Ayushman Bharat – Pradhan Mantri Jan Arogya Yojana (AB-  
PMJAY): In Quest of Providing Accessible, Affordable & Quality  
Solutions to Achieve Universal Healthcare  
Dr. Taruna Juneja Gandhi, Dr. Nishant Sagar  
BITS, Pilani  
Received: 06 December 2025; Accepted: 11 December 2025; Published: 20 December 2025  
ABSTRACT  
Ayushman Bharat- Pradhan Mantri Jan Arogya Yojana is a flagship scheme of the Government of India, with a  
vision of Universal Health Coverage (UHC) as its underlying commitment of "leaving no one behind." Launched  
in 2018, AB-PMJAY is the world’s largest health assurance scheme, aiming at providing a health cover for  
secondary and tertiary care hospitalization to over 12 crores poor and vulnerable families. With more than 42.7  
crore Ayushman cards created across the country, and 32,500 empanelled hospitals, the AB-PMJAY scheme is  
currently providing cashless healthcare services for 1,961 procedures across 27 medical specialities. AB-PMJAY  
scheme has been evolving since its inception and is constantly adding new features in its portfolio, such as  
coverage of 70+ population; shift from volume-based to value-based care system, strengthening of district  
implementation units, to name a few. The scheme has many achievements, however, there are gaps and  
irregularities in the current disposition. The article outlines these gaps and gives pragmatic solutions to fill those  
loopholes. Filling these critical gaps is critical before the programme goes on to the next level, in terms of  
coverage without compromising on the quality of care.  
Keywords: Ayushman Bharat- Pradhan Mantri Jan Arogya Yojana (AB-PMJAY), Out-of-Pocket expenditure  
(OOPE), Accessibility of healthcare services, health insurance  
Current Policy Scenario  
Launched in 2018, Ayushman Bharat – Pradhan Mantri Jan Arogya Yojana (AB-PMJAY) aimed to reduce Out-  
of-Pocket expenditure (OOPE), and improve affordability of healthcare services, especially secondary and  
tertiary care to the poor and vulnerable sections of the population. The schemes encouraged the inclusion and  
utilization of the Private Sector to improve accessibility and quality of healthcare for the vulnerable population.  
The policy aspired to solve multiple systemic issues in India’s healthcare system, such as fragmented insurance  
coverage across states, weak financial protection for acute & chronic illnesses and reduce catastrophic  
expenditure on healthcare services.  
A health insurance cover of 5 lakhs per family per year for secondary and tertiary care hospitalization to over  
10.741 crore families from the poor and vulnerable section of the population (based on SECC, 2011) was offered.  
The eligible families are given cashless and paperless access to healthcare services at the empanelled hospitals,  
be it public or private. More recently, in 2024, senior citizens aged above 70 years, irrespective of their  
socioeconomic status, have also been made eligible to avail the benefits of AB-PMJAY.  
AB-PMJAY provides seamless and portable health insurance across the country with no age bar and capping on  
family size. All the preexisting conditions are covered along with additional benefits such as coverage of the cost  
of diagnostics and medicines for up to 3 days pre-hospitalization and 15 days post-hospitalizationi. The scheme  
dared to include various health insurance schemes such as Rashtriya Swasthya Bima Yojana (RSBY), Central  
Government Health Scheme (CGHS), Employees’ State Insurance Scheme (ESIS) and state-funded extension  
schemes – with different coverage and varying benefits. Since the launch, the scheme has been constantly  
revising the Health Benefit Packages (HBPs) and setting appropriate reimbursement rates on an annual basisii.  
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Another critical element ofAB-PMJAY has been the availability of huge health data on which extensive research,  
analysis and documentation can be done, thus making evidence-based analysis and course correction more  
feasible. Health data included NHA annual reports and dashboard analytics, on which CAG Audits, evaluations  
and impact analysis by independent agencies such as WHO, PHFI, and NITI Aayog were based. Apart from  
these, studies on utilisation and financial protection; investigations on fraud, exclusion, and behavioural issues  
by human resource and private hospitals have been developed. Though well-designed and constantly evolving,  
AB-PMJAY still suffers from various problems such as operational issues, quality of care provided, regional  
disparities in utilization and financial protection, and low awareness among common people. This review policy  
paper discusses these issues and attempts to offer pragmatic solutions for fulfilling those gaps.  
