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Consider two historic forts in India – Neemrana Fort in Rajasthan and Qila Mubarak in Patiala, Punjab. Both have rich histories and architectural significance. Yet, their current condition could not be more different. Neemrana Fort, a 15th-century structure, was once in ruins. But after it was taken over by a private group in the 1990s, it was restored and developed into a heritage hotel. Today, it attracts thousands of tourists from around the world, offers modern amenities, and generates sustainable revenue while preserving the site. Qila Mubarak, on the other hand, while technically open to the public, remains shut for renovation for months with no observable restoration. Even after funds were allocated for repairs, progress stalled, and parts of the structure have visibly collapsed. It receives far fewer visitors and remains largely disconnected from tourism circuits. The sharp difference between these two forts shows why private ownership could be key to saving India’s heritage.
The Archaeological Survey of India, India’s primary heritage authority, is meant to protect thousands of historical sites. And yet, 92 of those sites have gone missing, and many more are deteriorating despite their “protected” status. Preservation under government control often faces deep structural challenges. Decision-making is slow, innovation is rare, and accountability is minimal. A Comptroller and Auditor General (CAG) report found that ASI was still following a conservation manual from 1923. State departments have little incentive to innovate or improve visitor experiences. There is no competitive drive to attract more tourists by adding amenities or to prevent deterioration beyond minimum standards.
Private ownership succeeds because incentives align with preservation and promotion. A business that invests in a monument has a stake in its long-term appeal – and that means keeping the site in excellent condition. When a fort or palace is run as a heritage hotel or museum, every rupee spent by a visitor is encouragement to upgrade facilities, clean that mossy wall, or launch a new sound-and-light show. Reputation matters, too: companies and heritage trusts burnish their brand image by restoring landmarks (no one wants their name associated with a derelict site). And to satisfy guests, they introduce innovative features – from boutique cafés to guided tours with local storytellers – creating a virtuous cycle of better maintenance and higher footfalls.
While private ownership has been more feasible in Rajasthan, where many forts and palaces remained with royal families, public-private partnerships (PPPs) have shown promise in states where monuments are government-owned. These models have consistently outperformed government stewardship. One early example is the Punjab government’s decision to invite the Neemrana group to manage a deteriorating Baradari Palace in Patiala. What was once a neglected structure was restored into a grand heritage hotel – becoming India’s first heritage PPP. Rajasthan’s tourism authorities, admitting they lacked resources to revive the gigantic Tijara Fort, leased it to private restorers on a 60-year term. Even former royals have opted for professional heritage management when maintenance became unmanageable. Alwar’s Kesroli Fort and the Pataudi Palace near Delhi were both entrusted to private hospitality groups, which transformed them into thriving destinations.
At this point you might be thinking that privatization will mean exclusion. That regular citizens will be priced out, or that our shared heritage will be reduced to a commercial theme park. But evidence shows the opposite. Privately run heritage sites are more accessible, better maintained, and offer richer experiences than their public counterparts. Many even offer free or low-cost entry options, cultural events, and school programs. Why? Because the more people visit, the more financially viable the site becomes. It’s in the private owner’s interest to keep the gates open and the guests happy.
On the concern of commercialization: yes, private owners will seek to monetize heritage sites but that does not equate to cultural damage. Sensitive commercialization will enhance a visitor’s appreciation. A cafe on site means tourists can linger longer rather than rush off, a sound-and-light show can bring a ruin’s history to life at night, and a thoughtfully curated gift shop can fund restoration projects.
For example, Neemrana Fort-Palace permits general tourists to explore the fort’s premises for a modest entry fee (around ₹500 on weekdays). This system keeps the place open to backpackers, history enthusiasts, and school trips, not just high-paying hotel guests. The added amenities under private management can make visits more enjoyable – clean toilets, drinking water, cafes and souvenir shops, wheelchair ramps, informative signage, and even cultural shows in the evenings.
To its credit, the government has already begun experimenting with public-private partnerships for heritage management through the Adopt a Heritage scheme which gives companies and corporate individuals a chance to contribute to India’s heritage preservation by adopting monuments. However, the government must demonstrate greater trust in private entities. Private stewards, with their clear incentive to maintain and enhance heritage sites, should be granted genuine operational freedom. Imposing overly rigid guidelines and bureaucratic procedures defeats the purpose of engaging private management, effectively turning private partners into mere extensions of government departments with the same constraints.
Private ownership offers the strongest path forward for India’s heritage monuments. But when immediate privatization isn’t practical, public-private partnerships are a valuable alternative provided they grant genuine freedom and flexibility to private stewards. By fixing its contracting processes and trusting private entities to manage heritage effectively, the government can let India’s historic treasures flourish – rather than fade into ruin.
Ojasvi Chandel is Associate Programme Manager at Foundation for Economic Development.
Yuvraj Khetan is Programme Manager at Foundation for Economic Development .
