Abstract
This study critically examines the Jhar-Jal Portal, an ambitious state-led digital governance initiative deployed in Jharkhand, India, as an empirical site for exploring the intersection of technological innovation and participatory water governance in the Global South. Situated within the theoretical frameworks of digital-era governance, co-production, and ICT4D (Information and Communication Technologies for Development), the paper employs a qualitative case study methodology combining policy document analysis, stakeholder interviews, field observations, and real-time administrative data to assess the portal’s effectiveness in restructuring rural water service delivery. The analysis reveals that the portal operationalizes a layered architecture integrating Geographic Information Systems (GIS), Internet of Things (IoT), and Artificial Intelligence (AI), while embedding locally contextualized participatory mechanisms through Jal Sahiyas and community water forums. Key outcomes include a grievance resolution rate around 92%, enhanced institutional coordination, and measurable gains in gender-inclusive governance. The findings underscore the importance of digital platforms not merely as tools of administrative efficiency but as mediators of new accountability relationships and catalysts of procedural equity. The paper concludes by offering conceptual and policy insights into the scalability, risks, and long-term sustainability of such techno-social systems, contributing to broader discourses on digital transformation, inclusion, and state capacity in complex governance environments.
Keywords: E-Governance, grievance redressal, jhar jal, India digital governance, participatory water management.
1. Introduction
Effective water governance in developing nations is a pressing challenge, especially in rural regions characterized by inadequate infrastructure, resource mismanagement, and limited administrative reach. India, home to over 600 million rural residents, has long struggled to provide universal access to safe drinking water, a challenge compounded by groundwater depletion, water source contamination, climate variability, and service delivery bottlenecks. In response to these challenges, the Government of India launched the Jal Jeevan Mission (JJM) in 2019 to provide Functional Household Tap Connections (FHTCs) to every rural household by 2024. Within this national framework, the Government of Jharkhand, a state with a predominantly rural demographic (over 75%) and complex terrain, designed the Jhar-Jal Portal as a comprehensive platform to address issues of service delivery, transparency, and citizen engagement in the water and sanitation sector. The portal marks a significant departure from previous fragmented systems by offering a centralized, digital-first solution for monitoring, reporting, and grievance redressal in real time.
1.1 Problem Statement
Despite ambitious national initiatives and substantial investments, the rural water sector in Jharkhand continues to face numerous challenges: delays in FHTC installations, lack of data transparency, poor grievance redressal mechanisms, and minimal citizen participation. Traditional manual methods of reporting and tracking grievances were not only inefficient but often discouraged rural populations, especially in remote or conflict-affected regions, from voicing concerns. There was an urgent need for a scalable, reliable, and participatory framework that could bridge the gap between citizens and the state apparatus while ensuring efficiency in the planning, execution, and monitoring of rural water schemes. The Jhar-Jal Portal was conceptualized to address this very gap.
1.2 Objectives of the Study
This paper aims to:
• Examine the design, architecture, and implementation process of the Jhar-Jal Portal.
• Analyze its performance metrics and impact on citizen service delivery, particularly in grievance redressal and transparency;
• Explore how community engagement, particularly through Jal Sahiyas and Self-Help Groups (SHGs), contributes to the success of the portal;
• Identify key challenges, success factors, and scalability potential for other regions;
• Situate the case within the broader discourse of digital governance and ICT in public service reform.
1.3 Significance of the Study
This study contributes to global discussions on digital transformation in governance by offering an empirically grounded examination of a state-led innovation in India. The Jhar-Jal Portal is notable not only for its technological sophistication, including AI, IoT, and GIS integration, but also for its emphasis on grassroots engagement, particularly the empowerment of rural women as agents of change. By analysing this initiative, the paper also provides insights into the co-production of public services, where the state, citizens, and technology interact in a mutually reinforcing manner. The findings have relevance for scholars and practitioners in public administration, development studies, ICT4D, and water resource governance, especially in the Global South.
1.4 Structure of the Paper
The paper proceeds as follows: Section 2 presents a review of relevant literature and conceptual frameworks underpinning e-governance and participatory water management. Section 3 outlines the research methodology, including data sources and case study design. Section 4 presents key findings and performance metrics from the Jhar-Jal Portal. Section 5 discusses the broader implications, challenges, and comparative reflections. The paper concludes with recommendations for scaling and sustainability, as well as policy-level insights.
2. Literature Review
The conceptual foundation of this study lies at the intersection of digital governance, participatory development, and the evolving discourse on ICT-enabled public service delivery. Scholars and practitioners alike have underscored the transformative potential of e-governance tools in enhancing transparency, accountability, and citizen empowerment, particularly in resource-constrained and institutionally fragmented contexts (Heeks, 2006; Dunleavy et al., 2006).
2.1 e-Governance and Public Sector Innovation
The emergence of e-governance as a paradigm shift in public administration has been widely documented. Heeks (2006) argues that e-governance can correct institutional inefficiencies by introducing standardization, traceability, and automation into bureaucratic workflows. Dunleavy et al. (2006) propose the concept of “digital-era governance,” emphasizing the use of ICTs to reintegrate fragmented services and enable real-time responsiveness. These models advocate for citizen-centric service design, replacing hierarchical modes of administration with networked, interactive platforms. India’s Digital India programme further exemplifies the strategic integration of ICTs to streamline public service delivery, from welfare distribution to grievance redressal (Reddy & Prabhakar, 2020). The Jhar-Jal Portal aligns with these principles by embedding grievance redressal, financial tracking, and performance analytics within a unified digital infrastructure.
