Secretariat to Slovenia (22)

 

22. From Secretariat to Slovenia 

After being selected for the IAS in 1985, I bid farewell to the Secretariat to go for training at Mussoorie. Later, in 1989, I was appointed as Deputy Secretary in the Roads and Buildings Department for about three months. Once again, I returned to the Secretariat as Deputy Secretary, Health Department, in August 1995. Mr. Vitthal Cowlagi was our Principal Secretary. I took charge from Rajesh Kishore, and therefore, the branches related to Public Health came under me.

At that time, Secretaries were considered real bosses. Kaulgi Saheb was generally calm, but once he started speaking, it was hard to interrupt him. It was the first time Gujarat had an independent BJP government. Ministers were full of enthusiasm. Instead of frequently calling Secretaries to discuss files, they began summoning Deputy or Joint Secretaries.

Once, Cowlagi Sir saw one of his officers sitting in the lobby of a Minister’s cabin. During lunch that day, he called a meeting of officers and delivered a long speech: “Look, if you need to discuss something with the Minister, you must inform me first. Don’t go directly.” At that time, officers were very cautious about their Confidential Reports (CR), so everyone followed the Sir’s instructions without question.

ORET Project

A project named ORET was introduced to equip Primary Health Centres (PHCs) and especially Community Health Centres (CHCs) with advanced instruments — mainly X-ray machines. The scheme’s terms were attractive, but both the Principal Secretary, Cowlagi Sir, and I felt uneasy about two aspects: the Netherlands was supplying obsolete equipment, and the currency exchange risk on the loan was to be borne by us.

We sat together at his Sector-19 residence and drafted a note suggesting improvements to the project’s terms, which we then presented to the Health Minister. However, the Minister was keen to accept the ORET project as it was, and so the proposal was approved in its original form. As a result, PHCs and CHCs across Gujarat received modern equipment.

It’s another matter that in some centres, where X-ray machines were installed but no technician was available, the machines remained unused. At some places, machines capable of producing thousands of X-rays per hour were used for barely twenty-five per week — serving more as showpieces than tools. Still, the ORET project’s equipment made Gujarat’s health centres superior to those in many other states.

Public Health Reform Report

After Cowlagi Sir, Ashok Bhatia Sir became the Principal Secretary of the department. The important branches of the department were considered to be those related to medical education, and since the Joint Secretary, Mr. Christian, was doing good work there, Bhatia Sir didn’t find it necessary to reshuffle my branches.

At that time, the government had constituted a committee on health service reforms, which included two Principal Secretaries of the department, the Health Commissioner, Deputy Director Dr. Ghasura from the Commissioner’s office, and myself.

Having served as a District Development Officer (DDO) for about five years, I was well acquainted with the functioning and shortcomings of Primary Health Centres (PHCs) and sub-centres managed by district panchayats. My field experience proved useful, and several of my suggested reforms were incorporated.

A draft report was prepared, but Bhatia Sir later revised it and prepared a new version. My name, which had appeared in the preface of the draft report, was somehow disappeared. However, before the report went for printing, Bhatia Sir was transferred to the General Administration Department, and Prabir Basu Sir took charge as the new Principal Secretary. Being aware of my contribution, he restored my name in the preface before the final printed version was released.

TCGL Assignment

During this period, GAD (General Administration Department) assigned me additional charge as Managing Director of the Tourism Corporation of Gujarat Ltd. (TCGL).

There, three influential “J”s practically ran the show. MDs came and went, but what the three decided, happened.

The tourism assignment brought with it certain perks — a vehicle, occasional access to a cook, and other support facilities — so I gladly accepted it. I began working to bring the corporation’s operations within proper regulatory frameworks and to transform irregular decision-making into a rule-based system.

However, my joy didn’t last long. When Praveenbhai Laheri Saheb returned from central deputation, the government handed over the MD charge of TCGL to him, relieving me from the post. The privileges I had briefly enjoyed, like those of a “Gandharva Mahal,” vanished instantly.

