At the Hour of Farwell (37)

37. At the Hour of Farewell

The moment of farewell finally arrived, the end of my 41 years of service in the government, which began in 1979. I joined service on the morning of July 30, 1979, and retired on the evening of July 31, 2020.

Secretariat 

My journey had come full circle, from the old Secretariat to the new one, through districts and various departmental offices, back again to the Secretariat campus where I had spent nearly twenty years of my life sitting in its chambers. There, I had witnessed the rise and fall of many, from Chief Minister Madhavsinh Solanki to Vijaybhai Rupani, working with several ministers and getting the rare opportunity to serve the people of the State.

CM’s Promise 

Chief Minister Vijaybhai Rupani used to tell me, since February that year, “Poonamchand, I intend to continue your services even after your retirement.” But then came COVID  and everyone’s attention turned toward containment, treatment, and management of the pandemic. Gradually, I sensed that the Chief Minister’s enthusiasm was cooling.

However, the Governor had seen my work on the Natural Farming Mission and how, in a very short time, we had turned it into a people’s movement. Impressed, he had thought to use my service in natural farming post retirement. 

He even asked me to collect details of a retired Andhra Pradesh officer working in natural farming, his post, pay, and service conditions. I procured the details and gave them to him. 

The Governor even arranged a joint meeting with the Chief Minister about another related matter to help formalize it. Yet, for some mysterious reason, the plan never materialized. Both remained silent, and on 31 July 2020, as office hours ended, I formally retired.

Superannuated 

As per tradition, the Additional Chief Secretary of the General Administration Department came with the retirement order and a bouquet. A few IAS colleagues also dropped by. Because of COVID, there were few visitors. A couple of months later, when the situation normalized, I was invited for a Committee of Secretaries farewell, and a year later the IAS Association felicitated all officers who had retired in the past two years with parting citations. With that, the chapter closed.

Resumed Family Life: New Arrivals 

After retirement, I turned toward my family. Those long-missed days of being at home, free from official duties, returned. 

As if waiting for my retirement, my younger son Dhawal was blessed with a son, Hiranya, on November 7, 2020, and my elder son Ujjwal had a son, Dhairya, on April 5, 2021. Now, like the five Pandavas, I had five grandchildren: Kavya, Riya, Krishna, Hiranya, and Dhairya; keeping me company in play, study, meals, and outings. Life became a garden of joy.

Heart Failure 

But before that joy settled in, on the early morning of 15 December 2020, I faced a cardiac arrest. I had been feeling weak for some time and had suspected some trouble, but, being overzealous in my work, 

I had neglected to get myself examined despite visiting the UN Mehta Cardiology Institute every Tuesday for a year while in the Health Department. 

My annual checkups showed everything fine, though my heart’s pumping efficiency had dropped from 55 to 50 percent - a warning I ignored.

That winter morning of December 15, 2020 was bitterly cold. Laxmi, who was always by my side, had been staying for a month at Dhawal’s house nearby to help our daughter-in-law Kinjal with baby Hiranya. I was alone in bed. 

As usual, I woke around 3:30 AM, during Brahma Muhurta. My eyes opened but I couldn’t move. My hand wouldn’t lift. My head and chest were soaked in sweat. 

Alarmed, I gathered whatever strength was left, forced myself up, went to the adjoining office room, popped a sugar candy into my mouth, and phoned my elder son Ujjwal sleeping upstairs. 

By fortune, he picked up on the first ring. He came down immediately, began pressing acupressure points as I instructed, and then fetched Laxmi from Dhawal’s home.

She made me a hot cup of coffee, and gradually I regained consciousness. It was just 6 AM. 

Thinking the junior doctors would be on morning duty, I delayed going to the hospital. Once I felt stable, I called the driver, bathed, dressed, and reached UN Mehta Hospital around 10:30 or 11 AM.

Because I had called ahead, the team was ready. 

They took me straight to the operation theatre. 

While talking to me, anesthesia was administered, and Drs. Anand Shukla, Jayesh Prajapati, and Sibasish Sahu performed the angiography and angioplasty. 

When I regained awareness, I was still in the OT, hearing someone say, “The stent has moved ahead of its place.”

They assured me the procedure was almost done, they just had to run the final camera check through all heart sectors. Again I drifted off under anesthesia.

When I next opened my eyes, I was in VIP Room No. 1 of the Institute’s new building. 

Dr. R.K. Patel the Director of the Institute came and said, “Sir, the hospital you helped build — we’ve had you inaugurate its VIP room yourself!” I smiled. 

The elite team had implanted three stents: two in the RCA, which was fully blocked, and one in the LCx; the LAD, 70% blocked, was left for later. I was advised another stent after six months, observed for two days, and then discharged.

With the stents and new medications, my heart began “recalibration,” but instead of improving, my health worsened. My pumping was dropped to 40%. I could barely complete a one-kilometre walk around the nearby lake without sitting down five times. My face darkened, body weakened. 

Echo reports at follow-ups showed stability, but the heart had already expanded and would return to its original form so only regular medication and an stress-free life could sustain it.

Being educated, I understood what each medicine did, so I began tapering off those unnecessary for my symptoms. The fewer pills I took, the better I felt. 

After consulting Dr. Tejas Patel a renowned cardiologist, I continued only on a blood thinner, statin, and beta-blocker.

Statins gave me calf pain, so I switched from wheat to millet bread, reduced the dose, and almost stopped it. The beta-blocker was for blood pressure; stopping the thinner would normalize BP, but both had to balance each other.

Over time, collateral vessels developed in my heart, and my condition improved. I remain at Class 2 heart failure, taking care to avoid slipping into Class 3.

CM Kept his Promise!!

By mid-2020, I had retired, but the Chief Minister’s unfulfilled promise still lingered. 

A file regarding the Gujarat State Police Complaints Authority (GSPCA) went up. Unaware of the post’s status or pay, he appointed me a Member. 

Three months after retirement, on 13 January 2021, a notification was issued to post me as member GSPCA. 

As a former Additional Chief Secretary, I could have been its Chairperson, but was made an ordinary Member, yet something was better than nothing. 

The Authority met once or twice a year, with ₹1,500 as sitting fee per meeting, so technically I held a job worth ₹1,500 a year! The Chief Minister kept his promise in his own way. 

Now that he has passed away in an airplane crash, the mystery behind it remains unsolved. By then my heart’s condition restricted me from taking any major assignment, so silence prevailed on both sides. 

Promised by the New Chief Minister 

Then, in September 2021, the Chief Minister changed, and the entire Cabinet was replaced. I reflected that I had served 41 years, lived 35 years as an IAS officer, and retired with dignity, while in politics, however, fortunes change overnight. 

I met the new Chief Minister four times over four years, mainly to get logistics support to attend my granddaughter Kavya’s health and to offer my services if needed. I was known to him as he was Chairman AUDA when I was Additional Chief Secretary, Urban Development Department. 

But time passed, years slipped away, and opportunities faded. Trusting verbal assurances, I even declined a probable chance of a Member CAT. Now at 65, after witnessing two politicians break promises, I understood the real limits of power.

PhD from Gujarat Technological University 

At home, I am content among my five Pandavas (grandchildren). Having registered for a PhD at Gujarat Technological University (GTU), I continued my research and successfully defended my thesis before the examination committee in January 2024. In June 2024, I was awarded the PhD degree.

Kashmir Shavism: Workshop and COVID infection 

In November 2021, Laxmi and I attended a workshop on Kashmir Shaivism in Bharuch. On our way back, we visited Kabirvad, just as the annual Kabirpanth festival was concluding. 

After a brief chat with devotees there, I brought home COVID. I suffered first, then Laxmi, and finally our granddaughter Kavya. 

With an oxygen monitor at home, we tracked our SPO₂ daily and waited it out. I recovered in a fortnight; Laxmi took longer, and Kavya bounced back in three days. Still, with children at home, we followed quarantine protocols diligently.

No Big Tasks

I served on the GSPCA till April 2025. Though the Chairperson’s post later fell vacant, someone else was appointed at the last moment. 

Occasionally the government remembered me for small assignments such as a committee to suggest formula to fix fees of schools run by private institutions, or to attend SPIPA Governing Body meetings or selection interviews.

Those occasions gave me a reason to wear formal clothes again. 

Otherwise, retired life had its own quiet charm. Clothes lost their pull; days and dates slipped by unnoticed. Morning turned to evening, evening to morning - Sundays came and went, seasons passed - winter, summer, monsoon - Diwalis came and went; the years now seem to fly like days. 

Time’s clock has quickened - Einstein’s theory of relativity fits perfectly!

Revived Life

Once, I had a life of movement; then a life of authority; and now a life of peace, contentment, and ordinariness. 

The path of spiritual insight has opened, and my pen finds freedom again. 

Going to the market and meeting people brings joy. 

Having tea for ₹15 at Barot’s stall in the Secretariat’s Meena Bazaar, or eating a ₹50 plate of bhajiyas at Rajkot Bhajiya House feels delightful. 

Walking through the vegetable and fruit markets whether at Gandhinagar or at Kalupur or Naroda in Ahmedabad among the lush greens and vivid colors, one feels life vibrate with vitality.

When in office, that “well” of power seemed deep. Now who is Chief Minister or Minister, who is Chief Secretary or Collector? We know what lies behind those walls. 

When one no longer belongs to that world, what use is it?

Now, if the mind desires, there is tea; if it desires, there are sweets. When tired, one rests; when awake, it is morning.

Reading, writing, chatting, watching TV or the social drama on social media — all unfold before the eyes. 

One can clearly see who pulls which cart, who bears the load, and who merely barks at the passing caravan. 

It is a world of drama.

I am reminded of Befam (poet Barkatali Virani) of Bhavnagar, whose ghazal a former Deputy Secretary in GAD (Planning), Madhubhai Bhatt used to quote: 

“बेफाम तोय केटलु थाकी जवु पड्यु, नहि तो जीवन नो मार्ग छे घर थी कबर सुधी”. (Befam too grew weary — for life’s path runs from home to grave). 

Another of Befam’s tender verses still echoes within me: “नयन ने बंद राखीने में ज्यारे तमने जोया छे, तमे छो तेना करता पण तमने वधारे जोया छे.” (When I closed my eyes and saw you, I saw you as more than what you are). 

Between the eyes and the grave, in that blink of separation, lies the grandeur of this entire life.

20 October 2025

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Farmers’ Welfare: COVID Pandemic (36)

 

36. Seven Steps for Farmers’ Welfare: The COVID Pandemic

I am a city man, but my grandfather and great-grandfather were farmers. My father was a farmer’s son, and my wife is a farmer’s daughter. So, love for farming has come to me naturally.

During the monsoon of 1979, when I began my first job at the Secretariat in Gandhinagar, the greenery swaying along both sides of the roads made me fall in love with it. Whenever I visited my in-laws’ village, I deeply enjoyed the fragrance of rural life and the refreshing taste of the lush green fennel fields.