2.2 Participatory Governance and Co-Production
The co-production of public services, defined as the collaborative process through which citizens and state actors jointly produce outcomes, has gained increasing traction in governance literature. Ostrom (1996) identifies co-production as a mechanism to improve service efficiency and accountability, especially in contexts where state capacity is limited. Bovaird (2007) expands this view by highlighting how co-production fosters trust, leverages community knowledge, and enhances legitimacy.
In water governance, co-production is often realized through participatory rural appraisal (PRA), community-based monitoring, and institutionalized local roles (e.g., Jal Sahiyas in Jharkhand). Such mechanisms not only improve service delivery but also promote sustainability by embedding ownership at the grassroots level (Cleaver & Toner, 2006).
2.3 ICTs and Grievance Redressal Mechanisms
Digital grievance redressal systems have become increasingly prevalent as instruments of administrative accountability. Singh, Madon, and Sharanappa (2018) argue that when embedded in local bureaucracies, such systems can empower citizens, particularly marginalized groups, to articulate their rights. However, the success of these platforms depends on their usability, multi-lingual design, and accessibility for low-literacy populations. Jhar-Jal’s multi-channel approach, including toll-free numbers, mobile apps, and WhatsApp integration, directly responds to these challenges. The success of similar platforms such as MajiVoice in Kenya and mWater in Uganda has shown that grievance redressal systems, when backed by robust institutional support and real-time feedback loops, can significantly enhance service responsiveness (World Bank, 2016).
2.4 Technological Mediation and Governance
From a theoretical standpoint, scholars such as Latour (1999) and Verbeek (2005) have argued that technology is not merely an instrument but a mediator of social relations. In governance contexts, this means that digital tools shape not only the speed and efficiency of service delivery but also redefine accountability relationships, data power structures, and modes of citizen interaction. In the case of Jhar-Jal, the use of GIS, AI, and IoT technologies transforms the landscape of water governance. It enables state officials to move from reactive to predictive administration, while offering citizens visibility into system performance through dashboards and alerts. The portal thus becomes an agent of behavioural change in both bureaucratic and community settings.
2.5 Synthesis and Relevance
The reviewed literature converges on the importance of integrating ICTs with participatory frameworks to create resilient, responsive, and inclusive governance systems. The Jhar-Jal Portal is situated at this nexus. By marrying advanced technologies with grassroots engagement, it addresses the dual challenge of administrative opacity and citizen disempowerment in rural water governance. This study adds to the existing body of work by offering a contextualized, empirical examination of how these theories and frameworks play out in a real-world Indian setting marked by socio-economic marginality, digital divides, and political complexity.
3. Methodology
This study employs a qualitative case study methodology to investigate the development, implementation, and impact of the Jhar-Jal Portal in Jharkhand. Given the complexity of digital governance reforms and the socio-political context in which they unfold, a case study design allows for in-depth, contextualized exploration of the portal's evolution, stakeholder interactions, and outcomes. The methodology integrates both primary and secondary data sources, analysed through a thematic framework rooted in governance and ICT4D literature.
3.1 Case Study Design
The Jhar-Jal Portal was selected as a single, bounded case due to its comprehensive approach to rural water governance, innovative use of technology, and measurable impact across administrative and community levels. The unit of analysis includes both the technical architecture of the portal and its operational deployment across Jharkhand’s rural districts.
Figure 1: Jhar-Jal dashboard
3.2 Data Collection Methods
3.2.1 Document Analysis
A systematic review was conducted of official policy documents, project reports, implementation guidelines, user manuals, and dashboard analytics published by the Department of Drinking Water and Sanitation (DDWS), Government of Jharkhand, and Jharkhand Space Application Centre (JSAC). These documents provided insights into the design principles, architecture, features, and performance metrics of the portal.
3.2.2 Key Informant Interviews
Semi-structured interviews were conducted with:
Senior officials from DDWS are involved in the portal’s development and oversight
Field engineers and block-level officers are responsible for monitoring
Jal Sahiyas and SHG members are active in community engagement and grievance redressal
Beneficiaries from selected rural households who had used the portal
These interviews aimed to capture stakeholder experiences, challenges, and perceptions regarding the usability, inclusiveness, and efficiency of the portal.
3.2.3 Field Observations
Field visits were made to two districts, East Singhbhum and Latehar, to observe live dashboard use at the district level, grievance registration at Panchayat offices, and awareness meetings such as Jal Choupals. Observations focused on ICT adoption, gender participation, and alignment of portal usage with community needs.
3.2.4 Secondary Data Analysis
Quantitative data was obtained from the Jhar-Jal dashboard, which aggregates real-time information on:
Number of complaints received and resolved
Time taken for redressal
Number of water asset entries geo-tagged
Community training and meeting count
This data was analyzed to identify usage trends, performance bottlenecks, and geographic variation in implementation.
