Aspirants must know that under PMSSY, 22 new AIIMS have been approved, and 18 out of these 22 were fully functional as of February 2026. A common deceptive tactic is to mix up the 'approved' number with the 'functional' number, or to present an outdated functional count. Another trap is to confuse the number of new AIIMS with the 75 Government Medical Colleges (GMCs) also approved for upgradation under the same scheme.

Recent changes aim to address faculty vacancies and streamline recruitment. A Standing Selection Committee (SSC) has been constituted for faculty recruitment, and retired Professors, Additional Professors, and Associate Professors can be engaged on contract up to 70 years. For non-faculty posts, specific common tests like NORCET (for Nursing Officers) and CRE (for Group B and C) are now centrally managed by AIIMS Delhi. These details are important for Mains as they show concrete steps taken to strengthen human resources in tertiary care.

AIIMS Delhi was established to solve the critical problem of setting a national benchmark for medical education, research, and specialized patient care in independent India. It aimed to be a "center of excellence" to counter the brain drain, ensure high-quality training for medical professionals, and provide advanced tertiary care that was largely unavailable. This vision continues with new AIIMS by aiming to replicate this excellence across regions, addressing severe regional disparities in healthcare access and the shortage of skilled medical professionals, especially in super-specialties.

• •To set a national benchmark for medical education, research, and patient care.
• •To counter brain drain by providing world-class facilities and training in India.
• •To address regional disparities in access to advanced tertiary healthcare.
• •To bridge the shortage of skilled medical professionals, particularly specialists.

The core difference lies in AIIMS's "triple mandate" and its 'Institute of National Importance' status. While a regular government medical college primarily focuses on medical education and basic to secondary patient care, AIIMS integrates high-quality medical education, cutting-edge biomedical research, and specialized tertiary healthcare. This integrated approach means AIIMS doesn't just treat patients; it also advances medical knowledge and trains future leaders, setting national standards, which is a broader and more impactful role than a typical medical college.

A major criticism is the persistent challenge of faculty vacancies, especially in specialized departments, which affects both education and patient care. Newer AIIMS often struggle with attracting and retaining experienced faculty due to location, infrastructure, or other factors, leading to a gap between their intended 'center of excellence' status and ground reality. Another challenge is the over-reliance on AIIMS Delhi, which continues to bear a disproportionate burden of complex cases, indicating that the newer AIIMS are yet to fully decentralize tertiary care effectively.

• •Persistent faculty vacancies, particularly in specialized departments.
• •Challenges in attracting and retaining experienced faculty in newer AIIMS.
• •Infrastructure and equipment gaps in some new institutions.
• •Continued over-reliance on AIIMS Delhi for complex cases, indicating incomplete decentralization of tertiary care.

PMSSY has fundamentally transformed the AIIMS landscape by driving a massive expansion, approving 22 new AIIMS across various states. Its primary objective was not just to build hospitals but to reduce regional disparities in healthcare access and medical education. By establishing AIIMS in underserved regions and simultaneously upgrading 75 existing Government Medical Colleges (GMCs), PMSSY aimed to bring advanced tertiary care and quality medical education closer to the population, thereby strengthening the overall healthcare infrastructure and addressing geographical imbalances.

Without AIIMS, India would lack a national benchmark for medical education and research, potentially leading to lower overall standards and increased brain drain. Ordinary citizens would face greater challenges accessing specialized tertiary care for complex diseases, as primary and secondary healthcare facilities would be severely overburdened without a referral system to high-end institutions. The integrated model of education, research, and patient care, which AIIMS pioneered, would be absent, hindering medical advancements and the training of highly skilled professionals.

The strongest argument for continued expansion is the undeniable need to address severe regional disparities in access to quality tertiary healthcare and medical education. New AIIMS bring specialized care and advanced training facilities closer to underserved populations, reducing the burden on existing premier institutions and promoting equitable healthcare. However, a significant challenge needing urgent attention is ensuring adequate and high-quality faculty recruitment and retention for these new AIIMS. Without experienced faculty, the 'center of excellence' vision risks being diluted, impacting both education and patient care quality.

The AIIMS model, with its integrated approach to education, research, and affordable tertiary care, is comparable to institutions like the Mayo Clinic or Johns Hopkins in their pursuit of excellence. However, AIIMS operates within a unique Indian context of vast population, diverse healthcare needs, and resource constraints, making its 'affordable' aspect a key differentiator. India can learn from global models in areas like advanced research funding, public-private partnerships for specialized services, and robust mechanisms for faculty development and retention to further enhance the research output and super-specialty offerings across all AIIMS.

To strengthen the AIIMS network, I would suggest three key reforms: Firstly, a decentralized faculty recruitment and retention policy, allowing newer AIIMS greater flexibility to attract local talent and offer incentives. Secondly, a stronger emphasis on regional research hubs, leveraging local disease patterns and public health challenges, rather than centralizing all research. Thirdly, exploring innovative public-private partnerships for specialized equipment and services, especially in newer AIIMS, to augment central funding and expedite infrastructure development, ensuring all branches meet the 'INI' standard.

• •Decentralized faculty recruitment and retention policies with local incentives.
• •Establishment of regional research hubs focused on local health challenges.
• •Strategic public-private partnerships for specialized equipment and infrastructure development.