Achievements of AB-PMJAY  
More than 42.7 crore Ayushman cards have been created across the country. AB-PMJAY have authorized  
more than 9.8 crore hospitals till November 2025iii.  
Around 32,500 hospitals have been empanelled, out of which around 15,500 are privateiv.  
AB-PMJAY scheme provides cashless healthcare services for 1,961 procedures across 27 medical  
specialities in its latest national master of Health Benefit Package (HBP) v.  
PMJAY guidelines stipulate that final approval or rejection must be done within 30 minutes after online  
submission of patient data. According to the CAG 2023 reportvi, more than 3.8 lakh cases were under  
process for approval or rejection. The number of days of delay in these cases ranged from one to 940  
days. Delays in processing rejection cases ranged from one to 404 days.  
Information, Education and Communication (IEC) cell was formed in just seven States/UTs, according  
to CAG 2023. The IEC plan was prepared only in four States, Chhattisgarh, Madhya Pradesh, Manipur  
and Rajasthan. Less than 25% spending of the IEC Budget has been spentvii.  
In six States/UTs, ineligible beneficiaries availed the benefits of the Scheme. The expenditure on these  
ineligible beneficiaries ranged from ₹0.12 lakh in Chandigarh to ₹22.44 crore in Tamil Naduviii.  
Unique Features and Achievements of AB-PMJAY  
The AB-PMJAY scheme has seen a continuous evolution since its inception through constantly adding new  
features and frequent course-correction measures. Some of them are coverage of 70+ population; shift from  
volume-based to value-based care system; efforts to encourage hospital empanelment; undertaking virtual and  
physical capacity-building of hospital HR; setting up of District Implementation Units (DIUs) to check on  
empanelled hospitals and beneficiaries. More importantly, a revised Health Benefit Package (HBP) has been  
released by NHA with 1961 procedures, and rates have been increased for 350 packages, along with the addition  
of new packagesix.  
All public hospitals with in-patient services form an indispensable part of the AB-PMJAY, and they are also  
reimbursed for health services provided under AB-PMJAY at par with private hospitals. These funds act as an  
additional supplementary financing source for public hospitals (over and above the supply-side financing). The  
supplementary funds can be used for various inputs at the facility level, and an indicative list and allocation  
shares have been defined by NHA. The funds can be used to improve the quality of care, infrastructure  
upgradation; adding new HR; providing incentives to existing HR; purchasing new equipment, medicines and  
consumables; and for administrative expenses.  
Implementation Gaps  
In an effort to provide quality healthcare accessible to the vulnerable population, AB-PMJAY has incorporated  
many components with role differentiation at the State and District level. However, there are ample issues in the  
implementation of these initiatives at every level. While the coverage of population is being expanded and  
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worked upon, it is time to focus on patient safety and the quality of care being offered at the empanelled hospitals.  
Some of the critical issues that the scheme has encountered are:  
. Regional disparities: In a diverse country like India, different states with varied populations have different  
sets of health problems. These disparities among States have translated into disparate implementation of the  
AB-PMJAY scheme across the country. For instance, UP has more than 5.4 crore Ayushman Cards made,  
while states like Punjab, Kerala, Tamil Nadu, Telangana, Uttarakhand, Mizoram, Meghalaya, and Tripura  
have less than a crore Ayushman Cards.  
Tamil Nadu leads in the number of authorized hospitalizations (>1.1 crore) while Himachal Pradesh has the  
lowest (around 0.04 crores). The number of hospitals empanelled is highest in Uttar Pradesh (6139) and  
lowest in Jammu & Kashmir (270).x  
. Operational challenges like fraud, low empanelment, issues with claim settlements, issues of ineligible  
beneficiaries, misrepresentation of claims, fraudulent billing, wrongful beneficiary identification,  
overcharging, unnecessary procedures, false/ misdiagnosis, referral misuse, etc.  
. Lack of awareness among beneficiaries: Many studies have pointed out low awareness levels as reasons  
xi, xii  
for low utilization of the AB-PMJAY scheme.  
. Limited impact on improving utilisation and financial protectionxiii , which the scheme aspired to  
achieve.  
. Discrepancies in payment utilization by Public Hospitals: The CAG 2023 report has highlighted several  
incongruities in the spending of the claim amount received by the public healthcare facilities – they were  
either used for inadmissible purposes or kept idle. Hospitals in many states did not give any money as staff  
incentives, nor did not spend any amount on hospital up-gradation and quality improvement.  