3.3 Analytical Framework
Thematic analysis was used to identify recurrent patterns across qualitative inputs. The framework was organized around the following analytical categories:
Technological infrastructure and integration (AI, GIS, IoT)
Citizen engagement and co-production
Institutional coordination and accountability
Barriers to implementation (digital literacy, geography, security)
Policy and governance implications
NVivo software was employed for qualitative coding, while Microsoft Excel was used to generate basic trend charts from dashboard metrics. The triangulation of multiple data sources ensured the validity and credibility of the findings.
3.4 Ethical Considerations
Informed consent was obtained from all interview participants. Anonymity was maintained for field-level beneficiaries and local officials to ensure openness. All data were used solely for academic analysis and were handled by ethical standards of qualitative research.
3.5 Limitations
While the case study provides rich insights, it is geographically limited to Jharkhand and may not capture contextual differences in other Indian states. Additionally, quantitative impact assessments (e.g., causal attribution to improved health outcomes) were beyond the scope of this qualitative design but are recommended for future studies.
4. Results and Analysis
The analysis of the Jhar-Jal Portal reveals significant advances in rural water governance through digital integration and participatory frameworks. The results presented here are derived from dashboard analytics, field observations, and stakeholder interviews. This section presents findings across key dimensions, including technological performance, grievance redressal efficiency, community engagement, and gender empowerment.
4.1 Grievance Redressal Performance
The portal recorded over 13,226 water-related grievances as of December 2024. Of these, 12,149 grievances (91.78%) were successfully resolved within the stipulated timeframe, reflecting a remarkable improvement in responsiveness and administrative accountability.
Figure 2: Status of grievance redressal in Jharkhand
Figure 3: Duration of complaints’ pendency
Average resolution time: Reduced from several weeks to less than 48 hours in most districts.
District variation: High-performing districts like Pakur, Godda, Simdega, and Bokaro recorded resolution rates above 95%, while a few LWE-affected areas faced occasional delays due to connectivity and security issues.
Figure 4: Grievance redressal% % across districts in stipulated time
Nature of complaints: Most grievances were related to handpump functionality, water quality, and supply interruptions.
4.2 Dashboard Monitoring and Real-Time Analytics
The Jhar-Jal Dashboard enables dynamic visualization of:
Active projects under JJM and SBM-G
Status of FHTC implementation across Gram Panchayats
Financial disbursement and utilization reports
Status of grievances by category, time, and geography
Administrators use the dashboard to prioritize field visits, flag low-performing zones, and initiate escalation protocols. The heatmap feature allows identification of high-grievance areas, enabling targeted interventions.
Figure 5: Heatmap of categories of water-related Grievances
Figure 6: Categories of water-related Grievances
4.3 GIS and IoT-Enabled Monitoring
GIS mapping has successfully geo-tagged over 90% of water assets, including pipelines, reservoirs, and handpumps. IoT-based sensors have been deployed at strategic points to monitor real-time parameters such as:
Water flow rates
Chlorination levels
Equipment functionality
Figure 7: Device Functionality
These systems feed data into the portal every 15 minutes, offering a granular view of infrastructure performance. As a result, preventive maintenance schedules have become more effective, reducing service downtimes.
Figure 8: Sensor-based water management
4.4 Financial Transparency and Fund Tracking
The portal includes a built-in financial tracking module that monitors fund disbursal, vendor payments, and project-wise expenditure. Officials reported a significant reduction in leakages and duplication of payments. Quarterly financial summaries are auto-generated and accessible to supervisory officers.
4.5 Community Engagement Metrics
As part of its participatory model, the portal supported the organization of:
351,156 Jal Choupals (village-level meetings)
14,595 water resource mappings involving citizens
Public grievance camps with multi-department representation
Interview data revealed that the visibility of complaint status displayed in Panchayat Bhawans greatly enhanced trust in the system and encouraged more citizens to report issues.
4.6 Women’s Empowerment Outcomes
The Jhar-Jal initiative prioritized gender inclusion by training 146,250 women, including Jal Sahiyas and SHG leaders, across 29,250 villages. Outcomes include:
Increased female participation in water monitoring committees
Improved decision-making autonomy in household water usage
Enhanced technical skills in using digital grievance tools
Several women reported feeling “more respected” in community forums due to their association with Jhar-Jal activities.
4.7 Institutional Coordination
Stakeholders noted improved collaboration between departments such as Rural Development, Public Health Engineering, Panchayati Raj, and IT. Standard Operating Procedures (SOPs) were codified to define interdepartmental workflows for grievance handling, monitoring, and reporting. Overall, the portal achieved its intended goals of digitizing accountability, empowering citizens, and bridging the last-mile gap in water service delivery. The convergence of digital infrastructure and community action has yielded scalable governance outcomes.
5. Discussion
The findings from the Jhar-Jal Portal initiative underscore the transformative potential of integrating digital technology with participatory governance frameworks in rural public service delivery. This section interprets the results presented earlier, drawing connections to broader theoretical insights and practical implications.
5.1 From Administrative Fragmentation to Systemic Integration
Before the portal’s inception, the water governance landscape in Jharkhand was marked by fragmentation across departments, unclear accountability chains, and the absence of centralized monitoring. The Jhar-Jal Portal has consolidated these functions, creating a unified platform that links grievance redressal, financial management, asset tracking, and community engagement. This reflects the digital-era governance principles outlined by Dunleavy et al. (2006), where re-integration of public services through technology reduces bureaucratic silos and enhances transparency.
