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In the context of India, the management of rural water supply by communities has a significant historical background, characterised by numerous documented instances of success. Nevertheless, it is widely acknowledged that communities require assistance from governmental and non-governmental entities to ensure the provision of sustainable services. The objective of the "Community Water Plus" project is to examine the support mechanisms provided to communities in 20 rural water schemes around India that have been recognised as effective. The research aims to evaluate the resources invested in these programmes. This paper introduces the research framework employed and presents the findings of the initial four case studies. These case studies include the World Bank-funded rural water supply and sanitation programme in Punjab, the Jalanidhi programme in Kerala, the WASMO programme in Gujarat, and the TWAD Board's experience with "change management" in Tamil Nadu. The significant findings suggest that State governments, with the assistance of external funding programmes, have established specialised units (e.g., in Punjab, Kerala, and Tamil Nadu) or dedicated organisations (e.g., WASMO in Gujarat) that possess the necessary formal capacity and professional expertise to aid communities in mobilisation, institutional development, and capacity enhancement across various levels. The level of assistance was substantial throughout the capital investment phase, demand generation, requirements assessment, and establishment of management capability, with adequate allocation and expenditure of resources for this objective. Communities and support organisations have demonstrated a commendable degree of professional performance, characterised by a clear delineation of roles and duties. The many forms of partnership encompass elements such as substantial empowerment (community contracting), robust organisational framework, and well-defined protocols for recruiting suitable human capital. However, as the service delivery phase progresses, the level of support provided gradually decreases. Indeed, Gramme Panchayats (GP) assume the primary role of providing support to communities, supplanting the State government in this capacity during this particular phase. However, this frequently leads to a lack of clarity on the delineation of responsibilities between Village Water and Sanitation Committees (VWSCs) and Gramme Panchayats in terms of service delivery and the provision of assistance and oversight. The infrequency of proactive monitoring and support by the State administration is often noted. The role of state governments is reinforced during the phases of capital replacement, since they give extensive technical and financial support. Based on the analysis of the initial four case studies, it can be inferred that effective community management occurs when State governments appropriately delegate authority to community organisations throughout the stages of project planning and implementation. However, this phenomenon occurs exclusively in cases where State governments possess a robust emphasis on community and an organisational culture centred around such priorities. The ability of communities to cover regular operating and maintenance costs is facilitated by the implementation of water rates and community contributions. It is apparent that communities do indeed fulfil their financial obligations for the provision of regular services. The successful administration of the community was facilitated by the crucial contributions of transparency in account management and the provision of information through Gramasabha.