But destiny didn’t want me to remain confined to the meeting rooms outside the Chief Secretary’s chamber.

At that time, my responsibilities in the Health Department were increasing. Meanwhile, Additional Chief Secretary (Agriculture) Sanjay Prasad was appointed to the State Election Commission after his retirement. Hence, the government transferred me to replace him as Additional Chief Secretary, Agriculture, Farmers’ Welfare, and Cooperation Department.

Natural Farming

I took charge on September 3, 2019, and the very next day, a workshop on Subhash Palekar Natural Farming was scheduled at Mahatma Mandir.

That evening itself, I had a detailed briefing with the Hon’ble Governor of Gujarat, Shri Acharya Devvrat, regarding natural farming.

Since assuming office as Governor in July 2019, he had taken a deep interest in promoting natural farming in the state. Earlier, as Governor of Himachal Pradesh, he had expanded the natural farming movement and attracted the attention of the Prime Minister.

He was once an Acharya (principal) at an Arya Samaj Gurukul school — soft-spoken, articulate, and such an engaging speaker that one could listen to him endlessly.

On September 4, 2019, the next day, the Subhash Palekar Natural Farming Workshop was held at Mahatma Mandir. The event was inaugurated in the presence of the Governor, Chief Minister, Deputy Chief Minister, Union Agriculture Minister, and several state ministers.

Throughout the day-long session, there was dialogue among the Governor, Shri Subhash Palekar, Vice Chancellors of Agricultural Universities, officials and staff from ATMA, the Departments of Agriculture and Animal Husbandry, representatives of agricultural and livestock organizations, natural farming institutions, experts, and about 10,000 progressive farmers.

Within just one day, I had absorbed the complete essence of natural farming.

Follow-up meetings were held by the Hon’ble Governor on September 5 and October 16, 2019.

Statewide Natural Farming Movement

We divided the state into four zones and organized agricultural conventions at the campuses of the four agricultural universities — Junagadh, Dantiwada, Anand, and Navsari.

Through these gatherings, we appealed to farmer groups, officials, and staff of the agriculture and animal husbandry departments and ATMA to participate in the natural farming movement.

On that day, the Governor, Dr. Subhash Palekar, and I traveled across the state by helicopter, addressing all four conventions, spreading the message of natural farming, and directly engaging with farmers.

The campaign had reached every corner of rural Gujarat.

Under the guidance of the Governor and the technical leadership of Dr. Subhash Palekar, who provided scientific methods for obtaining toxin-free agricultural produce through the use of Jeevamrut (a natural growth stimulant) without chemical fertilizers or pesticides, our next goal was to give this movement an organizational structure that would keep farmers consistently engaged and inspired.

We already had the framework of ATMA (Agriculture Technology Management Agency) and the institutional strength of the Departments of Agriculture, Horticulture, and Animal Husbandry.

Budget 2020

Then came the Budget of February–March 2020.

I presented seven schemes under the banner of “Seven Steps for Farmers’ Welfare.” Those two months remain unforgettable in my career.

Three major events marked that period — Namaste Trump, the State Budget, and, by the last week of March, the COVID lockdown.

In the meetings of secretaries held in the presence of the Chief Minister and Finance Minister, I introduced seven new welfare schemes for farmers under the theme “Seven Steps for Farmers’ Welfare,” two of which focused specifically on promoting natural farming.

Besides that, I played a leading role in discussions on welfare schemes of other departments, offering suggestions wherever necessary.

Having handled several major departments over the years, I had gained enough experience to feel as though I was helping run the entire government machinery.

As my retirement approached, I was like a lamp flickering at dusk — glowing brighter before going out — giving my best to every task.

When the budget was presented in the Legislative Assembly, and the next day’s newspapers carried headlines about it, the Chief Minister Vijaybhai Rupani said to me, “Parmar, today you have made your mark! The newspapers are filled with headlines about your schemes.”

His words were a great encouragement and deeply gratifying.

Uzbekistan Delegation

Earlier, from 19–23 October 2019, the Chief Minister had led a delegation to Uzbekistan, and I had the privilege of accompanying him — a gesture that honoured me greatly.

I was aware of his limits, and I always stayed within them; yet he treated me with genuine warmth and respect.

After all, who can ever tell what truly works with those above us?

That Uzbekistan visit remains a memorable chapter — my last foreign trip on government expense.

We visited Andijan (the birthplace of Babur), Samarkand (rich with the architectural marvels of Tamerlane), Bukhara (the historic centre of Islamic learning), and the capital city Tashkent.

Describing that journey in full would itself need a separate essay.

But one thing was evident — their children, youth, and elderly alike seemed full of vitality and freshness, perhaps even more than ours.

Their lives were not suppressed under veils and beards, but open and modern.

Looking at their tall, strong young men, one could easily imagine how Babur, as a young warrior, rode his horse tirelessly across the plains to conquer Panipat and become the emperor of Delhi.

Interestingly, most people there knew little about Babur. When I began talking about him, they listened with fascination and said I should speak about it on their radio or television.

Their hospitality was extraordinary.

They welcomed our Chief Minister with the same honour as they would a Prime Minister.

As we arrived, young girls dressed beautifully stood along both sides of the road holding trays of dry fruits to greet us — a sight to cherish.

During lunches and dinners, the folk dances and songs performed for us evoked the splendour of Babur and Akbar’s royal courts.

They too are a people who love dance, music, and fine food — much like us.

The Mughal rulers had left an indelible imprint on Indian culture through their cuisine, architecture, and aesthetics.

Even today, we relish their culinary legacy — in homes, on the streets, and in restaurants — and our Hindi films still find success when they echo that music and grace.

Their carpet weaving is exquisite but expensive.

The art that came from Iran and Uzbekistan now thrives in Kashmir and Bhadohi (U.P.), where it continues to earn global admiration.

In Tashkent, I tried to locate the hotel where Lal Bahadur Shastri had stayed, but the city’s landscape had changed so much that it was impossible to identify.

Since Uzbekistan gained independence after the dissolution of the USSR, much had transformed.

We visited the memorial dedicated to Shastriji and paid our heartfelt tributes.

The Plan to Reclaim Wastelands

The Uzbekistan visit offered an insight.

If that country could offer thousands of acres of wasteland free of cost to Indian farmers and entrepreneurs for cultivation, then surely we could do the same — by developing the vast unused lands of Kutch and surrounding districts for productive purposes.

We prepared a proposal.

Since reclaiming barren land required heavy financial investment, we designed a mechanism to attract companies and industrial entrepreneurs to participate.

But obtaining land from the Revenue Department was never easy!

Had I not retired, I’m confident we would have completed that project successfully.

Training a Cadre of Natural Farming Leaders

We organized a special workshop at Vadtal Swaminarayan Temple Campus, conducted by Dr. Subhash Palekar, to train Master Trainers.

Simultaneously, through video conferencing at 32 locations across the state, we trained another set of Master Trainers — creating a network of nearly 19,000 trainers.

Dedicated officers were appointed at the satellite stations to ensure that the training was conducted with full seriousness, just like the main camp at Vadtal.

At the taluka (sub-district) and district levels, progressive farmers practicing natural farming were appointed as coordinators, and a network of Village Natural Farming Committees was established.

Soon, training sessions on natural farming began in villages across the state.

The Chief Secretary’s Chair

After returning from the Uzbekistan tour, I realized that the Chief Secretary was due to retire in December. I decided to quietly assess my own prospects. I met the Chief Minister and spoke with him about it.

He spoke with cautious restraint and said, 

“I don’t want to make the same mistake my predecessor made — you know what I mean. Go to Delhi and meet Dr. P. K. Mishra.”

I contacted Dr. Mishra, but he referred me to someone else. When I tried to get an appointment with that person, I couldn’t manage to meet him.

Later, I learned that my name was indeed among the few under consideration. But just around those critical days, a local controversy involving the Collector of Ahmedabad came up. Perhaps due to displeasure or resentment against the state administration, Delhi intervened — and instead of me, my batchmate was brought in from the Centre, relieved from his position as a Secretary to the Government of India, and appointed Chief Secretary of Gujarat.

I remained Number 2.

Direct Benefit Transfer (DBT) Assistance for Farmers

That year, unseasonal rains had damaged crops in several districts, and we had to provide financial assistance to the affected farmers.

We designed an online application form on the lines of the OJAS model and made the process fully digital.

The VLE (Village Level Entrepreneurs) force I had built earlier during my tenure in the Panchayat Department was deployed once again. They were paid an honorarium to help farmers fill out the online forms.

For those who didn’t have bank accounts, we helped them open one, and on 25 December 2019, the birth anniversary of former Prime Minister Atal Bihari Vajpayee, celebrated as Good Governance Day, we credited relief assistance directly into thousands of farmers’ accounts in a single day from the State Treasury.

When the Government of India launched the PM Kisan Samman Nidhi Scheme before the 2019 general elections to transfer financial aid directly into farmers’ accounts, our model and system were already in place.

With just one click, funds began transferring directly from Delhi into the accounts of farmers across India.

Technology had made governance transparent and swift.

Still, a few fraudulent elements opened dummy accounts of farmers living away from their villages to siphon off money, but our rigorous verification system ensured that such cases were promptly caught.

The Locust Invasion

In the winter of December 2019, when the fields of Gujarat were lush with wheat, gram, mustard, cumin, and castor crops, a sudden locust invasion struck.

The locusts had originated in Saudi Arabia, Iran, and Pakistan, and their route led them straight into India. They had first bred in Arabia in May 2018, and by 2019, they had reached our borders.

The districts of Patan, Banaskantha, Mehsana, and Sabarkantha were affected, along with adjoining areas of Rajasthan and Madhya Pradesh.

Locusts are ferocious creatures — they descend in millions, and within hours can strip a field completely bare.

Their lifespan is barely five to six months, but their life cycle ensures survival — each generation breeds a new, stronger one before dying.

Just as foreign invasions on India once came through Greece, Iran, and Afghanistan into Pakistan, these locust invasions follow a similar vast route. Pakistan often suffers more damage than India.

For Gujarat and Rajasthan, the attack usually comes straight across the sea from Somalia, after crossing Kenya, Ethiopia, Arabia, and Baluchistan. Even Madhya Pradesh, Uttar Pradesh, Haryana, and Punjab can’t always escape their reach.

Farmers try to drive them away by beating metal plates and making loud noises, sometimes managing to keep them off their own fields — but then, the locusts simply move to the next field and destroy someone else’s crop.

To control them, insecticides must be sprayed.

But if the locusts close their wings tightly and slow their breathing, even powerful chemical sprays prove ineffective.

The female locusts lay eggs in secluded sandy areas, guarded by a kind of “commando unit” for protection.