5.2 Technological Innovation as a Driver of Predictive Governance
The integration of GIS, IoT, and AI technologies within the portal has enabled a shift from reactive to predictive governance. For instance, real-time monitoring of chlorine levels and water flow via IoT sensors allows administrators to anticipate infrastructure failures and address them proactively. This predictive capability reflects Latour’s (1999) assertion that technologies actively mediate and transform social processes in this case, the behavior of field officers and community users alike.
5.3 Digital Equity and Inclusion
While digital tools often risk exacerbating exclusion, the Jhar-Jal Portal appears to have mitigated this through a multi-channel grievance registration system (toll-free numbers, mobile apps, WhatsApp, and SMS). This aligns with Singh et al.’s (2018) findings that citizen-facing digital systems must be designed with accessibility in mind. Field observations revealed that Jal Sahiyas and SHGs often play the role of digital intermediaries, helping less-literate users navigate the complaint systems. This human-technology interface is crucial for ensuring inclusive governance.
5.4 Empowerment and the Gender Dividend
A notable outcome of the initiative is the large-scale training and participation of women in water governance. Over 146,000 women trained through the platform now play roles in monitoring, awareness generation, and grievance resolution. This supports arguments from Cornwall (2008) and Bovaird (2007) that participatory governance frameworks empower marginalized voices and foster democratic accountability. The rise of digitally literate female leaders in rural Jharkhand represents a significant social innovation.
5.5 Co-Production and Citizen-State Synergy
The success of Jhar-Jal hinges not merely on technological sophistication but on its ability to foster the co-production of services. Citizens, through Jal Choupals and complaint systems, provide data, feedback, and surveillance. The state, in turn, responds with accountability, repairs, and performance updates. This reciprocal relationship embodies Ostrom’s (1996) notion of co-production, where community involvement enhances the efficiency and legitimacy of service delivery.
5.6 Governance Outcomes and Scalability Potential
The grievance resolution rate exceeding 92%, along with a significant reduction in resolution time, is tangible indicators of improved governance. However, the scalability of the Jhar-Jal model depends on several enabling factors:
Strong political will and bureaucratic leadership
Interdepartmental collaboration with defined SOPs
Continuous training and digital capacity-building at the local level
Sustained investment in technology infrastructure and data security
5.7 Comparison with Other Models
When compared to earlier water governance reforms like Swajaldhara and the Total Sanitation Campaign, Jhar-Jal distinguishes itself through its robust integration of ICTs with participatory tools. Unlike Swajaldhara, which was heavily dependent on community funding, or CLTS models focusing solely on behavioural change, Jhar-Jal brings together infrastructure, data, and community voice in a digitally networked ecosystem. Its architecture also resonates with global platforms such as Kenya’s MajiVoice and Uganda’s mWater, while introducing advanced AI and dashboard visualization unique to the Indian context.
Figure 9: AI-based water distribution Management system
The Jhar-Jal Portal exemplifies a mature model of digital governance, one that balances technological determinism with human agency, centralization with decentralization, and efficiency with inclusion. The discussion reinforces that for e-governance systems to be effective, they must be embedded in social structures, responsive to contextual realities, and designed for co-creation with the communities they serve.
6. Challenges and Constraints
Despite the significant successes achieved by the Jhar-Jal Portal, its implementation was not without challenges. These constraints, ranging from infrastructural barriers to socio-political complexities, offer critical lessons for future digital governance initiatives.
6.1 Geographical and Topographical Barriers
Jharkhand’s rugged terrain, forested regions, and lack of last-mile connectivity in many tribal and remote villages posed serious challenges to the deployment and maintenance of digital infrastructure. In several districts, especially those categorized under Left Wing Extremism (LWE) zones, hardware installation and training programs had to be suspended or delayed due to safety concerns.
6.2 Digital Literacy and Accessibility
A key constraint was the low level of digital literacy among rural residents, particularly women and the elderly. Although multi-channel access modes were introduced, the effective use of dashboards, grievance apps, or SMS-based reporting often required the intervention of intermediaries such as Jal Sahiyas or local NGOs. This digital divide risked reinforcing dependency rather than fostering autonomy among users.
6.3 Infrastructural Gaps and Connectivity Issues
Unreliable electricity supply and erratic mobile internet connectivity were cited as major bottlenecks in the continuous functioning of IoT devices and real-time grievance reporting. Inconsistent data synchronization sometimes led to duplicate entries or delayed responses, especially in block offices where digital servers lacked backup systems.
6.4 Interdepartmental Coordination
While the portal was designed for convergence, coordination between departments such as the Public Health Engineering Department (PHED), Panchayati Raj, and Rural Development required extensive negotiation. Differences in reporting formats, data-sharing hesitations, and varied digital maturity levels across departments created inefficiencies in integrated monitoring.
6.5 Human Resource Constraints
The success of Jhar-Jal depended on local government officials, engineers, and data entry operators who often juggled multiple responsibilities. In some districts, the shortage of trained personnel slowed down the grievance redressal cycle. Interviews revealed that officers were overburdened, and replacements for transferred staff were often delayed, affecting continuity.
6.6 Political and Bureaucratic Buy-In
Initial resistance to change from both bureaucrats and elected representatives accustomed to discretionary, manual decision-making posed obstacles to institutionalizing digital workflows. It required sustained advocacy and top-level political support to convince stakeholders of the long-term benefits of automation and transparency.
