Why the state can’t exit just yet

As J&K nears the milestone of Har Ghar Jal – water in every rural household – under the Jal Jeevan Mission (JJM), the union territory is building extensive water infrastructure, including over 90,000 km of pipelines, 1,200 new wells, 1,700 treatment plants, and hundreds of reservoirs and tanks. As a result, more than 1.5 million rural families (81% of households) now have a functional tap at home, bringing enormous gains in daily convenience and public health. Water quality has also improved: over 100,000 water samples have been tested so far with only 0.1% showing contamination, making J&K a national leader in rural water quality monitoring.

However, the true test of this success lies in sustaining it. The challenge now is to ensure these systems keep delivering reliable water supply to every home long after the initial construction. Policymakers must avoid the historic “build-neglect-rebuild” cycle, where new facilities fall into disrepair from lack of upkeep, only to require costly rebuilding later.

To prevent any backsliding of progress, the focus is shifting from construction to operation and maintenance (O&M) of rural water supply. One proposal is to hand over full O&M responsibility to local village communities. JJM has from the start emphasized community involvement – every village has a Pani Samiti (water and sanitation committee) managing local planning, oversight, and even basic water testing. Given this grassroots success, it may seem logical to empower communities further by making them solely responsible for running and maintaining their water systems day-to-day. Proponents argue that villagers, having the most at stake, will best look after their own water supply. Local ownership, they say, builds pride and accountability, and government agencies could step back now that the infrastructure is in place.

At this juncture, J&K faces a choice: declare “mission accomplished” and exit, or remain engaged in the less visible but essential task of keeping water services running.

Yet placing 100% of O&M on the community is risky, and global evidence urges caution. Other regions have learned that completely withdrawing state support can undermine rural water systems. Communities alone can handle small fixes, but they often struggle with major repairs, technical complexity, and long-term management. In short, expecting volunteer committees to function as full-time utility providers is unrealistic.

Lessons from Global Experience

Experiences in countries like Malawi, Brazil, and the Philippines show the pitfalls of over-relying on community-run water schemes. In the 1990s and 2000s, many rural water projects worldwide tried a “community management” model – governments built village water systems and left upkeep to local volunteers. Initially, this approach delivered new wells and taps with much fanfare. However, without ongoing support, many of these installations stopped functioning after a few years.

Lack of routine maintenance and technical know-how led to broken pumps and contaminated supplies. In the Philippines, for example, thousands of water systems were handed over to village organizations; some communities managed well, but many schemes deteriorated due to inadequate skills and funding for repairs. Studies across the Global South find that purely community-run systems “tend to fall short in maintenance, operation, and service provision.” Volunteers, no matter how committed, rarely have the specialized training in plumbing, electricity, and water treatment needed to keep systems running in the long run.

Crucially, placing the entire burden on villagers often backfires. Community members have their own livelihoods and cannot be expected to constantly troubleshoot pump breakdowns or chlorinate water without help. Around the world, this often led to volunteer “burnout” and neglected infrastructure. What was meant to empower citizens sometimes ended up as a cost transfer to communities, with the state retreating from its responsibilities. In effect, villages were asked to do the job of a professional water utility, but without the necessary resources or expertise. Instead of true empowerment, it became abdication by the government in the guise of decentralization. The key lesson is that while community participation is vital, it must be backed by technical and institutional support to succeed.

Co-Management: A Balanced Approach

Rather than an either-or choice between community management and government control, J&K can pursue a co-management model that shares responsibility. This balanced approach builds on the strengths of both sides. Communities excel at local oversight, fair distribution of water, protecting water sources, and holding the system accountable – roles they are already playing through 5,000 Pani Samitis and the 38,000 trained women who test water quality in villages. This local manpower and vigilance are invaluable. At the same time, the government has the technical expertise, supply chains, and funding capacity that communities lack. The state’s role should be to enable and support, not to dominate or completely withdraw. In practical terms, co-management means villagers continue to operate and monitor their local schemes, but they have reliable backup when complex repairs or resource needs arise.

Encouragingly, J&K’s own JJM implementation recognizes this need for ongoing partnership. Officials have noted that the community-based model provides a strong foundation but requires continuous technical support, training, and funding to remain effective. As the J&K Jal Shakti Department shifts from building infrastructure to delivering services, it has a window of opportunity to cement maintenance arrangements now, while enthusiasm and awareness are high. The following policy measures can help translate co-management principles into action.

Policy Recommendations

1. Develop Local Maintenance Capacity: Train and deploy a cadre of rural water technicians at the village or block level. J&K should leverage skill programs (e.g. the PM Vishwakarma scheme or local ITIs) to certify young people as plumbers, pump operators, electricians, and treatment plant operators for village water systems. Ensure that every cluster of villages has access to these technicians who can be on call to assist community water committees. A ready “fix-it” team will dramatically reduce downtime when breakdowns exceed local capabilities.
2. Secure Dedicated O&M Funding: Establish a sustainable financing mechanism for maintenance. The JJM guidelines mandate funding support after scheme installation – this must be budgeted and delivered in J&K. The government should create an O&M fund at the district or block level that Pani Samitis can tap into for major repairs or parts replacement. Clear financial support will prevent scenarios where a village water supply collapses because the community cannot afford a critical fix.
3. Provide Ongoing Technical Support & Oversight: Institutionalize long-term support and monitoring structures. J&K should evolve its District Water and Sanitation Missions and technical support units into permanent fixtures that mentor and audit rural water schemes. Regular technical check-ups will catch problems early. The government can offer refresher trainings for Pani Samiti members so they stay updated on maintenance practices. Additionally, set up an easy channel for villages to request help – for instance, a toll-free helpline or a WhatsApp group linking engineers with community operators to provide quick guidance when issues arise. Continuous oversight and a lifeline to expert advice will give communities the confidence that they are not on their own.

Building water infrastructure is only the beginning – keeping water flowing to every home is the real long-term test. J&K has an unprecedented opportunity to turn the success of Jal Jeevan Mission into a lasting legacy of reliable rural water service. By planning for maintenance now and embracing a co-management approach, the Union Territory can avoid the fate of past projects that faltered after the initial success. Instead, J&K can become a model for sustaining Har Ghar Jal for generations. The ultimate measure of success will not be just the number of tap connections installed, but how many of them are still functioning – and improving lives – many years from now. Achieving that goal requires committed collaboration between empowered communities and responsive government institutions. With shared responsibility, not shrugged responsibility, J&K’s water supply can remain a success story far into the future.

Dr Shakil Bhat, Member, Jammu and Kashmir Administrative Service,

Viksit Bharat Fellow