The transformation of Pindarkon Gram Panchayat (GP) into a participatory and accountable governance model is closely linked to the leadership of Mukhiya Kamakhya Singh. With a Master’s degree in Rural Development and years of experience working with JSLPS through PRADAN, Singh brought both technical knowledge and practical insights into how Panchayati Raj Institutions (PRIs) could function more effectively.

Early in his tenure, Singh saw gaps in knowledge and capacity among GP members and citizens which left the GP functioning more as an administrative body than a truly participatory institution.

“From the start, I could see that neither my ward members nor the community really understood how the panchayat system works — what powers we have, how decisions should be taken, or how committees should function. Without that, we couldn’t expect real change,” recalls Singh.

Given Pindarkon’s large geographical spread, Singh focused on operationalising core panchayat functions, ensuring that the GP became accessible and effective across its many villages. The introduction of the SPACE programme in the area gave Singh the opportunity to create structured engagement processes within the GP, ensuring that decision-making moved from informal consultations to formalised, collective governance mechanisms.

Following two to three rounds of detailed discussions, Singh facilitated a Memorandum of Understanding (MoU) with GP members, formalising their commitment to collective decision-making under Anode’s Gram Panchayat Organisational Development (GPOD) framework.

Building the foundations

Pindarkon’s move towards stronger governance began even before GPOD’s formalisation in 2016.

“In 2015, I realised it was inefficient and unprofessional to manage all Gram Panchayat work from my own home. I knew that if we wanted the GP to be seen as a serious institution, we needed a proper Panchayat Bhawan. So, I worked with the Zilla Parishad and mobilised the other GP members to secure approvals and funding,” Singh recalls.

With collective support from the Up Mukhiya and ward members, Singh ensured that proposals were drafted, follow-ups were done, and the building was completed in 2016. This was the first step in making the GP a visible and accessible institution for the entire community.

When GPOD was introduced in 2016, the new Panchayat Bhawan became a hub for governance processes, helping ward members and citizens alike see the panchayat as a functioning institution rather than an abstract concept.

“Our roster system made sure each of us spent regular time at the Panchayat Bhawan. I think this helped people trust us more because they could actually see us working and knew we were available when they needed us,” shares a ward member.

Structured processes, Inclusive participation

Regular GPEC (Gram Panchayat Executive Committee) meetings became a cornerstone of decision-making, with ward members actively contributing to agenda-setting, reviews, and follow-up actions.

“When my husband tried to attend a meeting in my place, people immediately objected. That moment really made me understand how important it is for me, as an elected member, to show up and speak for myself,” shares a woman ward member. This incident reinforced the importance of direct representation, helping to build a culture of democratic accountability.

Pindarkon extended participation beyond the mandated structures by involving SHG members in GPEC meetings, adding grassroots perspectives and strengthening women’s voices in governance.

Regular Gram Sabhas were conducted, aligned with Jharkhand Panchayati Raj Act (JPR Act) guidelines. Ward members consolidated community concerns, framing development plans based on available schemes and local priorities. To further institutionalise transparency, the GP adopted Plan Plus, the government’s digital platform for planning and financial reporting.

As a SPACE GP under Jharkhand’s Beacon Panchayat project, Pindarkon received state-supported training on the Panchayati Raj Act, alongside capacity building sessions on the roles of Gram Sabha Standing Committees (SCs). Singh emphasised ongoing training to deepen ward members’ knowledge.

“I kept pushing for regular training because I knew many ward members didn’t fully understand what their role involved. Without that knowledge, we couldn’t expect them to take the lead or feel confident in meetings,” Singh explains.

Initially, these PRADAN-facilitated sessions were met with indifference, but this began to shift after exposure visits and Organisation Mapping exercises.

“At first, I didn’t really pay attention to the training sessions. But after visiting other GPs and going through the Organisation Mapping process, I started seeing how all these committees, plans, and processes fit together. It helped me see my own role more clearly,” shares a ward member.

Visioning and activating committees

A Visioning Workshop held in September 2017 helped the GP define its development priorities, with education and agriculture emerging as key concerns.

“As a farmer myself, I knew the struggles we all faced with seed prices and delays. When I became Adhyaksha of the Agriculture Standing Committee, I wanted to make sure the GP could help farmers directly, especially with things like collective seed procurement,” says Lokeshwar, the Agriculture Standing Committee Adhyaksha.

“Education has always been close to my heart, so when I took on the role of the Education Standing Committee Adhyaksha, I knew we had to do more than just talk. We started visiting schools, sitting with teachers, parents, and even students to really understand what was missing,” shares Dinaram, the Education Standing Committee Adhyaksha.

The GP also activated the Women, Children and Social Welfare Committee, followed in 2018 by the Environment Committee, responding to community concerns around environmental degradation.

Singh made a deliberate effort to mentor committee Adhyakshas, ensuring that leadership was distributed and sustained across sectors, not just concentrated in the Mukhiya’s office.

Progress across sectors

The Agriculture Standing Committee streamlined collective procurement processes for seeds and fertilisers, replacing previous dependency on PRADAN with a GP-led mechanism. The GP also successfully leveraged state resources, securing ₹7 crore from the Minor Irrigation Department for lift irrigation, directly benefitting local farmers.

In education, the GP restructured its school engagement model by rotating meetings across schools, involving headmasters, SMC members, parents, and students themselves. This decentralised approach gave the GP a more grounded understanding of school-specific challenges, allowing for more targeted interventions.

“We also started organising girls’ football tournaments, and that really got more girls involved in school activities. It was exciting to see them participate so enthusiastically,” says Dinaram.

Sustaining institutional change

Pindarkon’s transformation was driven by strong leadership from Kamakhya Singh, but also by the collective adoption of participatory processes enabled through GPOD.

“We’ve turned our GP into a real institution — we have proper monitoring systems, we collect data before making decisions, and we make sure people know how and why decisions are made. That transparency has made a big difference in how people see us,” says Singh.

Singh recognises that further improvements are needed.

“We’ve made a lot of progress, but there’s still so much to do. We need to find ways to reduce conflicts between ward members, encourage more women to participate, and make sure every decision we make is based on real data and evidence, not just assumptions. I also want us to build stronger relationships with the Jal Sahiya and Krishak Mitra, so we can make better use of the resources available to us.”

Through sustained community-led processes, Pindarkon has shown that internal reform of local governance structures is possible, demonstrating that transparent, accountable, and participatory governance can thrive in rural India.