6.7 Data Privacy and Cybersecurity Risks
As the portal scaled and collected increasing volumes of user data, concerns about data misuse, hacking vulnerabilities, and the absence of a comprehensive state-level data protection policy became prominent. Although security protocols like multi-factor authentication and centralized encryption were introduced, the lack of regular audits and technical staff for cybersecurity monitoring remained a constraint.
6.8 Sustainability and Maintenance Costs
Post-implementation, the cost of maintaining hardware, updating software, and training new batches of Jal Sahiyas placed a strain on recurring budgets. While initial funding was project-based, the long-term financial sustainability of the portal is dependent on embedding it within state budget allocations and integrating it with other digital public goods.
Table 1: Key Constraint in Jhar-Jal Implementation
While the Jhar-Jal Portal succeeded in delivering improved governance outcomes, addressing these systemic and operational constraints is crucial for ensuring sustainability and replicability. Understanding these barriers also enables policymakers to anticipate risks and design mitigation strategies for future digital interventions in similarly challenged regions.
7. Policy Implications
The Jhar-Jal Portal stands as a compelling example of how digital governance, when grounded in participatory frameworks and supported by robust institutional mechanisms, can radically transform public service delivery in rural contexts. By integrating advanced technologies such as Geographic Information Systems (GIS), Internet of Things (IoT), and Artificial Intelligence (AI), the portal has addressed longstanding challenges in water supply monitoring, grievance redressal, and citizen engagement in Jharkhand. The results underscore not only improved operational efficiency evident from the over 92% grievance redressal rate and dramatic reductions in response times but also deeper socio-political impacts. These include the empowerment of women as water stewards, enhanced interdepartmental coordination, and renewed trust between rural communities and local governments. Importantly, the initiative bridges the digital divide by adopting inclusive design practices and leveraging grassroots intermediaries like Jal Sahiyas and Self-Help Groups.
7.1 Mainstreaming Digital Platforms in Rural Governance
State governments should consider institutionalizing similar platforms across sectors such as rural health, education, and agriculture, embedding digital tools within everyday governance rather than treating them as standalone projects.
7.2 Strengthening Capacity Building at the Grassroots
Sustained training and digital literacy programs are essential to ensure long-term adoption. Jal Sahiyas and local government officials should be continuously supported to adapt to evolving technology and administrative workflows.
7.3 Budgetary Support and Fiscal Sustainability
The long-term success of such digital platforms depends on regular budgetary allocations for maintenance, upgrades, and personnel. States should explore converging resources from centrally sponsored schemes like Digital India, JJM, and SBM-G.
7.4 Ensuring Data Privacy and Cybersecurity
With increasing reliance on digital platforms, there is a need for robust state-level data protection frameworks, regular cybersecurity audits, and citizen awareness programs around data rights and privacy.
7.5 Scalability through Modular Design
The modular architecture of the Jhar-Jal Portal offers a replicable model for other Indian states and countries facing similar governance challenges. Its design allows for easy integration with mobile apps, SMS gateways, GIS systems, and AI-based analytics, making it adaptable to diverse contexts.
7.6 Monitoring and Evaluation Frameworks
Governments should incorporate continuous monitoring and third-party evaluation mechanisms to assess impact, identify gaps, and iteratively improve platform functionality.
8. Conclusion
The Jhar-Jal Portal represents a significant leap in reimagining public service delivery through the convergence of digital innovation and participatory governance. By integrating real-time data analytics, GIS-enabled asset tracking, AI-supported monitoring, and multi-channel grievance redressal systems, the platform has fostered a responsive, accountable, and citizen-centric framework for rural water management in Jharkhand. Its achievements extend beyond operational efficiency, reflected in a 92% grievance resolution rate, to encompass measurable socio-political outcomes, particularly the empowerment of over 146,000 women who now play pivotal roles in water governance. This underscores the potential of technology not as an end in itself, but as an instrument for fostering inclusion, transparency, and institutional responsiveness in underserved regions. Crucially, the Jhar-Jal initiative signals a broader shift in the architecture of governance from hierarchical modes of delivery to models grounded in co-production and community ownership. It affirms that the success of digital public infrastructure hinges not solely on technological sophistication but on sustained institutional alignment, policy support, and inclusive design. As India and other emerging economies confront persistent governance deficits, the Jhar-Jal experience offers more than a replicable intervention it articulates a normative vision for statecraft in the digital age, one where citizens are not passive recipients but active architects of democratic accountability and developmental equity. As India and other developing nations seek scalable models for resilient governance, the Jhar-Jal experience offers more than a template it offers a vision of a future where the state listens, learns, and leads with its people, not merely for them.
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The twenty-first century should be an era of new forms of Governance different from what we have seen in the past. Due to widespread economic problems and fiscal constraints in the 1980's, governments around the world both rich and poor, concluded that government had become too big, too costly and ineffective.
The concept of ‘governance’ is not new. It is as old as human civilization. It has over the years gained momentum and a wider meaning. Apart from being an instrument of public affairs management, or a gauge of political development, governance has become a useful mechanism to enhance the legitimacy of the public realm.
In India, the paradigm of Participatory Forest Management (PFM) is proving to be transformative as it attempts to balance the intricate relationships between sustainable resource utilisation, forest regeneration, and conservation. India, which has about 70 million hectares of forest cover, struggles to meet the socioeconomic demands of the people who depend on the forests while also protecting these ecosystems.