From those eggs, nymphs hatch — small, wingless hoppers that jump on the ground, feeding on tender leaves. Within 30–40 days, after molting their skin five times, they develop wings, mature, and rejoin the main swarm with their guard units.

There’s only a limited window to control them.

They rest on trees at night, and the dew wets their wings, keeping them grounded until 8 or 9 a.m., when the sun dries them and they regain flight.

So our tractor-mounted sprayer teams would reach the affected trees before dawn, fill the tanks with pesticides and diesel, and rain poison upon the locusts — all within two or three hours before sunrise. After that, once they took flight, they were beyond control.

In coordination with the Government of India — which, in turn, cooperated with Pakistan — we launched joint control operations.

Teams from neighbouring states worked together, using tractor-mounted pesticide pumps and noise-making techniques — beating drums, plates, and tin sheets — to ward off the locusts.

India’s permanent Locust Control Unit at Palanpur had limited capacity, but since our farmers owned many tractor-mounted sprayers (especially in pomegranate-growing areas), we engaged them on a PPP model (Public–Private Partnership).

Together, we fought back — killing and driving away the locusts.

We surveyed the affected areas, assessed crop damage, and paid relief assistance online to the farmers.

It was said that as many locusts died in that campaign as there are humans on Earth.

An act of mass destruction — herbivorous life perishing violently — yet animal rights advocates remained silent.

But Nature never gives up.

When drought returns to Africa or Arabia, the locusts — those flying clouds — will again rise in search of food, cross Pakistan, and return to taste the vegetation of India once more.

Seven Steps for Farmers’ Welfare

(The Farmer Welfare Schemes)

Among our “Seven Steps for Farmers’ Welfare”, two were dedicated to promoting natural farming.

Encouraging Natural Farming

For preparing Jivamrut (organic growth enhancer), cow dung and cow urine are essential. To encourage farmers to practice natural farming and to keep indigenous cows for this purpose, we launched a scheme providing ₹900 per month as financial support to farmers maintaining desi cows.

Since farmers also needed plastic fiber drums to prepare Jivamrut, we announced an additional ₹1,350 subsidy per farmer to help them purchase a kit containing a drum, bucket, and tub.

Crop Storage Facility on Farms

Farmers often spend nights in their fields. Their produce remains exposed, and sudden rain can destroy everything.

To prevent such losses, we launched the Chief Minister’s Crop Storage Scheme, offering ₹30,000 in financial assistance to build a 330 sq. ft. storage unit on farms.

The scheme became so popular that, from last year, the assistance amount was increased to ₹1 lakh.

Kisan Transport Scheme

To solve farmers’ difficulties in transporting produce, we started the Kisan Parivahan Yojana, providing assistance of ₹50,000 to ₹75,000 for purchasing medium-sized goods carrier vehicles.

Umbrella Scheme for Street Vendors

Who hasn’t seen the plight of vendors selling vegetables, fruits, and dairy products on the streets?

When evening falls, unsold items often spoil, leading to losses. To support them, we launched a scheme providing free umbrellas for protection from sun and rain.

Government-distributed umbrellas became a common sight in markets, village fairs, town squares, and on mobile carts across the state.

Modern Toolkits for Farmers and Laborers

While modern agricultural tools were available in the market, most farmers still worked with traditional implements — the khurpi, datard, and dantali. Agricultural laborers often had none.

We conducted a market study and created a list of modern farm tools, launching a scheme to provide toolkits worth up to ₹10,000 not just to farmers, but also to agricultural laborers.

Promoting Water Conservation and Drip Irrigation

In a state facing water scarcity, promoting drip irrigation was essential.

Since electricity was not available 24 hours a day, we encouraged farmers to build underground water tanks. This way, if power supply came late at night, they could store water and use it for drip irrigation in the morning.

With solar energy support emerging, this became even more practical.

We introduced a scheme offering up to ₹9.80 lakh in assistance for farmer groups to construct water storage tanks of up to 1,000 cubic meters capacity.

FPOs and Agro Infrastructure Development

Farmers growing fruits and vegetables could earn more if they had facilities for collective procurement, washing, sorting, grading, and cold storage.

Our Chief Minister once told me how he used to buy lemons cheaply during the season, store them in cold storage, and later sell them off-season at higher prices, making a handsome profit. That memory inspired us.

In Phase I, we formed Farmer Producer Organizations (FPOs) and developed clusters in Banaskantha, Kutch, Jamnagar, Navsari, Chhota Udepur, and Panchmahal districts to provide infrastructure facilities for farmers.

We sanctioned up to ₹18 lakh per FPO at the rate of ₹2,000 per farmer, for infrastructure and office operations. To support them financially, NABARD created a ₹1,000 crore Credit Guarantee Fund.

Towards Agro-Industrial Estates

Our long-term vision was to create Agro-Industrial Estates on the lines of industrial parks —

• In North Gujarat, industries based on potato and spice crops

• In Saurashtra, industries linked to groundnut and cotton

• In South Gujarat, processing units for vegetables and fruits

For the overall agricultural and livestock market development, we also proposed to establish INDEX-A (for Agriculture) — just like INDEX-B (for Industries) and INDEX-C (for Cottage Industries).

All applications for these schemes were completely online.

Farmers could apply within the specified timeframe on the portal, and beneficiaries were selected through transparent computerized draws within the available budget limits.

To ensure balanced benefits across the state, district-wise and taluka-wise targets were pre-set.

Procurement at Minimum Support Price (MSP)

The government had begun procuring cotton (through CCI) and groundnut (through NAFED) at MSP.

Though these were central agencies, the state administration had to implement the process in the field.

When MSP was declared and the market price fell below it, the government was obliged to buy a fixed quantity.

In 2017, some farmers faced issues initially, but later, with strict verification, operations improved.

Procurement took place in APMC premises, and storage was arranged in FCI and Warehousing Corporation godowns. Later, depending on market trends, the produce was sold openly — sometimes at a profit, sometimes at a loss.

There were reports that some oil mills benefited from the system by depositing old stock in farmers’ names while purchasing new produce from the market.

The government also procured chickpeas (chana), which helped meet protein requirements in the state — the stock being distributed through FPS, mid-day meal schemes, and ICDS centers.

To strengthen APMCs further, we proposed doubling their warehouse capacities, constructing new godowns, and secured budgetary approval for these new initiatives.

A Competent Team Led by a Capable Director of Agriculture

Our agriculture department was blessed with an outstanding team.

At the helm was Director of Agriculture Bharatbhai Modi, a man with a treasure of knowledge and impeccable integrity. Once a task was assigned to him, I could rest assured it would be completed flawlessly.

His father was a Gandhian, and Bharatbhai often recalled his father’s moral standard — “If an officer’s honesty is in doubt, even his water should not be accepted.” He lived by those values.

Shishirsinh Solanki and Prakash Rabari were tireless officers — always on the move, day and night, completing every task entrusted to them without complaint.

K.D. Panchal, the Director of Atma, who sadly passed away during the COVID pandemic, had worked relentlessly with his team to make the Natural Farming Campaign a great success.

The Director of Horticulture Vaghasiya and Joint Director C.M. Patel were equally enthusiastic, constantly pushing forward progressive schemes.

Our field officers carried out their responsibilities with diligence and punctuality. I found the level of discipline and time management in this department to be remarkable.

The Vice Chancellors of the agricultural universities were also proactive, offering constructive suggestions and taking the lead in various programs.

Agricultural Education through Private Colleges

Considering the growing employment and value-addition opportunities in agriculture and animal husbandry, we felt the urgent need to increase the number of agricultural graduates.

If doctors and engineers could be trained by private universities, why should agricultural education remain a monopoly of government institutions?

Following the Chief Minister’s guidance, we allowed private universities to offer degree programs in agriculture, provided they maintained the required academic standards.

The Farmer – The True Provider of the World

No matter how much we do for farmers and farm laborers, it is never enough.

Most farmers are small or marginal, and when we separate their household income from the state’s per capita income, the difference becomes painfully visible — what is the average income per person elsewhere, is often the entire family income for them.

Drafting of New Scheme Resolutions

After the budget was approved, the lockdown extended till the end of May, and most government staff worked remotely. During that period, I personally drafted the resolutions for all the new schemes.

Our Deputy Secretary, a newly recruited IAS officer, was trained by me on how to draft a government resolution properly — because a poorly written resolution invites confusion, implementation issues, and even misuse.

We wanted our resolutions to bring blessings from farmers, not opportunities for wrongdoing.

The COVID-19 Lockdown

The nationwide lockdown began on 25 March 2020 and lasted until 3 May 2020 — exactly when Rabi crop transportation was at its peak.

Without Gujarat’s onions, the kitchens of Delhi’s Punjabis had lost their flavor!

We immediately opened communication with the Government of India, and through coordination, obtained seven key relaxations in the lockdown restrictions.

This allowed movement of agricultural produce, seeds, fertilizers, wheat harvesters, and operation of APMCs. Even employees of associated companies were permitted to work.

We had to strike a balance — travel may stop, but how can food stop? For without food, even prayer cannot continue.

Dr. Hasmukh Adhia Committee

To revive the economy affected by COVID-19, the Government of Gujarat constituted an Economic Revival Committee, chaired by Dr. Hasmukh Adhia.

As an invitee to the committee’s deliberations, I contributed actively to the discussions on agricultural reforms. Many of my recommendations were included in the committee’s final report.

Gujarat Land Development Corporation

I also served as Chairman of the Gujarat Land Development Corporation (GLDC) — once a prestigious institution with an impressive past.

Over time, however, some insensitive postings had weakened it. There were repeated complaints: the work looked good on paper, but the actual fieldwork was questionable.

During monsoon inspections, officers often reported — “The rains have washed everything clean” — a polite way of saying that there was no trace left to verify the work!

The corporation received grants not only from the budget but also under Drought Relief, District Planning, and TASP programs, and its officers were regularly seen at district-level review meetings.

It remained a positive-minded organization — never refusing any assignment — yet the volume of complaints kept rising.

Finally, a decision was made to wind up the corporation.

The task of closing it fell upon me as its last chairman.

The staff resisted — unwilling to close their records or move out. Eventually, by carefully transferring each employee to suitable vacancies elsewhere, we formally dissolved the corporation, bringing an end to a loss-making unit.

Chief Minister’s Agricultural Assistance Scheme: A Bold Alternative to Crop Insurance

The existing Crop Insurance Scheme seemed deeply unfair — both to our farmers and to us. The insurance companies collected massive premiums, yet offered meager compensation to farmers for crop losses.

Their excuses were equally absurd.

They often claimed that farmers failed to report crop damage within 24 hours to the company’s taluka office — as per policy conditions.

But when one tried to find these taluka offices, they were often tucked away in some rented corner room, marked by a faded board and a locked door.

When we analyzed the records, the numbers were startling.

