By Concerned Group of Patwaris and Girdawars of Jammu & Kashmir
At a time when governance in Jammu and Kashmir is undergoing rapid transformation, marked by digitisation, administrative reforms, and rising public expectations, the voices from the field deserve closer attention. The Patwaris and Girdawars, who form the backbone of the revenue administration, have issued a collective and respectful appeal to the Financial Commissioner Revenue and Commissioner Secretary Revenue. Their message is clear: reform must now extend to those tasked with implementing it on the ground.
For decades, Patwaris and Girdawars have served as the critical interface between the State and its citizens, particularly in rural areas where land remains the most vital economic and social asset. From maintaining land records and facilitating mutations to handling demarcations and resolving disputes, their role has always been central. However, in recent years, this role has expanded dramatically.
The push towards digitisation—while necessary and commendable—has fundamentally altered the nature of their work. Today’s Patwari is not just a record-keeper but a data manager, a field investigator, and often a legal verifier navigating increasingly complex systems. Yet, the institutional framework supporting this transition has not kept pace.
One of the most pressing concerns is the irrational distribution of Patwar Halqas and Girdawar Circles. In many regions, a single official is responsible for vast and geographically challenging jurisdictions, often spanning multiple villages. This not only affects efficiency but also delays public service delivery, undermining trust in the system.
Equally significant is the issue of recognition—both professional and financial. Despite the technical nature of their work, Patwaris continue to operate under a structure that does not reflect their evolving responsibilities. The demand for granting Technical Grade status and enhancing Grade Pay from ₹2400 to ₹2800 is not merely about compensation; it is about dignity, parity, and morale.
Career progression remains another area of concern. The existing promotional pathways offer limited upward mobility, leading to stagnation and demotivation. The proposal to revise the quota for promotion to Naib Tehsildar on a 75:25 pattern—on the lines of Ladakh—is a reasonable and necessary step to ensure fairness and incentivise performance.
The challenges are compounded by the realities of digitisation on the ground. Uploading backlog mutations, verifying legacy data, and ensuring accuracy require time, training, and infrastructure—resources that are currently inadequate. The request for realistic timelines is not a resistance to reform but a call for quality-driven implementation.
What emerges from this appeal is not a picture of resistance, but of a system under strain. Delays in service delivery, rising public dissatisfaction, and increasing stress among field staff are symptoms of deeper structural issues. Yet, despite these pressures, Patwaris and Girdawars continue to perform their duties with commitment.
The indication of a proposed three-day token strike reflects the depth of frustration. However, it also underscores an opportunity—an opportunity for timely intervention that can prevent disruption and restore confidence.
The way forward lies in constructive engagement. A time-bound committee with representation from field staff, regular consultations, improved digital infrastructure, and sustained capacity-building initiatives can bridge the gap between policy and practice.
Ultimately, this is not just about administrative reform—it is about governance credibility. The efficiency of land administration directly impacts economic activity, investment, and social stability in Jammu and Kashmir.
The appeal from the field is measured, respectful, and grounded in reality. It is now up to the leadership to respond with urgency and foresight.
If addressed with sincerity, this moment can mark not unrest, but renewal—a chance to strengthen the very foundation on which the region’s governance stands.
The opinions expressed in this article are of a group of Revenue Department officials. Their identities are not being mentioned on their request.
