When Manjunath Bhajantari took charge as Deputy Commissioner of Ranchi, repeated complaints about children being denied admission under the Right to Education (RTE) Act highlighted gaps in implementation. The district administration responded by digitising the process: private schools declared BPL-quota seats online, parents applied digitally, documents were verified online and an open lottery selected students. Nearly 700 children secured admission in the first year.
The administration also acted against private-school fee increases that exceeded Jharkhand’s rules and launched a district-wide drive to revive non-functional hand pumps across Ranchi’s 305 panchayats. The reforms were designed to make public systems more transparent, accountable and responsive to residents’ everyday concerns.
From Complaints To A Transparent System
The RTE Act requires private schools to reserve 25% of seats for children from economically disadvantaged families, including those from BPL households. In Ranchi, however, the process had been marked by uncertainty, with parents struggling to secure admissions and schools reluctant to participate. Bhajantari told Indian Masterminds that the process was not systematic and that many schools were not admitting eligible children.
The district administration first required private schools to provide exact figures for seats available under the quota. It then created a software portal through which parents could apply. Birth certificates, residential documents and other records were verified online by revenue officials, reducing repeated visits to government offices. Selection was conducted through an online lottery in front of media representatives and parents, adding a public layer of transparency.
The selected students’ details were sent directly to schools, while the administration monitored admissions. Schools including DPS Ranchi and JVM Shyamli participated, and nearly 700 children obtained admission through the lottery in the first year. When vacancies remained after the initial round, the administration ordered a second round. By 2026, the system had become more established, with the first round for the new academic session completed and another round planned to fill remaining seats.
Fee Hikes And Water Problems
The RTE admission exercise also brought another concern into focus: school fees. Parents had raised concerns about private schools increasing charges through development fees, annual charges and other miscellaneous costs. Jharkhand’s existing framework permits schools to increase fees only once in two years and by a maximum of 10%, subject to approval from the School Fees Management Committee.
The district administration called private-school principals and management representatives for a meeting and asked schools to submit fee records covering the previous three years. The review found that some schools had increased fees beyond the permitted limit without the required committee approval. Rather than ordering recovery of money already collected, Bhajantari said schools were directed to adjust the excess amounts during the ongoing academic cycle. “They have been asked to readjust those fees. We have not gone for recovery,” he said. The administration’s approach received appreciation in Jharkhand and prompted discussions about whether similar measures could be adopted elsewhere.
The district’s governance efforts also extended beyond education. With summer bringing water shortages in parts of Jharkhand, Ranchi launched a campaign to restore non-functional hand pumps. The district has 305 panchayats, and each mukhiya was asked to prepare a list of pumps that were not working.
आज समाहरणालय ब्लॉक-ए के प्रांगण में गवर्नमेंट मिडिल स्कूल नवीन आरक्षी, रांची-1 की छात्राओं ने राखी (हैंड मेड ) बांधकर रक्षाबंधन के पावन पर्व को प्रशासनिक परिसर में जीवंत बना दिया। @prdjharkhand @JharkhandCMO @HemantSorenJMM @mbhajantri pic.twitter.com/tW4xLYjSuT
— DC Ranchi (@DC_Ranchi) August 27, 2026
The consolidated list was handed to the Public Health Engineering Department (PHED) for repairs. Importantly, local elected representatives were also given a role in verifying whether repairs had actually restored water supply. Bhajantari argued that engineers may report that a repair has been completed, but people living in the area are best placed to confirm whether the pump is genuinely working. “It is more about people participation at the grassroots,” he said. In urban Ranchi, the administration also directed the Ranchi Municipal Corporation to monitor private water tankers, including their water quality and charges. Residents were given a route to report faulty hand pumps and poor-quality water through the district’s public grievance system. Complaints are forwarded to PHED and are generally addressed within 24 hours to one week.
The Logical Indian’s Perspective
Governance is often measured through large schemes, budgets and announcements, but its real impact is frequently felt through much smaller moments: whether a child gets a school seat, whether a parent can understand what they are being charged, or whether a family can rely on a working source of drinking water. Ranchi’s approach offers an important lesson in this regard. Digital systems can reduce discretion and improve transparency, but technology alone cannot build trust; public participation, monitoring and accountability have to accompany it.
At the same time, reforms work best when authorities, schools, elected representatives and citizens engage through dialogue rather than confrontation. The emphasis on publicly conducted lotteries, fee reviews and community verification points towards a model where institutions and citizens share responsibility for making services work.
The Logical Indian believes meaningful social change begins when governance becomes accessible, fair and responsive to ordinary people. Can everyday, citizen-focused reforms like these become the standard for governance across more districts in India?
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