECCE are truly inspiring. We work with many officers who bring a deep personal passion for the cause, and contribute years of experience, wisdom, and strategic thinking. Their guidance and support in navigating government systems has been invaluable. Plus governance tends to be a wicked problem, which is always intellectually satisfying to grapple with.
The possibilities within scheme design have been remarkable—from integrating learning and assessments into monitoring systems like the Poshan Tracker to releasing new curricula, Aadharshila and Navchetana. At NITI Aayog too, there is a strong commitment to reimagining ICDS, recognising its critical role in India’s economic and social development, and thinking through what its future should be. Through consultative mechanisms and data-driven decision-making, stakeholders are working to push through meaningful, lasting change.
Q: What do you think is your greatest impact here?
Sanjana Manaktala: That’s an easy one—Poshan Bhi Padhai Bhi (PBPB), Aadharshila, and Navchetana. Securing a ₹476 crore budget for PBPB, implementing the scheme, training 2 lakh Anganwadi workers, and equipping more than 30,000 SLMTs has been an incredible journey.
As curricula for children, Aadharshila and Navchetana are unprecedented in their level of detail, structure, and quality. Navchetana is the only national early stimulation framework in the country, and probably one of the first in the world. The beauty of these curricula lies in their targeted and user-friendly design—they are simple to use and tailored for frontline workers, many of whom may have limited literacy or confidence in their skills.These three initiatives mark the beginning of a revolution in early childhood care and education in India. Moving forward, I hope to see sustained investment and long-term institutional support that ensures ECCE remains a national priority.
Q: How do you think about policy when you are so removed from its direct implementation? Who are your sources?
Sanjana Manaktala: You can’t work in the policy space if you’re driven by the need for immediate results. Unlike teaching or healthcare, where you can directly see the impact of your work, policy doesn’t offer instant gratification—it requires a deep understanding of systems and a long-term perspective.
Policy work is humbling; there are no heroes here, we are all cogs in the machine. It operates within a system that has existed for over 170 years. Policy is never a greenfield project—there is always institutional history, legacy systems, and path dependency. To be effective, you must understand how systems function and where the levers for change lie.
For any policymaker, what works (or doesn’t) is shaped by both empirical experience on the ground and data-driven, academic insight. And I don’t mean “academic” in a dismissive way. As Google Scholar’s tagline says, we are “Standing on the shoulders of giants”. Many people have worked on these problems before us—our job is to learn from them and push forward.
At scale, policymaking is about understanding who the key actors are, their roles, and their powers. Who holds decision-making authority? Who finances? How do you communicate in a way that is accessible and actionable? Ultimately, policy is a blend of research and empirical experience—integrated with people’s lived realities.
Q: What is one key thing to keep in mind while proposing policies?
Sanjana Manaktala: Strike a balance between prescription and flexibility. Set clear rules for nine but leave the tenth open for adaptation. India is simply too large and diverse for rigid, one-size-fits-all policies. Built-in flexibility is essential for successful implementation.
Question: Final Question, what do you think drives ECCE?
Sanjana Manaktala: Again, to quote Margaret Mead “A group of highly committed, thoughtful people working to change the world”.