Policy Update
Khushi
Background
The Pradhan Mantri Anusuchit Jaati Abhyuday Yojana (PM-AJAY) was introduced in 2021–22 by merging three Centrally Sponsored Schemes: the Pradhan Mantri Adarsh Gram Yojana (PMAGY), Special Central Assistance to Scheduled Castes Sub Plan (SCA to SCSP), and Babu Jagjivan Ram Chhatrawas Yojana (BJRCY). The merger was intended to improve convergence and the utilisation of resources for the socio-economic development of Scheduled Caste communities.
The scheme works through three broad components: development of SC-dominated villages into Adarsh Grams, grants for district- and State-level socio-economic projects, and construction of hostels in educational institutions. Its objectives include reducing poverty, improving infrastructure and essential services, creating livelihood opportunities and increasing educational access among SC communities.
While PM-AJAY had already introduced a web-based portal for submission, appraisal, approval and monitoring of Annual Action Plans, implementation continued to involve paper-based processes and multiple administrative stages.
This changed on 26 May 2026, when the Ministry of Social Justice and Empowerment launched the PM-AJAY Portal and AJAY Mobile App to move towards end-to-end digital workflows and real-time processing. The portal is intended to support real-time monitoring, transparent governance and milestone-linked fund flow, while the mobile application seeks to strengthen field-level planning, reporting and monitoring. (Press Information Bureau, 2026).
Functioning
The digitalisation of PM-AJAY is designed primarily to improve the implementation architecture of the scheme. The PM-AJAY Portal provides a centralized platform through which different stages of project planning, appraisal, approval, monitoring and fund flow can be managed digitally. The 2026 portal is intended to replace paper-based workflows with end-to-end digital processing and real-time monitoring. (Press Information Bureau, 2026).
1. Digital planning and approval
Under the Adarsh Gram component, village-level planning is an important part of implementation. The digital system enables information relating to village development plans and projects to be entered and monitored through a common platform. This can reduce dependence on physical files and allow implementing authorities to track proposals through different administrative stages.
2. Mobile-based field monitoring
The AJAY Mobile App extends the digital system to the field level. According to the Government, the application provides features such as role-based access, geo-tagging, dashboard reporting, mobile inspections, photo uploads and notifications. It is intended to support village-level planning and implementation and improve real-time reporting. (Press Information Bureau, 2026). This is particularly relevant for infrastructure projects under PM-AJAY because physical progress can be documented through photographs, location-based information and inspection records rather than relying entirely on periodic paper reports.
3. Monitoring and fund flow
The portal is also intended to connect physical progress with financial monitoring. The Government has stated that the system will support milestone-linked fund flow, potentially allowing funds to be released against specified stages of project implementation. (Press Information Bureau, 2026). This creates the possibility of linking money spent = work completed = outcome achieved more closely than under a predominantly paper-based system.
4. State and UT participation
The implementation of PM-AJAY involves States and Union Territories, which submit plans and implement approved projects. The PM-AJAY portal currently carries State/UT-wise circulars, sanctions and implementation-related information, including tentative allocations for 2026–27.Thus, digitalisation is not simply an internal Ministry reform; it is intended to create a common digital workflow across different levels of implementation.
Performance
The performance of PM-AJAY can be assessed both through the scale of the scheme and through the improvements sought in its implementation architecture.
As of July 2026, the PM-AJAY portal reported 47,324 villages covered under the Adarsh Gram component, 47,59,399 beneficiaries covered, 46,705 development works completed and 24,133 Village Development Plans generated. It also reported 16,731 villages declared as Adarsh Grams.
A PIB release dated 17 July 2026 similarly reported that 47.59 lakh citizens had benefited, 16,759 villages had been declared Adarsh Grams, more than 46,782 development works had been completed, and 24,133 Village Development Plans had been prepared. (Press Information Bureau, 2026). The scale of implementation makes effective monitoring important. The launch of the PM-AJAY Portal and AJAY Mobile App in May 2026 represents an attempt to improve this monitoring through digital records, field-level reporting and centralised dashboards.