Since Sureshbhai was the Industries Minister at the time, I assumed that the decision to withdraw me from additional charge of MD TCGl could have been made at his behest — and once again, I found myself irritated with him.

Election Observer – Nalgonda Lok Sabha Constituency

In 1996, I got an opportunity from the Election Commission of India to serve as Election Observer for the Nalgonda Parliamentary Constituency in Andhra Pradesh. That election set a record — 480 candidates contested! The ballot papers were as large as a full newspaper page, and extra ballot boxes had to be arranged.

I wondered how voters would ever find their candidate in such a long list — yet they managed efficiently and elected the CPM candidate with a margin of one lakh votes.

The lady Collector of the district managed the election exceptionally well. My prior experience twice as Returning Officer (RO) of Loksabha elections and once as District Election Officer (DEO) helped me guide her effectively.

The assignment gave me a valuable opportunity to see a new region of Andhra Pradesh, understand its people, administration, and politics, and gain new insights into the country’s diverse governance landscape.

Deputation to the Government of India 

Once again, the political scene was in turmoil — a game of khajuriya–hajuriya (rivalries and alliances). In October 1995, Sureshbhai Mehta became the Chief Minister. Because of him, I had returned to the Secretariat, so there was no longer any hope of going back to the district. However, when he chose my batchmate Sanjay Gupta who had earlier served as Secretary to Chimanbhai Patel as his own Secretary, many, including me, were surprised. Later, in 2002, when Sanjay resigned from the IAS and joined Adani Group, some pieces of the puzzle seemed to fit, though ultimately, only God knows the full truth.

That same year, a Gujarati officer became the Chief Secretary, strengthening the influence of the General Administration Department (GAD). Around this time, I faced a new challenge.

Usually, when officers’ names were to be sent to Delhi for central deputation, the practice was to consult them informally first. But in my case, without asking me, my name was forwarded to the Government of India, and soon, an appointment order arrived from Delhi, posting me as Deputy Secretary, Ministry of Agriculture.

At that time, my mother had fallen and fractured her femur; she had undergone surgery and had rods placed in her leg. My parents were elderly and had risen from a life of hard labour, taking care of them was my first priority. In fact, I had given up the IRS in 1984 for the same reason to stay close to them. So, though deputation to Delhi was a career advancement opportunity, I decided to decline it.

I met my batchmate Sanjay Gupta, who was then Secretary to the Chief Minister, and through him, I got the Chief Minister’s consent to write to Delhi to cancel my deputation. Simultaneously, I went to Delhi and met Mrs. Vilasini Ramachandran, an officer from Gujarat cadre serving in the Department of Personnel & Training (DoPT). She informed me, “You will face a five-year debarment if you refuse deputation.”

I told her that my parents’ health was my top priority, and if debarment was inevitable, so be it. I continued to request withdrawal. Eventually, the Gujarat government sent a letter, and Delhi cancelled my deputation order.

However, kind-hearted Mrs. Ramachandran probably managed to ensure that I wasn’t debarred and that proved crucial, because just the following year, I became eligible for a long-term foreign training program.

Sanjay Gupta and the General Administration Department (GAD)

My batchmate Sanjay Gupta—because of his intelligence, administrative skill, and vision—had been very close to Chimanbhai Patel, and by now had also become close to Sureshbhai Mehta.

During Chimanbhai’s tenure, when the Chief Minister travelled outside the state, blank papers signed by him were left with Sanjay so that, in emergencies, he could issue instructions in the Chief Minister’s name. His influence continued even during Sureshbhai’s time, and he played a significant role in many government decisions.

Two incidents from the administrative sphere during this period are worth noting.

In the General Administration Department, there was a Under Secretary who had been working continuously in the IAS Establishment Branch for about 15 years, rising from the rank of Assistant. He was a “high flier” — many were pleased with him, and many were not. Those who benefited from his decisions praised him; those who suffered spoke bitterly of him.