Over the past five years, the companies had collected about ₹12,000 crore in premiums but had paid only around ₹5,000 crore as compensation.

That year, when we called for new tenders, the companies quoted ₹6,000 crore as the premium demand.

We summoned the insurers for negotiations — yet they refused to lower the rates. They seemed to operate as a cartel: one company retained 20% of the premium and reinsured 80% of the risk with another; the second company again kept 20% and passed on the remaining 60% to a third.

In this game of layered hedging, what did the farmer get in the end? Nothing but crumbs.

Why should public funds be squandered in this manner?

We prepared a detailed presentation, backed by data and financial analysis, and sought an appointment with the Chief Minister.

I explained that instead of paying ₹6,000 crore to insurance companies, the government could create its own fund and directly assist farmers in times of crop loss.

As an alternative, we proposed the Chief Minister’s Agricultural Assistance Scheme — a homegrown, transparent, and farmer-friendly initiative.

The idea had merit. The Chief Minister called a meeting with the Finance Minister, several cabinet colleagues, senior officials, and representatives of farmers’ organizations, and asked me to present the proposal again.

While the insurance companies kept waiting for a deal, we went ahead and launched the Chief Minister’s Agricultural Assistance Scheme for the farmers of Gujarat.

Under this scheme, whenever crops were damaged due to natural calamities during the monsoon, the relief amount from the State and Central Disaster Relief Funds was augmented by this new fund, opening a wide door for comprehensive farmer support.

I retired on 31 July 2020, but later learned that during that very year, the government had distributed around ₹2,900 crore to farmers under the scheme — while still saving ₹3,100 crore in the state treasury.

In essence, the Chief Minister’s Agricultural Assistance Scheme outperformed the traditional Crop Insurance Scheme, ensuring better protection for farmers and greater efficiency for the state.

After all — who would willingly give up such a win-win policy?

COVID Care: Courage in the Midst of Crisis

From March 25 to May 3, 2020, India went into a nationwide lockdown. To contain the spread of COVID-19, the state’s health system, local self-governance bodies, police, and various administrative departments worked tirelessly on the frontlines.

Given my prior administrative experience, I was assigned to oversee patient-care arrangements for COVID-19 indoor cases in government hospitals.

A City on the Edge

At Ahmedabad Civil Hospital, the situation soon turned grim.

By April, patients on ventilators were dying one after another.

Fear spread even among doctors and staff entering the ICU.

Regular employees hesitated; those on deputation were pushed forward. PPE kits were still in short supply.

Our Chief Minister displayed remarkable courage. He, the Chief Secretary, the Additional Chief Secretary for Health, and I boarded the state aircraft to visit major civil hospitals across Gujarat. Wearing plastic gowns, we entered ICUs, encouraged the medical teams, and returned — leaving behind morale where fear had taken root.

Finding a Treatment Path

COVID care then was a maze of uncertainty. The Indian Medical Association (IMA) had authorized the use of Hydroxychloroquine, Ivermectin, and Azithromycin for related respiratory symptoms.

But the crisis deepened. We began holding daily video-conference meetings at noon to review patient conditions, treatments, and mortality data from all government and municipal hospitals.

One suggestion from experts proved crucial: start death audits.

It was not easy — who would perform post-mortems on bodies wrapped in plastic and cremated under fear?

Yet, a few brave doctors stepped forward.

Understanding the Virus

Death audits revealed how the virus attacked the alveoli — the tiny sacs in the lungs that transfer oxygen to the blood.

It was as though the lungs were burned from within, rendering the lower lobes useless. Without oxygenated blood, vital organs shut down one after another.

We noticed a strange pattern:

For the first two days, patients ran a high fever. On the third or fourth day, the fever subsided — giving a false sense of recovery. But by the fifth day, the disease struck back with full force, often claiming lives by the eighth or tenth day.

Those who survived beyond ten days usually recovered by the fourteenth or fifteenth.

We had found our critical ten-day window.

To protect the lungs and heart, the use of Heparin (a blood thinner) showed promise. It wasn’t in IMA’s official protocol, so there was initial resistance — but given the “trial and error” nature of the times, doctors cautiously began using it.

Steroids, too, were introduced — leading to a race between government agencies and charitable trusts to secure supplies. Soon came Remdesivir and Tocilizumab, both undergoing global trials that would continue for months.

Infrastructure Under Pressure

ICU beds and ventilators were limited, so the system raced to expand capacity.

It couldn’t happen overnight. Oxygen supply became a critical lifeline.

If a patient could be kept alive through the twelfth day, chances of survival soared.

Our video-conference consultations gradually helped establish an effective line of treatment, saving many lives.

Eventually, global studies confirmed what our doctors had learned through experience:

Instead of overwhelming intervention, supporting the patient’s natural immune response with oxygen and symptomatic treatment gave the best outcomes.

But before this understanding took hold, many lives were lost — and in April–May 2021, the country faced a massive oxygen shortage.

The Human Toll

The pandemic popularized a new medical term — comorbidities.

Whether deaths were due directly to COVID or to pre-existing conditions like diabetes, hypertension, or heart and kidney disease, statistics were adjusted to reduce public fear.

COVID did not always kill — it merely accelerated what was already fragile.

The Unforgettable Days

Who can forget those days?

“Social distancing” became so pervasive that even family members felt untouchable.

Government teams collected swab samples, and once the word “positive” appeared on a report, entire neighborhoods were sealed off.

Within a 100-meter radius, life froze into an unspoken quarantine.

Even asymptomatic patients were picked up and admitted to civil hospitals.

But there arose a new problem: where to accommodate them?

While hospitals strained to treat the truly sick, these mildly affected patients required meals, tea, and care.

Samras hostels were converted into isolation centers.

The administration went in to provide hospital care — and got stuck providing hospitality instead.

Then, Ayurveda practitioners stepped forward — offering herbal decoctions (kadha).

Asymptomatic Patients drank them eagerly, and once felt recovered and went home, practitioners counted them among the “cured” — proudly posting videos claiming success.

Ultimately, the real healer was the human immune system.

It only needed time and a little help.

The oxygen supply turned out to be its greatest ally.

COVID-19 took many lives — but also transformed the medical landscape.

Testing labs, CT scan centers, and manufacturers of masks, sanitizers, and medicines flourished.

By 2021, even hospitals once running at a loss found themselves profitable, thanks to the surge in COVID care.

When COVID Visited Our Home

In the first wave of the pandemic (April 2020), COVID-19 entered our home.

My elder son, Ujjval, who works at a bank in Ahmedabad, contracted the infection — likely from an office attendant who had tested positive. Soon, his health began to decline.

Because I was familiar with medical monitors and the line of treatment being followed in hospitals, I decided not to admit him to the ICU. My instincts told me he would do better under calm care at home.

I stayed by his side — offering mental strength, constantly monitoring his SPO₂ and heart rate.

Perhaps because I had suffered from swine flu earlier, or by sheer grace, I never caught the infection myself.

On the eighth night, his oxygen level began to drop. Fear gripped me.

I made him lie in a prone position (on his stomach) and prayed through the night.

By morning, he had passed the worst phase.

His recovery began on the tenth day, and by the thirteenth, he was out of danger.

His wife, Sonali, also tested positive. She endured three days of high fever, tossing in bed, until her immune system fought back and she recovered naturally.

Around the same time, my brother-in-law in Ahmedabad became seriously ill with COVID.

I advised my sister to stay isolated at home and take utmost precautions.

He kept drinking herbal decoctions, remained mostly lying on his stomach, and despite severe weakness, pulled through after a critical struggle.

That was our first-hand encounter with the pandemic — a storm that entered our home, tested our resolve, and eventually taught us the strength of care and faith.

The Taste of Vegetables

During the lockdown, when procuring essentials was a challenge, we often recalled our friends, seniors, and colleagues in Gandhinagar.

We shared with them the farm-fresh taste of vegetables, as a small token of connection — a reminder that even in isolation, human warmth could travel beyond distance.

The Krishi Karman Award

Earlier that year, in January 2020, the Government of India had organized an agricultural awards ceremony in Bengaluru.

For our outstanding performance in pulse crop production, the Hon’ble Prime Minister presented us with the Krishi Karman Award — a moment of deep pride for Gujarat’s farmers and our entire agricultural team.

A Happy Mantra

That same year, my first book of short stories — Happy Mantra — was published.

It carried reflections of life, happiness, and hope — the very emotions that sustained us through the pandemic.

Farewell to Service

And now, the time has come — to bid farewell to the IAS and the Government of Gujarat, to look back not just at a career, but at a journey of learning, service, and gratitude.

16 October 2025

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Health of Health Department (35)

35. The Health of the Health Department

After leaving the Urban Development Department, I took charge of the Health and Family Welfare Department as per the government’s order. Once again, my minister was Shri Nitinbhai Patel. When he was 38 years old, Chief Minister Keshubhai had appointed him as Health Minister — at that time, I was a Deputy Secretary in the same department. It seems Health was written in our shared destiny, as this was the third time I had come back to this department.

During the earlier two stints, I had worked under the supervision of the then Additional Chief Secretaries on limited subjects. But now, as Additional Chief Secretary, the entire department was under my charge.

Minister of State for Health

For the first six months, I worked with Shri Shankarbhai Chaudhary, the Minister of State (Independent Charge) for Health. He was a disciplined leader — a good listener who spoke only as much as needed. He seemed to have consciously emulated the personality of Narendra Modi, and though relatively young, he had already acquired considerable political maturity.

Cabinet Meetings

As per long-standing tradition, Cabinet and Secretaries’ meetings were held every Wednesday morning.

Out of two adjacent halls, one would host the officers’ meeting and the other the Cabinet meeting. When needed, officers would be called into the Cabinet hall for joint discussions.

The secretaries’ meeting usually lasted about an hour and a half, while the joint meeting with the Cabinet continued as per the agenda. Throughout my career, I had the privilege of attending more than 750 such meetings, which might be a record in itself.

New Chief Minister and Chief Secretary

In August 2016, Vijay Rupani became the Chief Minister, and my old friend J. N. Singh took over as Chief Secretary.

Since both had assumed office together, their coordination was excellent.

The Chief Secretary began preparing notes highlighting key activities of each department and started reading them out during Cabinet meetings. This gave everyone a consolidated understanding of the state’s progress and issues, which made the sessions far more engaging — and consequently, the duration of officers’ presence in Cabinet meetings increased.

The 2017 Assembly Elections

The December 2017 Gujarat Assembly Elections turned out to be fiercely contested.

Even after the introduction of EWS reservations following the Patidar reservation movement, discontent persisted.

It was a test of popularity for many political leaders.

The ruling party retained power, but with a reduced majority of 99 seats, while the opposition, despite a favorable atmosphere after 22 years of exile, could not capitalize on the opportunity in the second phase of polling.