The financial side has also remained significant. The Government reported in July 2026 that more than ₹4,276.62 crore had been released under PM-AJAY since 2021-22. The Government has also proposed continuation of the scheme for 2026–27 to 2030-31 with an enhanced financial outlay. (Press Information Bureau, 2026). The availability of 2026–27 State/UT tentative allocations through the PM-AJAY portal further indicates an effort to bring planning and financial information into a more structured digital framework.
However, these figures measure the scale of scheme implementation, rather than the impact of digitalisation itself. Since the portal and mobile application were launched only in May 2026, sufficient evidence to establish their long-term effect on efficiency, fund utilisation or beneficiary outcomes is still emerging.
Impact
The potential impact of PM-AJAY’s digitalisation extends beyond simply replacing paper with software. If implemented effectively, it could improve transparency, monitoring and responsiveness in a scheme that operates across villages, districts, States and the Centre.
1. Greater transparency in implementation
A common digital platform can make project information easier to track across different administrative levels. Geo-tagged photographs, digital inspections and dashboard-based reporting can create a more visible record of whether sanctioned works are actually progressing. This could reduce the information gap between the implementing agency and higher-level authorities and make it easier to identify projects that are delayed or incomplete.
2. Better monitoring of public expenditure
The introduction of milestone-linked fund flow creates a potential connection between financial releases and physical progress. If implemented effectively, this could strengthen expenditure monitoring and reduce delays in identifying projects where funds have been released but physical progress is limited.
3. More responsive village-level planning
Digital field-level reporting can allow information from villages to reach district and State authorities more quickly. This could make the implementation of Village Development Plans more responsive to actual local conditions. The significance is greater because PM-AJAY follows a decentralised planning approach, with project design expected to take account of local needs and available resources.
4. Stronger evidence-based governance
The accumulation of project information, photographs, location data and financial records can create a larger evidence base for assessing which interventions are progressing and where implementation gaps remain. Over time, this could allow the Ministry and States to move from simply monitoring whether money was spent towards assessing what was created, where it was created and whether it benefited the intended community.
5. Potentially greater inclusion – but not automatically
The strongest potential of digitalisation lies in improving the quality and accountability of welfare administration. However, it is important not to equate digital governance with inclusive governance automatically. The PM-AJAY Portal and mobile application primarily digitise the implementation side of the scheme. Therefore, their success in making welfare delivery more inclusive will ultimately depend on whether better administrative information results in faster project completion, better targeting and improved access to services for beneficiaries.
Emerging Issues
1. Digitalisation may create a new administrative divide
States and districts differ in their technological infrastructure, staffing and digital capacity. A common platform can standardise processes, but weaker implementation capacity at the local level may limit its effectiveness.
2. Digital records do not automatically ensure accurate records
Geo-tagging, photographs and dashboards can improve monitoring, but the quality of the information entered into the system remains important. Poor-quality or incomplete field data can create a digital version of an existing administrative problem rather than solve it.
3. Beneficiary inclusion requires more than administrative digitisation
The current reform is largely focused on digitising scheme workflows. It does not by itself guarantee that beneficiaries with limited digital literacy, connectivity or access to technology will find it easier to obtain welfare benefits.
Therefore, digitalisation should complement rather than replace existing local-level support mechanisms.
4. Data governance and privacy
The increased use of beneficiary, project and location-based information creates a need for appropriate safeguards relating to data security, access controls and responsible use of information. This becomes particularly important as digital systems become more interconnected.
5. Measuring the impact of the new system
Since the portal and mobile application were launched only in May 2026, there is currently limited evidence to establish whether they have reduced processing time, improved fund utilisation or increased beneficiary satisfaction.
Future evaluation should therefore compare pre-digital and post-digital implementation indicators rather than treating the launch of the technology itself as evidence of improved welfare delivery.