His English note-writing was excellent, and because he had been in the same branch for so long, he had an in-depth grasp of the latest rules and Government Resolutions (GRs). When an IAS officer was appointed above him as Deputy Secretary, some control was established, but many still felt that further reform was needed.

He had earlier clashed with members of our IAS batch and possibly also with Sanjay Gupta, perhaps over a car advance or some other administrative issue. Moreover, he and the Chief Secretary might have aligned in not implementing certain instructions from the Chief Minister’s Office (CMO).

Eventually, with the Chief Minister’s approval, orders were issued transferring this officer out of GAD. It is said that when the Chief Secretary tried to delay execution of the transfer, The Indian Express published a front-page story, which forced immediate implementation of the order.

Sureshbhai Mehta remained Chief Minister for barely a year. During Shankarsinh Vaghela’s tenure, one of the senior Secretaries in GAD reportedly considered initiating departmental action against the same officer. But the new Chief Secretary protected him, and the matter was dropped. Later, when the political situation turned favorable, the officer returned, continued in service, earned promotions, and stayed on till retirement.

In another significant move led by Sanjay Gupta, a controversy arose at the U.N. Mehta Institute of Cardiology over the alleged delay in treating a cardiac patient. Following the inquiry, the existing medical team was replaced, and Dr. R.K. Patel was brought in. Dr. Patel went on to serve the institution for nearly three decades, bringing great credit both to himself and to the hospital.

Travel and Detachment to a Spiritual Ascent

By this time, I had begun to feel detached from my work at the Secretariat. It seemed to me that the same bureaucratic ups and downs would continue endlessly. I thought, why not travel a bit instead?

My batchmate and friend Sitaram Meena was then the Collector and District Magistrate of Pithoragarh, a district in Uttar Pradesh (now Uttarakhand). My son Ujjwal, was studying in Ranikhet. So I decided to combine both reasons and plan a short trip — Laxmi and I set out on a journey to meet them.

We picked up Ujjwal from Ranikhet and went on to Pithoragarh. Sitaram kindly provided me with a government jeep and a driver named Mohan Joshi. Each morning, after tea and breakfast, we would set out, have lunch somewhere along the way, and return to headquarters in the evening for dinner and rest. This continued for four or five days.

Then one day, driver Joshi, somewhat exasperated, said to me:

“Saheb, you keep roaming from one place to another, one temple to another — but God is within us. What we need is the understanding to see Him.”

His words struck me deeply. I asked him, “And what is your understanding of spirituality?”

He replied, “My Guru is Baba Jai Gurudev. He wears jute clothes. Through his teachings, I have experienced the divine consciousness within myself. I only drive to support my family — otherwise, how could one who knows the Eternal and Immortal wander about for worldly gain?”

His words pierced my heart. Though spirituality had interested me since childhood, Mohan’s insight made me realize that something was still missing within me.

We completed our planned tour and returned to Gandhinagar — but now, while my body remained at the Secretariat, my mind wandered in spiritual thought.

Asaram Bapu

One day, my old friend Kaluji Vanzara came to visit me. I told him, “I want to listen to satsang. Please suggest a nearby saint or spiritual teacher.”

Kaluji replied, “That’s easy! My brother, Dahyaji Vanzara (IPS), is a devotee of Asaram Bapu, whose ashram is at Motera. He’ll take you there.”

He called his brother, and one evening, as Bapu’s satsang was concluding, we reached Motera Ashram. They seated me in the front row. When the discourse ended and devotees lined up for darshan, Dahyaji asked me to wait aside. As the crowd thinned, he introduced me to Bapu.

Asaram Bapu extended his hand warmly, shook mine, and greeted me with affection. That was the beginning of my regular attendance at his satsangs.

Bapu often quoted from the writings of Swami Ramsukhdasji, and perhaps his team people like Premji and others would prepare notes or themes for him. But Bapu spoke fluently and without error. His discourses flowed naturally from one story to another, then another, and finally returning seamlessly to the first, keeping the listener deeply engaged.