Allocation of Portfolios

After the elections, a new cabinet was formed. The Chief Minister and Deputy Chief Minister remained unchanged, and everyone waited for the allocation of departments.

That day, the Cabinet and Secretaries’ meeting began at 5 p.m. Normally, the Secretaries’ session would conclude in about an hour and a half before officers were called into the Cabinet hall. But that evening, no such instruction came.

Tea and snacks were over, and it was nearly dinner time — clearly, some confusion persisted among the ministers regarding portfolio allocation or other matters.

Finally, the departments were distributed.

The Chief Minister retained the Urban Development Department, while Deputy Chief Minister Nitinbhai Patel was given Finance, Roads & Buildings, and Health & Family Welfare portfolios.

And thus, I found myself once again working with Nitinbhai Patel.

Health Minister

Once, during a conversation, we discussed how those who had worked in Prime Minister Narendra Modi’s office when he was Chief Minister of Gujarat had later gone on to hold prestigious and powerful positions — and even after retirement, continued to play influential roles. Names like Dr. P. K. Mishra, Dr. Hasmukh Adhia, Shri Kailasanathan, Shri Anil Mukim, Shri Pankaj Kumar, Shri Arvind Sharma, and Shri Girish Murmu came up. Some of them might even be celebrating a silver jubilee of working alongside Mr. Modiji. 

He added, “In government service, if one gets to work closely with a great statesman, it bears rich fruits.”

Laughing, I replied,

“Even I have been destined to work alongside a political leader — but neither his coin flips, nor mine.”

That day, Nitinbhai laughed as heartily as I had ever seen him laugh.

No one could match his intelligence and sharpness in understanding files. Even if a file was thick, one glance was enough for him to grasp its essence — and to instantly sense the intent behind it. Files might pile up, but he never signed anything without personally reading it.

His language carried the tone of North Gujarat — straightforward and blunt — which sometimes made maintaining relationships diplomatically a challenge. But from his ministerial chair and on the floor of the Legislative Assembly, he served both the government and his party with deep commitment.

Duties as Additional Chief Secretary

As Additional Chief Secretary (Health and Family Welfare), my work spanned a vast range of areas: medical services, medical education, AYUSH (Ayurveda, Yoga & Naturopathy, Unani, Siddha, and Homeopathy), food and drug regulation, the Project Implementation Unit (PIU), GMERS, and GMSCL, etc.

Across the state, there was an enormous health workforce — district and civil hospitals, medical and nursing colleges, civil surgeons, medical specialists, doctors, superintendents of community health centers, and paramedical staff — a massive army of healthcare professionals.

As Chairman of GMERS (Gujarat Medical Education and Research Society), I oversaw the functioning of its eight medical colleges, in addition to six government-run colleges.

As Chairman of GMSCL (Gujarat Medical Services Corporation Limited), I had to ensure that medicines and medical equipment reached every hospital and health center in the state on time.

As Head of the PIU, I worked with Chief Engineers, Superintending Engineers, and Deputy Engineers across the civil, electrical, and mechanical wings to build new hospital and college campuses, complete ongoing projects, and maintain or repair existing infrastructure.

The Food and Drugs Regulatory Department, led by its Commissioner, managed a statewide network of inspectors, laboratories, and enforcement officers. The AYUSH Directorate oversaw Ayurveda hospitals and dispensaries, Ayurvedic practitioners, the Medicinal Plants Board, and the Homeopathy services with its homeopathic doctors.

I also served as Chairman of the Governing Boards of two prestigious institutes — the U. N. Mehta Institute of Cardiology and Research Centre and the Institute of Kidney Diseases and Research Centre (IKDRC) — providing them strategic direction and administrative support.

In addition, as a member of the Governing Board of the Gujarat Cancer Research Institute (Cancer Hospital), I was responsible for improving its management systems and, as Additional Chief Secretary, ensuring timely completion and inauguration of new hospital buildings.

The scope was vast, and the administrative machinery enormous.

Karmyog (Path of Duty)

We began the task of improving the health of the Health Department itself.

Shortage of Doctors

The shortage of doctors in government hospitals, dispensaries, and health centers had long been a persistent problem. When Primary Health Centers (PHCs) lacked MBBS doctors, and Community Health Centers (CHCs) and hospitals lacked specialist physicians, the delivery of medical and healthcare services suffered. The shortage of specialists in CHCs was nearly 80 percent.

Hospitals attached to medical colleges could maintain service levels because of faculty members and resident doctors available there.

With the Mukhyamantri Amrutam (MA) scheme of the Gujarat government and the Pradhan Mantri Jan Aarogya Yojana (PMJAY) of the Government of India, low-income families gained access to treatment in private hospitals at government expense. While these schemes expanded healthcare access, they also increased the strain on government hospitals, as doctors began to prefer the private sector.

When there’s a shortage in the well, how can water reach the fields? Across the country, against the population standard of one doctor per 1,000 people, perhaps only half a doctor is available. The only real solution was to increase the supply of doctors. After all, how long could the private sector keep drawing doctors trained in government hospitals? At some point, the government needed to win back the service spirit.

New Medical Colleges

The Gujarat government implemented Brownfield and Greenfield policies to open new medical colleges.

• Under the Brownfield policy, new medical colleges-cum-hospitals were established using existing government hospital campuses.

• Under the Greenfield policy, private institutions were to build their own infrastructure entirely.

• For each student seat, the government grant under the Greenfield scheme was double that under the Brownfield scheme.

We began approving new colleges. As a result, Dahod, Palanpur, Amreli, Bharuch, Nadiad, and Visnagar opened new medical colleges, while institutions in Godhra, Navsari, Porbandar, and Modasa started preparations to establish theirs.

Dahod had become a district, but its old Cottage Hospital was merely upgraded to a Civil Hospital, which didn’t significantly expand its medical services. The Civil Hospital had around 100–120 staff, including doctors and paramedical workers. As a result, private hospitals and clinics flourished, and for advanced treatment, patients still had to go all the way to Vadodara. The hospital also served patients from Madhya Pradesh and Rajasthan, making it an ideal location for a new medical college-cum-hospital.

Just a few months earlier, I had also helped Dahod secure Smart City status.

The Zydus organization came forward to partner with us. An unused Ayurvedic hospital building, lying idle and deteriorating, along with the old cottage hospital campus, provided the necessary space for the new college. The institution agreed to cover the construction costs of the Ayurvedic hospital building at market rates. Under the Brownfield scheme, the government provided the land.

The government granted approval, and work began, but the Medical Council of India (MCI) raised objections, pushing the matter all the way to the Supreme Court. After winning the case, Dahod was finally blessed with a new medical college-cum-hospital.

Today, it has around 200 doctors and specialists, modern diagnostic facilities like CT scan, X-ray, and Sonography, and advanced laboratories — marking a huge leap in healthcare services, benefiting the tribal and rural population of the surrounding regions and neighboring states.

MCI → NMC and Increase in Seats

A major obstacle in starting new colleges or renewing existing ones was the MCI’s rigid standards, which seemed to measure compliance “in centimeters.” Once the Central Government took notice, it replaced MCI with the National Medical Commission (NMC), which brought much-needed reforms and fewer complaints.

Even then, if faculty shortages weren’t managed flexibly, many medical colleges across India would have been forced to shut down, worsening the doctor shortage amid a growing population. Some pragmatic compromises were necessary to sustain expansion.

Then came the EWS (Economically Weaker Section) reservation. To accommodate the EWS quota without reducing seats for existing categories, total seats were increased by about 33%.

As we continued opening new colleges, the impact became visible.

When I took charge, Gujarat had 2,900 MBBS seats. By the time I handed over charge two years later, that number had risen to 5,500.

Postgraduate (PG) seats had increased from 1,000 to 1,900.

Fees in Private Colleges

One issue that remained ambiguous was the fee structure.

Under the Brownfield scheme, the government grant was ₹7.5 lakh per student per year, while under the Greenfield scheme, it was ₹15 lakh per student per year.

With an average of 150 seats per college, this meant:

• Brownfield colleges received ₹11.25 crore per year, totaling ₹56.25 crore over five years.

• Greenfield colleges received ₹22.5 crore per year, totaling ₹112.5 crore over five years.

After the EWS quota, 50 seats were added in each category, increasing total grants to roughly ₹75 crore (Brownfield) and ₹150 crore (Greenfield) over five years.

A Fee Determination Committee, chaired by the Commissioner, was supposed to recommend fee levels based on income and expenditure as per departmental resolutions.

However, that year, for some reason, the Additional Chief Secretary (Health) was excluded from the process, and the committee’s recommendations went directly to the government, which issued the final decision.

Later, it came to light that the committee had not considered the government grants provided per student as part of institutional income. This effectively made these colleges charge fees similar to private institutions, while still receiving government grants, turning those grants into advantage for the institutions.

It is for the government to decide whether the government grants should be counted as part of institutional income — and whether the benefit of that income should be passed on to students.

If counted, it would reduce student fees — and since the government pays the fees for reserved-category students, it would also lower the financial burden on the state.

Inauguration of Hospitals and Medical College Complexes by the Prime Minister

We had the honour of organizing two major public inauguration ceremonies of health complexes under the auspices of the Prime Minister.

One such event was held at Vadnagar, where the new Medical College was inaugurated, along with the Himatnagar Hospital and Junagadh Hospital.

The Junagadh Hospital Episode

Before the Junagadh Hospital inauguration, an unexpected incident occurred.

It was the monsoon season, and heavy rainfall lashed the city. Videos began circulating on social media, showing rainwater pouring inside the ground floor of the hospital as if from a waterfall. The videos went viral — even reaching the Prime Minister’s Office (PMO).

Our opponents were elated, hoping for embarrassment.

My head spun when I saw it.

I immediately summoned the Chief Engineer of the PIU.

“Paragbhai, how could this happen?” I asked.

The hospital was an eight-story building. How could rainwater from the top make its way down and fall like a stream inside the ground floor?

When our teams rushed to investigate, it turned out that the drainage holes in the porch ceiling of the ground floor had not been cleaned. As a result, rainwater backed up and leaked inside through the windows, creating that “indoor waterfall” effect.

We promptly cleared the blockages — old plastic bags, debris, and all — and re-inspected the entire building thoroughly. Once everything was rectified, the Prime Minister inaugurated the hospital as planned.

Medisity Ahmedabad

The Ahmedabad Medisity was a dream project of the Prime Minister — a vision to bring “all medical services under one roof.”

The plan aimed to transform the Asarwa Civil Hospital Campus, already one of Asia’s largest hospitals, into a full-fledged Medisity complex.

However, many projects there had stalled or slowed down, and what was needed was a strong push to bring them to completion.

That push came with my arrival.

I began weekly monitoring of progress. We restarted work on a 1,200-bed hospital building, whose frame had stood incomplete for 3–4 years.