. Prioritizing patient safety and quality of care: The system of grievance redressal; financial incentives and  
quality certifications for empanelled hospitals (PM-JAY Bronze, Silver, and Gold Quality certifications,  
NABH Accreditation Incentives) are not proving enough to assure patient safety and quality of care at the  
empanelled hospitals. CAG 2023 discusses the lack of knowledge of Nodal officers regarding various  
protocols and guidelines of AB-PMJAY.  
RECOMMENDATIONS  
The implementing agency of AB-PMJAY, National Health Authority (NHA), has been extremely proactive in  
reviewing and revising the implementation protocols and solving operational issues. Further suggestions to  
tackle the policy gaps are as follows:  
Encouraging a more proactive role of the State Health Authorities (SHAs) and DIUs: SHAs and DIUs  
need to take ownership of the implementation of AB-PMJAY in their respective regions. This is imperative  
to solve operational issues such as fraud, delay in claim settlements, ineligible beneficiaries, wrongful  
beneficiary identification, overcharging, unnecessary procedures, false/ misdiagnosis, referral misuse, etc.  
While balancing access and quality, SHAs and DIUs should actively take up increasing the empanelment  
of private hospitals, utilization of claim amounts by the public hospitals as per the national and state  
protocols.  
Prioritizing patient safety and improving vigilance on the quality of services being provided at the  
empanelled hospitals. Consideration of the quality of healthcare services is critical to improving the  
utilization of the AB-PMJAY scheme. While independent audits, surprise checks can be done, following  
standards like NQAS, NABH, and JCI can be mandated for all the empanelled facilities.  
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Implementation of strict monitoring and regulation of empanelled hospitals to prevent frauds and  
unethical practices, while encouraging patient safety and quality of care. The process of de-empanelment  
needs to be strengthened to discourage fraudulent practices.  
Awareness activities: On-field activation and awareness efforts are important to enhance the uptake of the  
scheme. The utilization of the IEC budget must be increased through encouraging an active role of the IEC  
cells.  
Increasing investment in expanding healthcare facilities in rural interior areas to reduce the distance  
beneficiaries need to travel to access the required medical treatment. At the same time, the expansion of  
services to patients requiring long-term and rehabilitative care should also be planned simultaneously.  
Firming up the shift towards Value-Based Care (VBC): It aims to deliver patient-centric healthcare  
services through incentivising and encouraging healthcare providers. The performance of PMJAY  
empanelled hospitals is being measured on 5 key performance indicators, including beneficiary satisfaction,  
hospital readmission rate, extent of OOPE, confirmed grievance-handling system and improvement in  
patients ’ health-related quality of life.  
AB-PMJAY is already exploring and utilizing data from multiple impact evaluations, large-scale costing  
studies done by various government and non-government agencies. HBPs have been revised four times since  
the inception of the scheme, along with the reimbursement rates. Utilization of existing data and  
streamlining research efforts can be done by NHA. Impact evaluation & Cost-effectiveness studies can be  
done in a phased manner, in a way that the findings can be utilized more efficiently. Research studies on  
Health Benefit Packages can be planned to review the opportunity costs, and the relationship between tariff  
revision and outcomes (in terms of quality, financial risk protection, mortality, QoL) can be studied.  
CONCLUSION  
Providing health insurance to the most vulnerable section of society, almost 40% of the Indian population,  
is an exemplary task which is being fulfilled immaculately by the NHA and related agencies. The  
implementation of this ambitious scheme is already being quoted and set as an example for other low-and-  
middle-income countries to follow. Addressing the ever-neglected elderly care, inclusion of the 70+ population  
in AB-PMJAY is a big step being undertaken smoothly, though it would require further expansion of HBPs.  
AB-PMJAY is expected to provide accessible and quality healthcare services to people across the country. AB-  
PMJAY also aspires to initiate and roll out the coverage of the middle-income population, and various co-  
payment systems are being talked about for this unique population segment. However, before taking on this  
major step towards access, the quality of care being provided to the currently covered population should reach  
the planned and pre-thought level. The programme has to plug in many underlying gaps before it expands its  
coverage to diseases requiring long-term care, including palliative care and rehabilitative care services.  
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