Way Forward
1. Measure outcomes, not merely digitisation
The Government should develop measurable indicators such as processing time, project completion rate, fund utilisation, grievance resolution and beneficiary satisfaction to assess whether digitalisation is actually improving implementation.
2. Build digital capacity at the last mile
Training should be provided to officials and field-level functionaries who use the portal and mobile application. Digital reform will have limited value if local implementing agencies lack the skills or infrastructure required to use it effectively.
3. Retain assisted access
Digital systems should not become the only route through which welfare-related information or assistance can be accessed. Local officials and community-level institutions should continue to provide support to people who face digital or connectivity barriers.
4. Strengthen data quality and accountability
Geo-tagging and digital documentation should be supported by randomised physical verification and social audits. This would help ensure that digital records correspond with actual conditions on the ground.
5. Integrate grievance redressal
A stronger digital feedback mechanism could allow beneficiaries to report delays, incomplete works or implementation problems and track the status of their complaints. This would make the system more responsive from the beneficiary’s perspective rather than remaining primarily an administrative monitoring tool.
6. Use digitalisation to strengthen convergence
Since PM-AJAY already follows a convergence-based approach, its digital platform can potentially be used to connect village development planning with other welfare interventions in areas such as education, sanitation, roads, livelihoods and basic services. This could help identify gaps rather than merely record completed projects.
7. Conduct independent evaluation
The Government should periodically compare digitally monitored projects with earlier implementation data to determine whether the new system has actually improved timeliness, expenditure efficiency and outcomes. The recent NITI Aayog evaluation of PM-AJAY provides a useful basis for assessing the scheme’s broader outcomes, but the specific impact of the new digital architecture will require separate evaluation.
References
Department of Social Justice and Empowerment. (2026). Pradhan Mantri Anusuchit Jaati Abhyuday Yojna (PM-AJAY). Government of India. Official PM-AJAY scheme page
Ministry of Social Justice and Empowerment. (2026, May 26). Union Minister Dr. Virendra Kumar launches the PM-AJAY Portal & AJAY Mobile App to digitize and strengthen the implementation of SC welfare schemes. Press Information Bureau. Official PIB release — 26 May 2026
Ministry of Social Justice and Empowerment. (2026, May 25). Ministry of Social Justice and Empowerment to launch ‘PM-AJAY’ Portal and PM-AJAY Mobile App for implementation of Pradhan Mantri Anusuchit Jaati Abhyuday Yojna (PM-AJAY) Scheme. Press Information Bureau. Official PIB release – 25 May 2026
Ministry of Social Justice and Empowerment. (2026, July 17). Over 47.59 lakh citizens benefitted through Adarsh Gram component; 16,759 villages declared as Adarsh Grams; more than 46,782 development works completed; 24,133 Village Development Plans prepared across the country. Press Information Bureau. Official PIB release – 17 July 2026
Ministry of Social Justice and Empowerment. (2026, July 28). Government proposes continuation of PM-AJAY with enhanced financial outlay for 2026–31. Press Information Bureau. Official PIB release – 28 July 2026
Department of Social Justice and Empowerment. (2023). Pradhan Mantri Anusuchit Jaati Abhyuday Yojna (PM-AJAY): Guidelines. Government of India. Official PM-AJAY guidelines
About the contributor
Khushi holds a Master’s degree in Sociology and is currently pursuing a Master’s degree in Psychology. She serves as a Policy Update Articles Intern at IMPRI and has research interests in public policy, governance, digital transformation, and institutional reforms.
Acknowledgement
The author sincerely acknowledges the IMPRI team for their guidance, valuable feedback, and continuous support throughout the preparation of this Policy Update.
Reviewers: Anushree Khare and Dolly Kaushik
Disclaimer
This article is intended for academic purposes only. The views expressed are those of the author and do not necessarily reflect the views of IMPRI or any government.
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