Chief Minister Omar Abdullah’s high-level review meeting on financial inclusion, revenue generation, and social security schemes sends a strong and much-needed message: accountability and timely execution cannot be optional in governance. His observations about the tardy pace of tendering, delays in uploading works, and poor awareness of social security schemes reflect a systemic malaise that could derail the very purpose of development initiatives. In a UT where both the Central and UT Governments have earmarked significant resources for inclusive growth, it is unacceptable that beneficiaries continue to struggle with access. Every year, budgetary provisions for social security and development schemes-scholarships, old-age pensions, insurance cover, and direct benefit transfers-see substantial increases. These schemes are designed as lifelines for underprivileged communities, enabling them to break the cycle of poverty and secure a dignified future. However, as the CM rightly pointed out, the last-mile delivery rests squarely with the district administration. Without an efficient and focused approach at the ground level, these game-changing initiatives risk becoming hollow promises.
One glaring concern flagged by CM is the poor pace of uploading and tendering of works on the BEAMS (Budget, Estimation, Allocation and Monitoring System) portal. This digital tool was introduced to bring transparency, accountability, and real-time monitoring to public works. Yet, delays in uploading projects mean that most allocations get bunched into the final quarter of the financial year. The consequences are predictable: hurried and incomplete execution, unpaid contractors, and, in the worst cases, surrender of unspent funds. Such inefficiencies undermine public confidence in governance and stall progress in sectors critical to socio-economic growth. Another disturbing reality is the prolonged non-functionality of several Government department websites, making it impossible for citizens to access essential information about schemes, guidelines, and notices. At a time when e-governance is touted as the cornerstone of a transparent and efficient administrative framework, these lapses are inexcusable. The digital divide is already a challenge in remote areas; denying online access to information only deepens the gap between policy intent and public reach. The Chief Minister’s insistence on urgent corrective measures in this regard deserves unequivocal support.
Equally important is the issue of awareness. Even when schemes like PM Jan Dhan Yojana, PMSBY, PMJJBY, and Atal Pension Yojana offer enormous benefits, enrolment numbers remain inconsistent. While PMJDY account holders have crossed 23 lakh, and PMSBY enrolments touched 23.8 lakh, there is still a worrying drop in fresh registrations. This can be attributed to a lack of grassroots-level campaigns and inadequate coordination between departments. District administrations must own this responsibility; consistent outreach, coupled with assistance in completing formalities, is essential for effective coverage.
CM’s warning about revenue mobilisation carries significant weight. Development programmes and social security schemes depend heavily on timely revenue collection. Any shortfall forces the Government to impose expenditure curtailments, which, in turn, disrupt project timelines and social welfare commitments. The Chief Minister’s direction to issue six-month revenue targets, rather than leaving corrective action to the last quarter, is a step toward restoring fiscal discipline. Departments must internalise this directive and prepare actionable monthly plans for revenue realisation. Inter-departmental coordination is another area crying for reform. Projects often get delayed due to procedural bottlenecks and a lack of synchronisation between departments. These delays not only inflate costs but also deprive citizens of timely benefits. The Government must institutionalise mechanisms for faster clearances and better collaboration to avoid such pitfalls.
The next three-month review of social welfare schemes offers a critical opportunity for departments and district administrations to demonstrate results. The expectation is not merely compliance with directives but a visible improvement in execution and outreach. The CM’s emphasis on e-governance, fiscal prudence, and social inclusion reflects a holistic vision for development. If these directives are implemented in letter and spirit-with robust monitoring, enhanced public awareness, and inter-departmental synergy-the UT can set a new benchmark for inclusive governance. The challenge now lies in converting intent into impact.
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