A long-term abutting weather situation that is particularly related to temperature and precipitation is called climatic change. Land-use changes, forest fires, Greenhouse Gas Emissions, and natural disasters like volcanic eruptions are all possible contributing factors to this Climate shift (Reddy, 2015).
The Yamuna is a tributary of the holy Ganges. The main stream of the Yamuna River originates from the Yamunotri Glacier at Bandar Panch (38°59'N, 78°27'E) in the Mussoorie Ranges of the lower Himalayas, at an average altitude of about 6387 meters above sea level in the Uttarkashi district (Uttrakhand) increase.
The issue of governance has received serious attention of researchers, policy makers, administrators and the national as well as international community. The New Public Management (NPM) concept is focused on service, quality, performance management and risk management of governance processes.
The government provides services including healthcare, education, social support, and financial inclusion to the public. However, villagers and citizens in remote areas often struggle to access these services due to several constraints including inadequate infrastructure and inaccessibility.
Digital governance, in the context of the digital era, involves the use of information and Communication Technologies (ICTs) to enhance and transform the delivery of public services, improve government efficiency, and engage citizens in decision-making processes.
Since the majority of India's population relies on agriculture for their living, the sector dominates the country's economy. Agriculture only makes up less than 20 per cent of the nation's GDP (Ministry of Finance, 2018), emphasizing the sector's low-income production.
E-commerce and digital technology have transformed the way people spend and save. There is an evident technological growth in the world of finance which is referred to as financial technology or fintech. Financial technology (Fintech) refers to the technological innovations that assist in enabling or improving the access to financial services digitally through the internet, smartphones or computers.
Today we are living in an era of the ‘regulatory state’. The expressions ‘regulation’, ‘regulatory governance’ and ‘regulatory institutions’ have become the buzzwords of governance and are spread across social systems as well as state organisations and government strategies.
Participatory planning involves the intensive participation of local communities in analysing their current situation, envisioning a long-term collective future and attempting to attain this vision through collective planning of development interventions that would be implemented by different state agencies area.
Intrinsically, India is a republican country that is organised as a federation with a parliamentary democracy. Similar to the United Kingdom, the President serves as the head of state in name only; in contrast, the Prime Minister is the de facto executive, or real head of the government.
With over eight thousand years of experience and intellectual growth (Cameron (1968), Edwards (Gadd, 1971), Hammond (1971), Eisenstadt (1963, 1993), Olmstead ( 1948), etc.), public administration has undergone numerous changes and transformations over its long history, but it has never been so challenged as in the last thirty years.
A paradigm represents a framework, viewpoint, or collection of concepts that serves as a lens for understanding various subjects. In disciplines like science and philosophy, paradigms encompass specific theories, methodologies, and principles defining valid contributions within a field.
The field of public administration is experiencing a dramatic and rapid change. Locally and globally, some of the most significant trends that will have the role and function of public administrators is rapidly evolving as the needs and demands of citizens, governments and organisations influence their ability to create and implement policies.
Public administration in the 21st century is undergoing significant transformation, not just in advanced countries but also in various regions of the developing world, as the calls for transformative change grow louder. These changes are propelled by globalisation, liberalisation and the diversification of service provision.
In an era where administrative agility defines the efficacy of democratic governance, this chapter, “Techniques of Administrative Improvement”, offers a comprehensive exploration of transformative tools, methods, and strategies that are reshaping public administration in India and globally.
The rapid pace and interdependence of global, political, social and economic developments have necessitated a critical need for improved efficiency and effective public institutions, administrative procedures and sound financial management to confront challenges for sustainable development in all countries.
The evolution of Indian administration reflects a historical continuum shaped by civilizational values and transformative changes. Spanning the Mauryan, Mughal, and British eras, each phase contributed distinct institutional structures and governance philosophies.
As an initial output of the joint research between the Korean Institute of Public Administration (KIPA) and the National Academy of Governance (NAOG), this article provides overviews of the Korean and Mongolian legislative environment, governance and characteristics of the anti-corruption policies.
Administrative improvement is a strategic necessity in a fast-paced world. Techniques like O&M, Work Study, management aid tools such as network analysis form the cornerstone of efficient governance. MIS, PERT, and CPM tools equip administrators with the ability to anticipate challenges, and drive organizational success in an increasingly complex environment.
Street vendors are an integral part of the urban informal economy in India, providing essential goods and service that cater to the diverse needs of city residents. They operate in various capacities, from food vendors to artisans, and play a crucial role in enhancing the vibrancy and accessibility of urban life.
This paper examines the critical role of communication in driving India's economic growth within the context of its diverse societal structure and the rapidly evolving information age. It argues that effective communication is not merely a tool for disseminating information but a fundamental force shaping development trajectories.
One often wonders ‘what the government does’ and ‘why the government does what it does’ and equally importantly ‘what it does not do and why so’. According to Thomas R. Dye “public policy is whatever government chooses to do or not to do”, implying that government's actions and inactions both come into the realm of public policy.
Access to safe drinking water is not merely a fundamental human right; it is a cornerstone of public health, economic development, and social equity. In rural India, where water scarcity and inadequate infrastructure pose significant challenges, the quest for reliable water supply becomes even more critical.