We completed flooring, OT units, laboratories, gas lines, furniture, and equipment installation — everything necessary to make it fully functional.

This new 1,200-bed Women and Children’s Hospital was completed and later proved crucial during the COVID-19 pandemic.

During the Prime Minister’s grand inauguration event, not only was this 1,200-bed MCH Hospital opened, but also the newly completed Eye Hospital, Dental Hospital, and Cancer Hospital Blocks A and B within the same campus.

Our PIU teams worked day and night to clear old dilapidated structures and remove thousands of tons of debris to prepare the campus for the event.

When the ground was finally ready, we hosted the Prime Minister’s program in the active campus of Asia’s largest public hospital — a truly unparalleled event.

The energy and enthusiasm of the students and attendees were electrifying — the entire venue resonated with chants of “Modi! Modi!”

After the event, the head of the Prime Minister’s security team told me he had never seen such a charged and energetic crowd at any PM program before.

That afternoon, crowds thronged the roads before and after the event, making the inauguration an unforgettable occasion.

Remaining Hospitals

We could have included two more hospitals from the Medisity campus in that inauguration. However:

• The new Kidney Hospital had not yet completed its operation theaters (OTs).

• The U.N. Mehta Cardiology Institute was structurally ready, but equipment installation and final finishing work were still underway.

So we decided to keep its inauguration separate, scheduling it for October 2, 2019 — an appropriate and symbolic date.

The Grand New Building of the U.N. Mehta Cardiology Institute

The completion of the new 800-bed U.N. Mehta Institute of Cardiology and Research Centre remains one of the most memorable accomplishments of my life.

The foundation was laid in May 2017, but soon after, the monsoon rains filled the excavation pits with water. The surrounding structures became structurally at risk, so the foundation had to be reinforced with steel framing.

For nearly two years, we held review meetings — monthly at first, then every Tuesday — and oversaw the hospital’s steady rise.

We finalized tenders, procured state-of-the-art equipment, and ensured the installation of all modern facilities.

However, just as we began coordinating with the Prime Minister’s Office to schedule the inauguration, I was transferred. The hospital was later inaugurated, but the plaque bore the name of the officer who succeeded me.

At the Institute, Dr. R.K. Patel continued to serve beyond the official age limit through his transparent and dedicated administration, earning widespread respect.

That year, the U.N. Mehta Institute ranked #1 in Gujarat and Ahmedabad, and #9 nationwide in cardiac care. With the addition of 800 beds, it became the largest cardiac care institute in the world with 1250 beds, surpassing even FUWAI Hospital in Beijing, which has 1,238 beds.

The institute received multiple national awards, expanded postgraduate seats, and began preparations for heart transplant surgeries — standing on the threshold of making medical history.

Civil Hospital and Dr. Mukund Prabhakar

The Civil Hospital, Ahmedabad, was managed with remarkable effectiveness by Dr. Mukund Prabhakar, who served as Superintendent for 16 years. His tenure earned the hospital numerous awards and public satisfaction.

An accomplished orthopedic surgeon, he gained recognition for knee replacement surgeries. Earlier, a robotic surgery system had been installed, but due to the high cost of branded kits, it remained underutilized.

Even after his official retirement, his services were briefly extended, though the government later decided not to renew his tenure. Subsequently, he joined SMS Hospital, leaving a lasting mark there as well.

Kidney Hospital and Dr. H.L. Trivedi

The Institute of Kidney Diseases and Research Center (IKDRC) at the same campus owes its national reputation to Dr. H.L. Trivedi, a visionary whose service mission defined the institution.

In 1986, the government converted the unit into an autonomous society under the Societies Registration Act, appointing Dr. Trivedi as Director. Through his lifelong commitment, the institute achieved great prominence — but he continued to serve well beyond the official retirement age, remaining on full salary until around 2013–14, when ill health finally compelled him to step down at the age of 84. His GPF deductions were even continued throughout.

Later, he handed over charge to a female officer, while the government created a university (without an affiliated college) and appointed him Vice-Chancellor (Emeritus).

When his health deteriorated and he was placed on a ventilator, the issue of his pension surfaced. As no service book existed, a new one was prepared, and his pension was fixed retroactively based on the official retirement date, excluding the extended paid years.

Dr. Trivedi and the Ahmedabad Kidney Hospital had become synonymous — his name and legacy were woven into every corner of the campus, with busts and plaques commemorating him across units. His office was filled with awards and trophies.

Interestingly, he had hired a Gujarati writer — known for penning a former Chief Minister’s autobiography — at a monthly salary of ₹75,000, along with an office and attendant. Though his own autobiography was never completed, he spent years meeting kidney transplant patients, offering them comfort and encouragement — a compassionate endeavor that lasted nearly 15 years.

After my tenure, when the matter came to the notice of the Government, it decided not to extend his contractual position, formally concluding his association with the institute.

Leadership Transition and New Era in IKDRC

After the acting female director retired three years later, a new Director had to be appointed. Following deliberations, the Board selected Dr. Vineet Mishra.

Dr. Mishra’s leadership brought remarkable improvements — he completed and commissioned the new hospital building, enhanced services, and won Service Excellence Awards. He expanded the institute’s work to include liver and pancreas transplants, thus broadening its scope.

He also facilitated the establishment of more dialysis centers across the state, giving thousands of kidney patients a new lease on life.

Few know that within IKDRC, besides kidney and liver treatments, there is also a Department of Obstetrics, Gynecology, and Child Welfare, offering IUI and IVF services.

In fact, my two grandsons were born there during the COVID-19 period (2020 and 2021) under the care of this exceptionally skilled team.

The institute now also performs robotic surgeries and houses specialists in urology and autoimmune disorders — continuing to uphold its founder’s spirit of medical excellence.

SOTTO

A major initiative during my tenure was the establishment of SOTTO (State Organ and Tissue Transplant Organisation) — to ensure that organs donated by patients at the brink of death (cadaver donations) were utilized ethically and efficiently.

Through timely retrieval and fair distribution of such organs, many lives were saved.

Gujarat Cancer Research Institute (GCRI)

Another major institution within the campus is the Gujarat Cancer Research Institute (GCRI) — a renowned hospital comparable to, or even larger than, Mumbai’s Tata Memorial Hospital.

It provides comprehensive cancer treatment, having saved countless lives or extended them, easing the pain of families during their most difficult moments.

The Chairman of its Governing Body is an industrialist, but as the Additional Chief Secretary, being a member of the Board of Governance and given that most of the funding came from the state, my voice carried weight in its operations.

During my tenure, two new hospital blocks were completed. Advanced machines like the 3D Tesla MRI and CT Scan were installed, and when the Prime Minister inaugurated the complex, the institute’s treatment quality gained national recognition.

We also advanced plans for Proton Radiation Therapy, a cutting-edge treatment that targets tumors with great precision, minimizing damage to surrounding tissues.

Although the equipment was extremely expensive, we allocated a budget because, as a government, our duty is to serve the people.

While the proposed Siddhpur unit could not be completed, the Rajkot satellite center became a boon for the people of Saurashtra, and although the Surat unit faced some delays due to local management issues.

We received complaints about a private medical store near the its campus in Ahmedabad. Desperate families often fell prey to suggestions that an expensive injection could “cure cancer quickly,” leading to the unnecessary use of costly drugs.

Since death is inevitable, counseling for relatives of terminally ill patients be institutionalized. Such guidance could help families avoid emotional and financial distress caused by prolonged ventilator support and expensive, futile treatments in private hospitals.

New Dental and Eye Hospitals

The Dental Hospital and the Eye Hospital (situated in the adjacent Manjushree Mill compound) on the campus are both government-run institutions. Their expert doctors have earned reputations that rival private hospitals in quality of care. Both were inaugurated by the Prime Minister. 

A photograph taken during the inauguration of the Eye Hospital, with both the Prime Minister and Chief Minister, remains one of my cherished memories, as I happened to stand at the center in that frame.

We also approved a grant of about ₹800 crore for the Sardar Vallabhbhai Patel Institute of Medical Sciences and Research (SVP Hospital) built by the Ahmedabad Municipal Corporation (AMC) — transforming Ahmedabad into a hub for medical tourism.

The Medisity Campus

Today, the Medisity Campus in Ahmedabad stands as a world-class healthcare hub with over 7,500 beds, advanced equipment, and state-of-the-art treatment facilities.

Within just two years, its hospitals began winning prestigious awards:

• Kayakalp Award under Swachh Bharat Mission (2017, 2018, 2019)

• Best Multi-Specialty Tertiary Care Government Hospital of the Year (2018) to Civil Hospital 

• IMA President Appreciation Award (2018)

• FICCI Healthcare Excellence Award for Service Excellence – Govt Spine Institute (2018)

• IKDRC won Healthcare Service Excellence Award (2019)

Institutes like UNM, IKDRC, and the Govt Spine Institute also earned NABH accreditations, while other units won honors in their respective specialties.

We had nearly fulfilled the dream of Medisity.

A Coordination Committee of heads of nine institutions was formed, with the Additional Chief Secretary as its chairperson. From September 2017 onward, we began monthly meetings, hosted by a different hospital each time.

We introduced:

• Dress codes for doctors and staff

• Color-coded bed linens, changed daily for hygiene

• Doctor of the Month and Employee of the Month awards, with their photos displayed prominently to inspire others

• Alumni meets for each institution

These efforts nurtured unity and a family spirit across the Medisity community.

We also started joint flag-hoisting ceremonies on August 15 (Independence Day) and January 26 (Republic Day).

A Medisity Anthem and Pledge were created, recited and sung during these events.

We began felicitation programs in the campus auditorium to honor outstanding staff, instilling a spirit of service and transforming the organizational culture.

The next step was to develop Electronic Health Records (EHR) for all patients within the Medisity hospitals — to ensure continuity of care and avoid duplication of procedures.

Although HIMS modules existed, they were used mainly for counting patient numbers.

Thus, the vision for a fully integrated digital medical ecosystem — blending compassion, innovation, and accountability — was steadily taking shape.

Ease of Medical Services

Public hospitals indeed provide services, but the waiting times are long — queues for registration, for doctor consultations, for X-rays, for lab tests, and for the pharmacy. One round of examination and obtaining medicines could take four to six hours.

We introduced a token system and an online appointment system, which offered some relief. Still, the discomfort and impatience of sick patients and their relatives were natural. And what could the doctors do?

In large campuses like Civil Hospital, Ahmedabad, a single doctor may have to examine 250 to 400 patients in one sitting. We provided doctors with laptops, created a network linking X-ray, lab, and pharmacy, and designed modules to enable doctors to select medicines and procedures digitally, aiming to speed up services through IT integration.

However, many doctors said they were more comfortable writing prescriptions by hand, and using laptops would consume more time. They suggested that computer operators could assist them, but that, too, had risks — a single operator’s mistake could lead to serious errors. So the system continued much as before.