Aspirants must know that under PMSSY, 22 new AIIMS have been approved, and 18 out of these 22 were fully functional as of February 2026. A common deceptive tactic is to mix up the 'approved' number with the 'functional' number, or to present an outdated functional count. Another trap is to confuse the number of new AIIMS with the 75 Government Medical Colleges (GMCs) also approved for upgradation under the same scheme.

Recent changes aim to address faculty vacancies and streamline recruitment. A Standing Selection Committee (SSC) has been constituted for faculty recruitment, and retired Professors, Additional Professors, and Associate Professors can be engaged on contract up to 70 years. For non-faculty posts, specific common tests like NORCET (for Nursing Officers) and CRE (for Group B and C) are now centrally managed by AIIMS Delhi. These details are important for Mains as they show concrete steps taken to strengthen human resources in tertiary care.

AIIMS Delhi was established to solve the critical problem of setting a national benchmark for medical education, research, and specialized patient care in independent India. It aimed to be a "center of excellence" to counter the brain drain, ensure high-quality training for medical professionals, and provide advanced tertiary care that was largely unavailable. This vision continues with new AIIMS by aiming to replicate this excellence across regions, addressing severe regional disparities in healthcare access and the shortage of skilled medical professionals, especially in super-specialties.

• •To set a national benchmark for medical education, research, and patient care.
• •To counter brain drain by providing world-class facilities and training in India.
• •To address regional disparities in access to advanced tertiary healthcare.
• •To bridge the shortage of skilled medical professionals, particularly specialists.

The core difference lies in AIIMS's "triple mandate" and its 'Institute of National Importance' status. While a regular government medical college primarily focuses on medical education and basic to secondary patient care, AIIMS integrates high-quality medical education, cutting-edge biomedical research, and specialized tertiary healthcare. This integrated approach means AIIMS doesn't just treat patients; it also advances medical knowledge and trains future leaders, setting national standards, which is a broader and more impactful role than a typical medical college.

A major criticism is the persistent challenge of faculty vacancies, especially in specialized departments, which affects both education and patient care. Newer AIIMS often struggle with attracting and retaining experienced faculty due to location, infrastructure, or other factors, leading to a gap between their intended 'center of excellence' status and ground reality. Another challenge is the over-reliance on AIIMS Delhi, which continues to bear a disproportionate burden of complex cases, indicating that the newer AIIMS are yet to fully decentralize tertiary care effectively.

• •Persistent faculty vacancies, particularly in specialized departments.
• •Challenges in attracting and retaining experienced faculty in newer AIIMS.
• •Infrastructure and equipment gaps in some new institutions.
• •Continued over-reliance on AIIMS Delhi for complex cases, indicating incomplete decentralization of tertiary care.

PMSSY has fundamentally transformed the AIIMS landscape by driving a massive expansion, approving 22 new AIIMS across various states. Its primary objective was not just to build hospitals but to reduce regional disparities in healthcare access and medical education. By establishing AIIMS in underserved regions and simultaneously upgrading 75 existing Government Medical Colleges (GMCs), PMSSY aimed to bring advanced tertiary care and quality medical education closer to the population, thereby strengthening the overall healthcare infrastructure and addressing geographical imbalances.

Without AIIMS, India would lack a national benchmark for medical education and research, potentially leading to lower overall standards and increased brain drain. Ordinary citizens would face greater challenges accessing specialized tertiary care for complex diseases, as primary and secondary healthcare facilities would be severely overburdened without a referral system to high-end institutions. The integrated model of education, research, and patient care, which AIIMS pioneered, would be absent, hindering medical advancements and the training of highly skilled professionals.

The strongest argument for continued expansion is the undeniable need to address severe regional disparities in access to quality tertiary healthcare and medical education. New AIIMS bring specialized care and advanced training facilities closer to underserved populations, reducing the burden on existing premier institutions and promoting equitable healthcare. However, a significant challenge needing urgent attention is ensuring adequate and high-quality faculty recruitment and retention for these new AIIMS. Without experienced faculty, the 'center of excellence' vision risks being diluted, impacting both education and patient care quality.

The AIIMS model, with its integrated approach to education, research, and affordable tertiary care, is comparable to institutions like the Mayo Clinic or Johns Hopkins in their pursuit of excellence. However, AIIMS operates within a unique Indian context of vast population, diverse healthcare needs, and resource constraints, making its 'affordable' aspect a key differentiator. India can learn from global models in areas like advanced research funding, public-private partnerships for specialized services, and robust mechanisms for faculty development and retention to further enhance the research output and super-specialty offerings across all AIIMS.

To strengthen the AIIMS network, I would suggest three key reforms: Firstly, a decentralized faculty recruitment and retention policy, allowing newer AIIMS greater flexibility to attract local talent and offer incentives. Secondly, a stronger emphasis on regional research hubs, leveraging local disease patterns and public health challenges, rather than centralizing all research. Thirdly, exploring innovative public-private partnerships for specialized equipment and services, especially in newer AIIMS, to augment central funding and expedite infrastructure development, ensuring all branches meet the 'INI' standard.

• •Decentralized faculty recruitment and retention policies with local incentives.
• •Establishment of regional research hubs focused on local health challenges.
• •Strategic public-private partnerships for specialized equipment and infrastructure development.