This paper outlines the century-long history of Mongolia’s civil service training institution, the National Academy of Governance (NAOG), which plays a crucial role in meeting the contemporary needs of training and developing human resources within the civil service sector.
India stands at a crucial juncture in its quest for inclusive development that will bring prosperity across the spectrum. Large amounts of public funds are spent to address these issues, but their implementation and the quality of services delivered leave much to be desired.
India has committed to achieving developed nation status by the centenary of its independence, leveraging cutting-edge technologies including AI tapping into its vast human capital, and implementing policies that foster high growth while addressing enduring social and economic inequalities.
This article explores the value and statehood of Mongolia by utilising Woodrow Wilson’s categorisation of “Judging by the constitutional histories of the chief nations of the modern world, there may be three periods of growth through which government has passed in all the most highly developed of existing systems, and through which it promises to pass in all the rest.
This paper examines India's economic trajectory through the lens of its demographic dividend a substantial youth population exceeding 50% under age 25 within its 1.4 billion citizens. While this demographic advantage offers unprecedented economic potential, its promise is threatened by systemic challenges including inadequate education access, limited skill development, and employment scarcity, particularly in rural areas.
Remarkable technological and scientific progress has made the modern democratic State not a mere watch-dog or a police institution but an active participant interfering in almost every sphere of individual and corporate life in society in the changed role of a service state and a welfare state
Since the reform and opening up, China’s leadership training has experienced three stages of development: the initial stage of leadership training and development in the early period of China’s reform and opening up to the world (1978-2002), the rapid growing stage of leadership training and development in the period of fast growing economy and society (2002- 2012) and the innovative…
Accountability and control are essential for efficient, ethical administration in public and private sectors. Accountability ensures officials answer for actions and resource use, while control involves mechanisms to monitor compliance with laws and goals, promoting responsibility and preventing misconduct.
Healthcare in rural India presents unique challenges and opportunities. While global health metrics emphasize indicators like life expectancy, mortality rates, and healthcare infrastructure, they often fail to capture the socio-cultural nuances of rural communities
The “Internet plus” government service reform in China has progressed through three stages, namely one-stop service, one-window service, and companion service. This reform has become a significant example of reshaping the relationship between the local government and the public.
This paper explores the evolution of Indian welfare philosophy from Gandhi's nonviolent resistance to contemporary governance. It traces how the sacrifices of Indian revolutionaries fostered Sarvodaya and Antyodaya ideals, examining the philosophical underpinnings of these concepts in Advaita and dualistic traditions.
Like most other countries around the world, after the emergence of the COVID-19 pandemic, Bangladesh's education system has undergone a radical change from the beginning of March 2020 onwards. The study attempts to analyse teachers’, students’ and parents’ perceptions and experiences about the online education in the COVID-19 pandemic at the school level.
Health is a fundamental human right and a critical indicator of development. The 2030 Agenda for Sustainable Development emphasizes the importance of ensuring health and well-being for all individuals. A key objective of this agenda is to guarantee favorable health outcomes, underscored by the endorsement of a new declaration during the Global Conference on Primary Health Care held in Astana,…
In this article, published reports have been used for analysing state-wise status of SDGs achievements and their correlations with attainments in areas of poverty-reduction and other developmental indicators. Also, progress made by GPs on various metrics related to SDGs has been corroborated with other relevant metrics
Loss of governance reform efficacy is an identified entrenched institutional problem in systems. Reform, anywhere, is a sticky material because holders of powers and their cronies have rarely shown altruistic intentions of relaxing their profiteering grips over resources.
On September 1, 2023, a committee headed by former President Ram Nath Kovind explored the possibility of something called One Nation, One Election in India and ever since this thing has come out in public, political parties all across the country have been fuming with anger.
This paper examines various initiatives taken by Government of India to promote collaborative governance in various sectors. With increasing needs and aspirations of the community for public services and the limited capacity of government to provide the same, the involvement of various stakeholders to deliver these services becomes important and necessity.
In the vast and diverse landscape of India, regional disparities in development have long posed significant challenges to achieving equitable growth and social justice. Recognizing the urgent need to address these disparities, the Government of India launched the Aspirational Districts Programme in January 2018.
A dynamic interaction between the recognition of human complexity in organizations and the pursuit of structural efficiency has shaped the evolution of administrative philosophy. The foundational works of Frederick W. Taylor, Max Weber, Mary Parker Follett, Elton Mayo, Chester Barnard, Rensis Likert, Chris Argyris, and Douglas McGregor are critically examined in this essay, which charts the shift from traditional administrative…
In India, National Training Policy was formed in 2012, replacing the old policy of 1996. This was needed two reasons, new areas of administration given in the reports of second administrative reforms commission setup in 2005 and changing environment in different spheres of governance and new challenges of administration being faced by the civil servants.
India's emergence as a global services powerhouse in the 21st century marks a profound and transformative shift. This evolution, far from a mere economic change, is a strategic leap driven by its demographic dividend, technological advancements, and the burgeoning global demand for specialized services.
Public administration, as the executive arm of the state, has tremendous responsibilities to match the needs and aspirations of the citizens of the state. The systems have evolved over the years in almost every country as the politico and socio-economic environment of the respective country have changed.