Later, we implemented the token system across all hospitals in the state so that patients and their relatives would not have to stand in long queues.

Once, I saw a pharmacist explaining medicine dosages orally to an elderly woman. How could she possibly remember all that?

We immediately arranged to paste stickers on each medicine strip, indicating morning–afternoon–evening doses and whether to take them before or after meals. This became a permanent practice.

While doctors continued their routine ways, we improved patient convenience through better supervision, clean drinking water, canteen facilities, and enhanced oversight of each hospital unit.

For indoor patients, we ensured:

• Daily bed sheet changes,

• Regular and deep cleaning of wards,

• Timely medical attention, and

• High-quality food.

Transportation in Medisity

The Medisity Campus in Ahmedabad functions like a small city, with a daily population of around 50,000. Moving between departments and corridors could be exhausting — no wonder our doctors and staff remained lean and fit!

We introduced mini-buses and e-rickshaws, set up rickshaw stands, and created organized parking zones for staff and vehicles to improve mobility.

Earlier, rickshaw drivers and private vehicles caused traffic jams outside the gates, so we began controlling entry and parking inside the campus roads.

Addressing Anti-Social Elements

In the evenings, some addicted or unruly individuals would loiter near certain gates or occupy footpaths.

We hired ex-servicemen as security officers, posted armed guards at gates, and effectively curbed this nuisance and disorder.

We also learned that when a public facility is ready, it should be opened for use immediately. Waiting for a VIP inauguration often leads to theft or damage of fixtures, taps, and fittings. A trial run also helps identify and fix any shortcomings before formal inauguration.

Rain Basera (Night Shelter)

At night, it was common to see relatives of patients sleeping on the pavements outside Civil and other hospitals — a natural consequence in a densely populated country. Patients always have one attendant, who rotates with others, so accommodation and food are major problems for them.

We built gazebos with drinking water and toilet facilities and initiated discussions for constructing a Rain Basera (night shelter). A suitable site was chosen, the design finalized, and tenders issued.

Though costs came below SOR (Schedule of Rates), approval delays halted progress — and then COVID-19 struck.

Later, the teams after me completed the Rain Basera, though delayed, at a higher cost due to re-tendering. Today, it stands as a fully functional facility — a blessing for attendants of patients, especially those from Rajasthan and Madhya Pradesh.

For example, at the Cancer Hospital, patients often wait 1–2 days for test reports. Now, instead of sleeping outside or returning home, they can stay comfortably in the Rain Basera.

Food Facilities

Patients received food within the hospital, but their attendants had to arrange it privately — buying whatever was available outside or relying on occasional charity meals.

We collaborated with Akshaya Patra Foundation, ensuring that fresh, hot, and hygienic meals were available twice a day at a nominal cost.

This reform — along with better shelter, transport, and service systems — made public healthcare in Gujarat more humane, efficient, and dignified for everyone.

Super Specialty Hospital in Gandhinagar

Services at Civil Hospital, Gandhinagar were increasing, but the facilities were becoming outdated. During emergencies—especially heart attacks—people were hesitant to go there. The old buildings, too, required repairs and reconstruction, so we took up that task.

We designed a project and made budgetary provisions for a super specialty hospital. The officers who succeeded me carried the work forward. Additionally, the U.N. Mehta Institute has established a separate unit for cardiac and neuro care, adding prestige to Gandhinagar recently.

Stem Cell Hospital in Surat

In Surat, a centrally air-conditioned building with three floors—complete with equipment, furniture, and fittings—was lying unused. It had been constructed for a Stem Cell Hospital, but after the project failed, the building remained idle.

Repurposing it as a general hospital was challenging, since a centrally air-conditioned structure wasn’t suitable for that purpose—it would require structural alterations, including adding new windows, which made the task complex and discouraging.

We decided to allocate the three ready floors to the U.N. Mehta Institute and the Cancer Hospital to start their satellite centers, and to redesign and modify the upper floors (adding windows and ventilation) to convert them into a general hospital.

AIIMS, Maternity, and Other Hospitals in Rajkot

In Rajkot, a hospital under the Pradhan Mantri Jan Arogya Yojana had been under construction for years. We coordinated with the concerned authorities, completed the project, and got it inaugurated.

The maternity (Janana) hospital there also needed complete reconstruction. Since delivery services could be temporarily shifted elsewhere, we relocated operations, demolished the old building, and began new construction as per the updated design.

During construction, one large banyan tree stood in the way.

In Rajkot, even small matters can become sensitive issues in the press. Since the Chief Minister hailed from the city, environmental reasons were cited, and the design was modified to preserve the tree.

Today, people sit under its shade—perhaps unaware that it still guards the hospital.

That mother-and-child hospital campus is so vast that if one banyan tree had been removed and five new ones planted, it would have been a lush green campus today.

When AIIMS was sanctioned for Gujarat, Rajkot was chosen as the site. We took the lead in identifying, acquiring, and coordinating land to expedite the AIIMS project.

Gujarat — The Pharmacy of India

India is known as the pharmacy of the world, and Gujarat is the pharmacy of India. Over 70% of pharmaceutical chemicals (APIs – Active Pharmaceutical Ingredients) are imported from China, due to cost advantages and large-scale production. But the formulation and innovation are done in India — which is why Indian medicines are affordable.

There are three types of medicines: Generic, Branded Generic, and Branded.

On a medicine strip, the chemical name appears in small letters, while the brand name is in large letters.

The price difference between generic and branded medicines could be astonishing — ₹1 versus ₹50 or even more.

Through marketing, branded drugs are projected as having higher potency and better efficacy, which is why they dominate private hospitals and clinics.

Since prescription-only rules prevent patients from buying medicines freely, the cost burden ultimately falls on them. Even beneficiaries under government schemes like MA or PMJAY often hit the reimbursement ceiling.

Pharma companies also sponsor foreign trips or conferences for doctors, building strong networks of influence.

We may glare angrily at Red China, but if we stop importing APIs or boycott Chinese products entirely, not just medicines—many heartbeats in India would stop too.

Generic Medicines

To make low-cost generic medicines available to the public, the state government launched Jan Aushadhi Kendras (Public Medicine Centers).

Initially, a contract was signed with Hindustan Antibiotics Limited (HAL), a government of India enterprise, to operate these centers within hospital campuses. However, the agreement made the state government responsible for all operational losses.

This meant that, apart from the costs of setting up stores, the government had to bear expenses for staff, electricity, telephone, medicines, and expired stock — covering the gap between sales revenue and total cost.

We terminated the HAL contract upon its expiry and invited private entrepreneurs to open new Jan Aushadhi Centers under a revised model.

With the launch of the Central Government’s Pandit Deendayal Jan Aushadhi Scheme, new centers also began opening across Gujarat. We eventually reached nearly 500 such centers in the state.

As a result, patients gained access to affordable medicines, saving crores of rupees collectively.

Even hospital superintendents, who earlier used to purchase emergency medicines from private pharmacies at MRP due to delayed GMSCL supplies, came under strict cost control.

However, the true success of the scheme depends on both private and government doctors prescribing generic medicines — and that remains a challenge.

Hospital Maintenance and Repairs — A Major Challenge

The Project Implementation Unit (PIU) was strengthened to ensure efficient construction, repairs, and maintenance of hospitals. Its quality of work was on par with the state’s Roads and Buildings Department.

However, maintaining public facilities is never easy. Some patients and relatives misuse amenities — throwing inappropriate items into toilets, breaking fixtures, or leaving taps open, causing blockages or leaks.

In public buildings, no one feels responsible. If a tap breaks, someone must still take the initiative to shut the water supply and get it fixed. With limited staff, PIU faced difficulty in ensuring timely repairs and maintenance — but somehow, they managed.

Dentists at CHCs

To improve the condition of Community Health Centers (CHCs), dentists were recruited, dental chairs were purchased, and special emphasis was placed on dental healthcare.

Kolvada Ayurvedic Hospital and New Recruitment

Under the National Health Mission (NHM), Ayurvedic manpower was added to Primary Health Centers, which strengthened staffing, but many Ayurvedic doctors felt their work lacked true professional fulfillment.

We inaugurated the Kolvada Ayurvedic Hospital and made it fully operational.

We also recruited new Ayurvedic practitioners to expand the system.

However, coordination among senior Ayurvedic physicians proved difficult.

Instead of focusing on the growth and promotion of Ayurveda, many were more interested in commissions, perks, and holding superior posts, even if that meant juniors holding charges above seniors, causing resentment.

As a result, my dream of making Ayurveda as popular as Allopathy remained unfulfilled.

Otherwise, nearly 90% of patients visiting PHCs could have been effectively treated with Ayurvedic medicine, avoiding chemical-based drugs.

But due to the lack of strong teams, poor coordination, and inadequate budget for Ayurvedic medicines, it was difficult to make Ayurveda as mainstream and successful as in Kerala.

During my tenure, the Jamnagar Ayurvedic University was declared an Institute of National Importance, largely due to the efforts of Vaidya Rakesh Kotecha, Secretary, Ministry of AYUSH, Government of India.

In Homeopathy, despite limited public trust, we strengthened it as part of the AYUSH system through new recruitments, infusing it with fresh energy.

Food and Drug Control Administration (FDCA)

Another key unit under us was the Food and Drug Control Commissioner’s Office, along with its district offices across Gujarat. Its laboratory in Vadodara is especially renowned.

The GMSCL (Gujarat Medical Services Corporation Limited) procures medicines in bulk, taking random samples from each batch for testing in FDCA and other certified laboratories.

The department also investigates food adulteration — especially in milk and ghee — and handles sample collection and testing. Hence, its credibility and impartiality are vital.

Even so, occasional doubts and allegations arose against the department. Its commissioner, however, was so competent that he received six years of post-retirement extensions.

Enhancing the Efficiency of GMSCL

The GMSCL’s efficiency improved considerably through regular tender committee meetings that helped understand the technical aspects of drugs and equipment.

By engaging expert doctors, we ensured better insight into equipment and supply issues, such as:

• Shortage of technicians for available equipment,

• Delays in AMC (Annual Maintenance Contracts) causing service breakdowns, and

• Weaknesses in inventory management.

Once the engine (the core system) picked up speed, the rest of the train (the health services) followed efficiently.

Care for Senior Citizens

We focused on the difficulties faced by senior citizens seeking medical care.

In cities, many elderly parents live alone, as their children move abroad or to other cities for work or study. When their health suddenly deteriorates, they are often unable to seek help themselves.

We started a pilot project in Gandhinagar.

Elderly citizens were registered, and a mobile dispensary was deployed with a doctor and a nurse. Every fortnight, they visited senior citizens, checked vitals like BP, heart rate, oxygen level, and blood sugar, and provided medicines or hospital referrals when needed.

