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This chapter studies the land leasing and sales practices in Jaipur. Jaipur is known for being the very first planned city in India, as well as the capital of Rajasthan. The first part of the chapter discusses the socio-economic characteristics of Jaipur, including the categories of workers, the constituents of the Jaipur region, and the revenue the city gets from land sales and leasing. It notes that, in terms of land use, master plan, and building bye-laws, the Jaipur Development Authority (JDA) is the one responsible for planning, while the JDA and the Jaipur Municipal Corporation (JMC) are responsible for operations, maintenance, and implementation. The second half of the chapter looks at the expenditure and service delivery of Jaipur, particularly on the city's water supply, sanitation, sewerage, and solid waste management.

This chapter summarizes the different findings the four case studies on Bangalore, Ahmedabad, Jaipur, and Kolkata, discussed in previous chapters. The discussion begins with a summary of the findings on finance, and then moves on to a summary of the findings on expenditure, public service delivery, and the relationship between the two. Based on the findings presented in this chapter, this study implies that the local government units in India have been benefiting from land sales and leasing in order to fund their infrastructure needs. However, the study is able to determine that their expenditures fall below the nationally accepted norms, thus providing a lower standard of these public services. This chapter concludes that spending and municipal revenues are at the core of the problem.

This chapter discusses the development of the metro rail system in Jaipur. It details the various phases of the project from proposal to implementation. The Durgapura to Ambabari corridor was proposed with total length of 17.35 km, of which 5.09 km would be underground and 12.25 km elevated. A total of 18 stations have been proposed for this corridor, five of which will be underground. The peak house peak direction trips/traffic is projected as 11,313 in 2014, to go up to 16,898 in 2021. It has been proposed to initially have four car trains with six-minute headway; the headway could then be reduced to four minutes in 2021. The total cost for this corridor without taxes is estimated as Rs 3,481 crore.

Rajyavardhan Singh Rathore, an Olympics silver medalist and former army officer who has served in counter-insurgency operations, is an unusual politician. He did not enter politics, either working his way through the BJP’s organization or familial connections. Rathore’s entry into politics was smooth - the BJP was looking for newer and non-political faces in its campaign in 2014. He fit the bill. However, it did take him some time to adjust to the workings of Indian bureaucracy and party organization. As an outsider, he is forever seeking to challenge the system and make it better.

Sachin Pilot, a senior Congress politician, is the son of Rajesh Pilot who was also a Congress Party leader. Sachin has been a two-time MP, a union cabinet minister, an MLA, the state president of the Congress party, and now, the deputy chief minister of Rajasthan. Pilot played a significant role in building the Congress party’s organization in Rajasthan from the ground up. He started from the very bottom, focusing on the panchayat, zila parishad, and even dairy elections, and then working his way to state-level elections. Politics for him is not a profession. It is a way of life. It’s a 24/7 commitment to being with the people and the party.

This chapter discusses Jamnalal’s expertise and his efforts to settle the conflict in the princely states in Rajasthan. It looks at his interest in his native Rajasthan, which was influenced by his association with Gandhi and the Indian National Congress. The chapter then describes Jamnalal’s suggestion of mediation and a peaceful solution to the problems of Rajasthan, which was eventually ignored by the British Diwan, Sir Beauchamp St John. He was, however, successful in resolving the Sikar crisis, which eventually led to his involvement in a major political crisis. The discussion then turns to the Jaipur Praja Mandal affair. Gandhi believed that feudal rule would collapse if nationalist pressure within British India was successful in shutting down British imperialism. It shows that the praja mandals and the alienation of the politically conscious classes in the states helped Vallabhbhai Patel force the wayward princes to obey.

In 1968, after a long legal battle, the District Court of Allahabad declared that all dedicated property of the deity Govindadeva belonged to one juristic person alone and that only one shebait should look after the deity’s interests. The right to shebaitship devolved to the eldest son of the last shebait because this was the custom of the temple that had been founded for Govindadeva in Vrindavan (later transferred to Jaipur). Since the Allahabad judgment straddles pre- and post-Independence periods—Govindadeva’s property being under the administrative control of the maharaja of Jaipur when the case began—the chapter considers how the devolution of shebaitship was administered when power was transferred from one political regime to another, looking in particular at the extent to which the intervention of the modern Indian secular state contributed to defining the rules of religious inheritance.

This chapter presents examples of innovative technologies for low-income and disadvantaged people. Such innovations often offer unattractive prospects for profit and require collaboration between private industry and governments or nonprofit organizations or foundations. Most innovations, from cars to computers, are first marketed to high-end consumers and later trickle down as lower-cost products for mass markets. For orphan technologies like a malaria vaccine or fly- and odor-less latrines, there is no “Cadillac” product to amortize research and market development costs, but focused R & D can produce simple, cheap, effective products. Sometimes, an existing product can be repurposed, as when a cell phone becomes a tool for mobile finance or a livestock deworming medicine becomes a cure for human elephantiasis. Other times, a brand-new intervention is needed, as with smokeless, fuel-efficient wood stoves. Big problems require big programs. The CGIAR supports a worldwide, near-billion-dollar-a-year network of international institutes for research on smallholder agriculture in low-income countries.

This chapter explores the historical context regarding the creation and the development of the Gauḍīya tradition in early modern North India, particularly paying attention to its relation to the Kachvāhās, who were one of the most powerful Rājput clans in the Mughal empire. This chapter first describes the central role the Kachvāhās played in the development of the Mughal regime from the time of its inception. Then it traces the intimate historical relationship between the Kachvāhā kings and the Gauḍīya leaders since the sixteenth century. Finally, the chapter examines the challenges the Gauḍīya authors such as Baladeva faced during the reign of Jaisingh II, arguably the most famous Kachvāhā king who established Jaipur in the eighteenth century.