Jammu, Jammu and Kashmir (India): A deep dive into official financial data for 2024–25 reveals a troubling pattern across government departments in Jammu and Kashmir, while thousands of development projects were approved and substantial funds were released, actual progress on the ground remains slow and uneven.The gap between allocation and execution has raised serious concerns about governance, efficiency, and accountability.
According to official data, multiple departments collectively undertook tens of thousands of projects during the financial year, backed by allocations running into several lakh rupees. However, a consistent pattern of underutilisation and delayed execution has emerged across sectors.
The Education Department (EDU) alone recorded 7,148 projects, with an approved amount of ₹54,870 lakh. However, actual expenditure stood at ₹45,597 lakh, leaving a significant portion unspent. Similarly, the Public Works Department (PWD) handled 6,963 projects, with approvals exceeding ₹3.55 lakh crore, yet full utilisation remains elusive.
The situation is even more concerning in critical infrastructure sectors. The Power Development Department (PDD) had approvals worth ₹1,74,782 lakh but spent only ₹78,084 lakh—indicating a massive gap. Likewise, the Public Health Engineering (PHE) Department, responsible for water supply, utilised only ₹44,589 lakh out of ₹99,155 lakh approved, barely crossing the halfway mark.
Other key sectors such as Urban Development (UDD), Tourism (TOU), and Forest (FOR) also show substantial gaps between funds released and actual expenditure. While a few departments like Rural Development (RDD) performed relatively better with near-complete utilisation, these remain exceptions rather than the norm.
The Tribal Affairs Department (TAD) further highlights the systemic issue. Out of 1,007 approved projects, ₹7,554 lakh was sanctioned and ₹6,680 lakh released, but only ₹4,852 lakh was spent. Several projects recorded zero expenditure, pointing to complete non-starters despite fund availability.
Experts attribute this widespread underperformance to a combination of bureaucratic delays, complex approval processes, weak inter-departmental coordination, and a lack of effective monitoring. Project files often remain stuck at various administrative levels for months. By the time approvals are finalised and reach district authorities, the financial year is close to ending, leaving little time for execution.
The absence of strict accountability mechanisms further aggravates the issue. There is little evidence of timely reviews, corrective action, or responsibility being fixed for delays. As a result, projects either progress slowly or fail to take off entirely.
The consequences are most visible on the ground, particularly in rural and tribal areas. Essential infrastructure—roads, water supply, electricity, and public facilities—remains incomplete or non-functional despite funds being allocated. This disconnect between policy announcements and actual delivery has begun to erode public trust.
Therefore, the data sends a clear message: the problem is not a lack of funds, but a failure of execution. Until administrative systems are made more efficient and accountable, development will remain confined to files and figures—far removed from the lives it is meant to improve.