In emergencies, they would call 108 and arrange hospital transport.

The pilot project succeeded, and our goal was to expand it statewide.

However, after my tenure, it’s unclear whether it was discontinued or scaled up.

Because the health system was fully occupied with COVID-19 for two years, staff shortages likely hindered the project’s continuation.

In Gandhinagar’s sectors, many retired AIS officers reside. Their sector dispensaries function well, and we even added Homeopathic and other services to make them more useful.

108 Boat Ambulance

The 108 Emergency Ambulance Service, capable of arriving within 10–20 minutes, had become a symbol of Gujarat’s healthcare success.

Expectant fathers were now at ease knowing that their wives in labor pain would receive timely care.

Through schemes like Chiranjivi Yojana and the push for institutional deliveries, both maternal and infant mortality rates dropped significantly.

A High Court Justice, however, remarked that while 108 ambulances serve on land, the government should also provide boat ambulances for fishermen at sea, who face emergencies in the Arabian Sea.

He issued a directive with a time-bound order.

In the spirit of humanity, we rented boats, converted them into ambulance boats, assigned doctors and nurses, and successfully launched 108 services at sea — pleasing both the court and the fishing community.

Files and Administrative Challenges in the Medical Department

The Health Department deals with a vast number of subjects and offices, so the pile of files never diminishes.

The medical unions are also highly assertive. They know that if doctors go on leave or strike, the resulting public outcry is enough to pressure the government.

So even if the Finance Department (FD) objects to certain GRs (Government Resolutions), issues such as:

• Regularizing ad-hoc services,

• Doctors deputed to GMERS seeking to retain lien with government,

• Those returning from GMERS demanding higher pay protection (causing anomalies where subordinates earn more than seniors),

all create bureaucratic knots that are hard to untangle.

In short, the medical administration is like a tangled thread — each attempt to pull it straight risks another knot forming elsewhere.

Coordination Issues with the Commissioner

Our department was well known for coordination problems between the Additional Chief Secretary and the Commissioner of Health. Officers around them kept fueling the fire, making sure it never died out. I, however, had a habit since my State Transport (ST) days — of holding weekly meetings. Every Monday we’d all meet, discuss ongoing work, plan new initiatives, share tea, and disperse. During the Wednesday afternoon secretaries’ review, our department’s performance was always up to the mark.

For the first six to eight months, everything went smoothly — until one vehicle exchange incident and the removal of the Commissioner’s reporting link to the Additional Chief Secretary threw the situation into chaos.

The Vehicle Dispute

As Chairman of GMSCL, I was the superior officer, and the Health Commissioner was a member. However, the Innova car assigned to the GMSCL Chairman was being used by the Commissioner in addition to her own official vehicle.

I, as Additional Chief Secretary, had a Ciaz car. For field visits, we would use an older spare Innova from Civil Hospital. This arrangement worked fine until, after the inauguration of the new Medical College at Vadnagar by the Prime Minister, our Innova met with an accident on the way back.

So, I recalled the GMSCL Chairman’s Innova — which the Commissioner was using — and gave her the Civil Hospital Innova instead. Moreover, through a GMSCL Board resolution, we decided to purchase a new Innova for the Commissioner as a board member.

But would the Finance Department (FD) ever grant such an approval easily? Of course not.

The FD didn’t approve it, and the matter got twisted in such a way that the Chief Minister was informed that the Additional Chief Secretary had “snatched away” the Commissioner’s vehicle. The Chief Minister told me this in person — so there was no question of hearsay.

The Commissioner already had her official vehicle. The dispute was only about the additional vehicle. In fact, apart from the official car, she used GMSCL Innova, and after exchange, using the Civil Hospital Innova, and possibly a hired NHM vehicle as well.

I had to carefully explain the matter to the Chief Minister and clear the misunderstanding.

GMSCL General Managers

The Gujarat Medical Services Corporation Limited (GMSCL) handled procurement of medicines and equipment for all hospitals, CHCs, and PHCs across the state. If medicine supplies were delayed, it created public outrage and political pressure. If equipment was not delivered or AMCs were not renewed in time, hospital staff would sit idle, and patients would suffer. If patients had to get X-rays or CT scans done outside, the media would immediately criticize the government.

To manage this, GMSCL had one General Manager (GM) for drug procurement and another for medical equipment.

Our operations were running smoothly — inventory monitoring, indenting, tendering, procurement, inspection, and supply were all well-coordinated with the performance of two General Managers and the team GMSCL. But the Commissioner for strange reason issued additional charge of Additional Director (Family Welfare) charge order to one of the GMs without the permission of the Government. Since the officer was from the Public Health side, he was also told to sit in the Commissioner’s office, which badly disrupted our procurement and supply operations.

I had to intervene firmly and order the officer not to leave GMSCL without government instruction, and to continue managing inventory and supply efficiently.

The officer was highly competent — he finalized many pending tenders, regularized drug supplies across the state, and, through his honesty, discipline, and consistency, helped the government save significant amounts through negotiated tenders. 

Under GMSCL, we procured new CT scanners, X-ray machines, lab equipment, dental chairs, etc., and ensured timely AMCs — keeping medical services across Gujarat running efficiently.

Attempts to Transfer GMSCL and PIU Control

Later, efforts began to transfer control of GMSCL and the Project Implementation Unit (PIU) from the Additional Chief Secretary to the Commissioner. I thought — let’s dedicate this to Lord Krishna if it helps. But considering the dignity of the post and those who would hold it after me, I couldn’t just sit idle. I involved the Deputy Chief Minister, and those attempts were foiled.

Did the officer who succeeded me later hand over those functions to the Commissioner? That, I cannot say.

The August 15 Incident

On August 15, I had a mild fever. After attending the helipad function in Gandhinagar, I proceeded to Ahmedabad Medisity for the flag-hoisting ceremony. An officer got into my car and began qua telling me along the way. Out of courtesy, I remained silent. But when I got down at Civil Hospital, my headache worsened with the fever, and my enthusiasm for the event faded.

My driver whispered, “Sir, why did you listen to all that in front of me?”

Medicity Authority

I had developed the Medicity campus meticulously — completed pending works, ensured coordination, and streamlined its administration.

We even issued a government resolution (GR) to form the Medicity Authority. The registration form was signed by all members. But one officer, for reasons best known to him, stopped the employee going for registration, struck off her own signature from the form, and stalled the registration process.

At that time, signatures of all GR-designated members were mandatory for registration. I don’t know what became of that Authority later.

As per my design, Medicity was to be given a notified area status — with a distinct civic and medical governance system — to make it a self-sufficient, well-managed institution.

Prime Minister’s Inauguration Event

On the day of the Prime Minister’s inauguration at the Medicity campus, the inauguration of the Jamnagar Medical College campus and its hostel buildings was also scheduled.

Since both programs were to be graced by the Prime Minister, it was decided — by the Chief Principal Secretary to the Chief Minister and the Chief Secretary — that I, as Additional Chief Secretary, would manage the main stage event at Ahmedabad, while the Health Commissioner would handle the Jamnagar visit. Accordingly, I managed the Ahmedabad function, and the Commissioner was sent to Jamnagar.

In Ahmedabad, the minute-to-minute program, including the list of officers’ names, had already been approved by Delhi. Therefore, no changes were permitted. However, when the Commissioner got a seat with the Chief Minister in the helicopter, she arrived at Ahmedabad to attend the program along with him. The list of dignitaries invited to present floral bouquets had been approved by Delhi as well, and her name was not on it. Since last-minute changes were not allowed, her name could not be added on the spot — and she was displeased.

Suggestion from a Retired IAS Officer

A retired Additional Chief Secretary from the 1972 batch came to me with a project proposal from EY. The plan was to assess our doctors and medical staff against world-class standards, and then align their training with an international medical institute.

While we were still in preliminary discussions, I was stunned to hear from the Chief Minister himself that rumors were circulating — suggesting that this officer and I were planning some major wrongdoing together.

I told the Chief Minister that he should meet the officer personally and listen to his presentation to understand the idea. The Chief Minister merely smiled and brushed it off.

We also had talks with a U.S.-based organization regarding the use of Artificial Intelligence (AI) — particularly for interpreting X-ray images for radiological diagnosis. Since the government already faced a shortage of radiologists, this seemed promising. However, concerns about data privacy and potential misuse arose, so the idea was left at the discussion stage. Ironically, five years later, AI has brought a revolution to medical treatment — just as we had envisioned.

All India Service Rules

Two sensitive cases came before me.

In the first, an officer had switched an existing government online portal to a new private and foreign-linked platform without declaring that a family member had an interest in it. A good number of Ayurveda graduates were recruited under NHM and were put for training and promotional work for this new arrangement. I refrained from writing any remarks on that file, though the Health Minister did. What the General Administration Department (GAD) eventually did with it — I do not know.

In the second case, another officer’s personal life became part of their Performance Appraisal Report (PAR). I separated the personal from the professional and evaluated the officer purely on work performance.

Meanwhile, I kept receiving reports that an officer was whispering against me to the Chief Minister, CMO, and GAD officers — spreading malicious rumors and digging into my past.

I had already met the Chief Secretary earlier regarding coordination problems with that officer, but he simply said, “You handle it,” and washed his hands of the matter. Worse, he removed me as the reporting officer for that officer’s 2017–18 PAR, thereby weakening my administrative authority.

As a result, the next 12–15 months became extremely difficult — both for working and getting work done.

I had to steady myself — because while I was trying to preserve the health of the Health Department, my own health began to deteriorate.

PhD Registration

To regain focus, I turned to study. My blog and spiritual journey were ongoing, yet out of a desire to earn the “Dr.” prefix before my name, I registered for a PhD at GTU (Gujarat Technological University). My research topic aimed to develop an IT-based solution to address the shortage of specialist doctors in the state’s Community Health Centres (CHCs) and to provide advanced healthcare access to rural populations.

Swine Flu

It seems inevitable — being in the Health Department and falling ill. I contracted swine flu. One day, while taking steam inhalation with hot water, I accidentally spilled it and burned both my feet. Between the illness, physical pain, and a year of professional mental stress, my health broke down severely.

The Final Phase

By June 30, 2019, rumors were already circulating that I would become the next Chief Secretary. But instead of being assigned the Finance or Home Departments, I was transferred to the Agriculture Department in September 2019 — and I understood the administrative maneuvering behind it.

I served as Additional Chief Secretary of Agriculture for 11 months and retired on July 31, 2020. Just three and a half months later, I suffered a heart failure on December 15, 2020 — three stents were placed, and I survived.

But before reaching that turning point, I still had one final journey left — to lead the Department of Agriculture, Farmer Welfare, and Cooperation. There, I launched the Natural Farming Mission and initiated the Seven Steps for Farmer Development campaign — while also facing the locust invasion and helping manage the COVID-19 crisis.

15 October 2025

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