If he needed to cough while speaking, he would briefly turn off the microphone, cough, and resume — showing great attentiveness. After dinner, there would be small group sessions for advanced seekers, where he read and interpreted the Yoga Vasistha.

In explaining Advaita Vedanta, very few saints of that time matched his clarity and simplicity. His Guru was Lilashah Bapu, but his spiritual growth was also influenced by Swami Muktananda of Ganeshpuri and Narayan Bapu of Halol. According to him, he had attained self-realization at the Ganeshpuri Ashram.

Bapu’s family had migrated from Pakistan during Partition — one of many displaced families. He was then child, came to Ahmedabad, grew, married, and blessed with one daughter and one son. His brother’s sugar shop in Kalupur Lat Bazaar still exists. He used to sit there but later, weary of family conflict, renounced home and turned toward the spiritual path.

It was said that after years of intense practice, he became well-versed in Kundalini Yoga and the science of Shaktipat (energy transmission). Through his satsangs, I too gained guidance on the awakening of Kundalini through Tantra and an introductory understanding of non-dual (Advaita) philosophy.

Anita Prasad Madam

Our Revenue Principal Secretary at the time was Annie Prasad Madam — an exceptionally kind and compassionate officer. One day she told me that she wanted to design a scheme to help homeless, destitute, and helpless people who wandered near railway and bus stations without shelter or support.

I drafted a proposal and named it the “Kasturba Shelter Scheme.” I got the draft refined by my friend Kanti Prajapati, and soon, the scheme was launched — providing food, shelter, training, and rehabilitation for those abandoned and destitute individuals.

The Race for “Number One”

The government was functioning on a fast track in those days — administrative decisions were made quickly, and the Secretariat campus was constantly crowded with visitors. The new Chief Minister Shankarsinh Vaghela often said he wanted everything to be “number one” — number one in administration, number one officers, number one performance… everything “number one.”

One day, he called for an old report from Madhavsinh Solanki’s time that dealt with the reorganization of districts and talukas. Before detailed discussions could even take place, an announcement was made — Gujarat’s districts increased from 19 to 33, and talukas from 184 to 225.

A Government Resolution (GR) followed to implement the decision. Around the same time, the government decided to issue new land records (farm account books) to all farmers — a massive printing and distribution task, which later became quite controversial.

Sanjay Prasad (IAS) was then handling that work in the department as Deputy Secretary, and whenever Revenue Minister Atmaram Patel Kaka reviewed progress, the minister did not hesitate to use his sharp tongue to express displeasure.

Government Land and Encroachments

In the Revenue Department, I was handling the sensitive desk dealing with allocation of government land and regularization of encroachments. The Revenue Minister and Cabinet had authority within prescribed financial limits, and in special cases, final approval required the Chief Minister’s signature. Applicants naturally sought to get land at the lowest possible price.

The District and State Valuation Committees fixed market prices valid for six months, but many proposals were delayed, requiring revaluation. To prevent delays, a practice began of approving cases on the previous valuation plus 12% simple interest.

For regularizing encroachments, as per GR, the occupant had to pay 2.5 times the market value of the land. In special cases, however, decisions were made allowing regularization at single market value.

If the applicant was a charitable institution, the GR allowed regularization at 50% of the market rate. Where revenue exemptions applied, those provisions were followed.

The new government had been formed with external support, making it internally unstable. The Revenue Minister, though religious and politically ambitious, had developed a strong coordination with the Finance Minister. As a result, whatever joint note or proposal Revenue and Finance officers prepared would generally be approved they feel.

If a file was sent to the Finance Secretary for concurrence, he would return it with just a brief signature, thus endorsing the government’s preferred decision.

Later, one case where land allotted at a low price was exchanged for another plot of higher market value went as far as the Lokayukta’s scrutiny.