Public administration is the cornerstone of modern governance. It refers to the organization, management, and implementation of government policies and programs, carried out by public officials and institutions. As a vital mechanism of the state, public administration not only ensures the effective delivery of services to citizens but also upholds the principles of accountability, transparency, and rule of law.
Tribal Sustainable Development through Evidence-based Policy and Planning: A major issue in post-Independence India has been a misreading of demands of tribal communities. What they have been demanding pertains to choice upholding their traditions and customs and having ownership over natural resources
As the Idiom of technological advancement takes its toll. The paper highlights a few poignant and emerging factors in the International Relations theorization. It was conservatively maintained by the defense strategists and the political leadership across the Global polity that foreign policy and the Diplomacy are greatly determined by the “given” of Geography and terrain
With the deepening of democracy, increased decentralisation, increasing social and political awareness, digital penetration, shifts in demography, demand for quality services by common citizens has been accelerating at a faster pace. In such a scenario, the role of State is critical for promoting equity in access to services.
"Accelerating India's Development" holistically looks at India’s growth trajectory since gaining independence – it rounds up all where it has done well including unity, upholding the integrity of its constitution, retaining democratic values at its core. It also does not mince words to convey where all the nation has faltered such as falling short in delivery of public services including…
Income and Employment Intensive Growth Agenda for India: The paper examines income and employment status in the Indian labour force to identify policy attention and follow up. The macroeconomic policies taken during last one decade are yielding positive results leading to expansion of manufacturing and services and structural transformation in the economy.
An Analysis of India's Social Welfare Programs: In a democracy, the state's role is to promote societal welfare. According to Aristotle, the state should not only ensure its survival but also improve the quality of life for its citizens. The state has a moral responsibility to its citizens. Modern views agree that the state should provide essential services like education,…
Digital Innovations in Social Protection: Trends, Challenges, and Solutions: The integration of digital technologies into social protection systems represents a transformative shift with profound implications for the delivery of welfare services. This chapter explores the evolving landscape of digital innovations in social protection, contextualising these developments within the broader framework of universal social protection and a systemic approach to welfare.
One of the most crucial aspects of our society is law enforcement, which deals with issues of law and order nationwide. It is an essential component of the state's legal system. The British government introduced a Police Act in 1861, which is still very relevant and based on policing.
India’s Vision for 2047 aims to transform the nation into a developed country, with healthcare being pivotal for this progress. Achieving universal health coverage and modernising healthcare infrastructure are essential for fostering a healthy productive population, which in turn drives economic growth and reduces poverty.
Several challenges linger in the Indian education system, like rote learning, the non-existence of practical skills among students, and disparities in access to quality education. To deal with the criticism for excessive curriculum and unreasonable focus on rote learning, this chapter examines the strategies comprising the building blocks to reform Indian schools.
Social development is expected to promote holistic improvement of individuals, institutions and their surrounding environments. Looking at the pace of development in India, the economy of most states requires strategic prioritization to accelerate improved well-being of the people. Accessibility to health, school education and public security are critical to the edifice of social development.
India is the largest democracy in the world inhabited by about 1.36 billion people over an area of 3287 thousand square kilometers according to an estimate for 2021 based on Census 2011. The Indian economy is characterised as a middle-income emerging market economy. In the last three decades the economy has faced three major crises, i.e., balance of payment crisis…
Neoliberal policies pursued by India since 1990s have created a space for private enterprises hitherto occupied by the state entities, unshackled the existing enterprises and introduced reforms to facilitate private initiative. This chapter looks into the ecosystem of the private sector in general and the developments in three specific sectors- urban mobility, water supply and housing, to draw lessons for…
This Chapter highlights the gradual transformation from Personnel Administration to Strategic Human Resource Management over the years in Government of India. However, there is still a long way to go. In this Chapter an attempt has been made to delineate the criticality to move towards Strategic HRM in Government of India to achieve India’s developmental goals.
Robust statistical data forms the cornerstone of an informed governance system. This paper studies the statistical system and data dissemination in the Centre and State governments in India, and the measures put in action to accelerate the data dissemination process. Arguing that the availability of high-frequency statistical data is a necessary condition for good governance, the first section of the…
In the Amrit Kaal (golden period) of independent India, the ‘citizen first’ approach guides public governance by deepening the outreach of service delivery mechanism so that international standards could be achieved in India@100. The goal can only be achieved by all inclusive governance involving stronger and effective local self-governments both panchayats and municipalities.
In modern societies, with the increasing role of the state in social and economic fields, emphasis on the quality of its governance is of prime concern to all. Indian bureaucratic system of governance is founded on the principle of rule of law, as the state power is divided amongst three chief organs, each has the its own quality under a…
This paper discusses the concept of good governance and its relations with the electoral politics in Indian context. It highlights the various strategies employed by the government and related agencies for the growth and development of the country. Major reforms pertaining to the country’s infrastructure, IT, administration, economy and public services are a few areas that have been explored in…
With the Indian government’s vision to transform India into a developed nation by 2047, marking hundred years of independence, it has become of highest importance to learn from the past, tenaciously work in the present and step towards the future with complete efficiency. In its 77 years of becoming a democracy, India has soared high with continuous transformations marked by both…
The vision of Viksit Bharat can be realised through Viksit States, and that the aspiration of Viksit Bharat should reach the grassroot level i.e. to each district, block, and village. For this, each State and District should create a vision for 2047 so as to realise Viksit Bharat @ 2047.