Fast-Teack Government and the Fast-Teack Chief Minister 

The fast-track Chief Minister of the fast-track government started a “Lok Darbar” (public grievance forum) at his residence for quick resolution of people’s problems. In those meetings, Deputy and Joint Secretaries of the concerned departments were required to remain present.

One day, I too had to attend. The session started at 10 a.m. and went on till noon. My department’s matters came up and were dealt with. Then someone arrived, and the Chief Minister said, “Parmar, you stay seated; I’ll be back soon,” and left around 1 p.m.

By then, it was 2 p.m., and my stomach started growling with hunger. There was no food arrangement at the Chief Minister’s residence. I waited till 2:30 p.m., but the CM didn’t return — so I left for home to have lunch. Later, when the CM returned around 3 p.m., he noticed my absence and got upset that I had left.

Back to the Health Department

Soon after, I found the same file from Santhani, Kutch, on my table the one that had earlier caused me trouble in Kutch. It was a case of irregular land regularization, and I couldn’t write a note in violation of rules. When I noted as per the rules, the beneficiaries panicked. They approached Babubhai Shah, the Minister from Kutch, and as a result, I was transferred from the Revenue Department to the Health Department.

I met the Revenue Minister, but he shifted the responsibility to the Finance Minister. His Private Secretary, Nalin Upadhyay, tried to explain the matter to the Minister but failed.

The Finance Minister happened to be from Kutch and personally knew me, so I contacted him. His tone softened. I then called the Chief Minister’s Secretary, and met him in his chamber.

I reminded him that during the collectors’ reshuffling, if my name had been mentioned in the transfer orders, this situation would not have arisen. He replied that he had thought I was happy with the work as DS (Land) and therefore didn’t intervene — otherwise, it would have been handled differently.

He reassured me. In my presence, he spoke with the Finance Minister. I couldn’t hear what the Minister said, but both ended the discussion on friendly terms, and soon after, I resumed in Health Department.

When I met the Chief Secretary, he smiled and said, “There’s a silver line — your ACS, Health, is happy with your posting.”

Thus ended my brief but memorable seven-month tenure in the Revenue Department.

UNDP-Sponsored Foreign Training

On May 30, 1997, I joined the Health Department as Joint Secretary (ICDS and Public Health). According to the department’s work allocation, Ashok Kosi was my boss as Principal Secretary— a strict officer. Even to get leave sanctioned, one had to argue. But as always, I did my duty diligently.

As the saying goes, “Whom God protects, none can harm.”

During my time at the Asaram Ashram, I had learned a Saraswati mantra. I decided to test its effect and began chanting it regularly. My mind was already purified — Dhawal and I had both completed a Chandrayana fast, which is said to cleanse the mind.

Barely a month after joining the new post, one afternoon, after lunch at home, I returned to my office. On my table lay a cover addressed to me personally from the Government of India.

I wondered, “A letter from the Government of India, in my name? What could it be?”

When I opened it, I was pleasantly surprised — I had been selected for an MBA program at the University of Ljubljana, Slovenia, under the UNDP program.

My salary would continue, all travel expenses were fully sponsored, and I would receive a daily allowance in US dollars — it felt like winning a lottery!

I filled out the required forms and began the process for visa and ticket booking. Such long-term training opportunities are common for directly recruited IAS officers, so this wasn’t entirely new — but for me, it was a timely blessing, as it allowed me to step away from the Secretariat environment for a while.

After completing the training and returning to India, I discovered an unknown helping hand behind my selection.

At that time, ARTD had just been separated from the General Administration Department (GAD). I didn’t know but the Under Secretary, Bhaljibhai Solanki, was working there. He was originally from my chawl. He had added my name to the list of officers recommended to the Government of India for training — and that’s how this opportunity came my way. Otherwise, had “the other person” been in charge, I would never have gone so soon and smoothly.

Now, a new chapter of experience was waiting to unfold in my life —on one side, the European continent, its education, people, and breathtaking places, and on the other, the emotional farewell of my parents as their son left for distant lands.

30 September 2025