PanchayatI Raj (32)

 

32. The Panchayati Raj

From 31 October 2012, I was given the additional charge of the Principal Secretary, Panchayat, Rural Development, and Rural Housing Department, which became regular from 1 May 2013 and continued until May 2015.

Thus, as Principal Secretary, I handled the Panchayat Department for 31 months.

Across the state’s 33 districts, the District Development Officers (DDOs), 225 Taluka Development Officers (TDOs), and all their officers and staff together formed our administrative army.

Assembly Elections (2012) and Sardar Awas Scheme

The year 2012 was significant for Gujarat — Legislative Assembly elections were due in December, and that year July and August saw weak rainfall, resulting in drought conditions.

The opposition launched a campaign called “Ghar Nu Ghar” (A Home for Every Family) and began collecting application forms from potential beneficiaries.

This prompted the government to act swiftly.

Lists of homeless people were prepared village by village.

The Sardar Awas Yojana was restructured — the first installment was increased and made payable immediately upon application approval, instead of after the house reached the plinth level.

Over four lakh housing applications were sanctioned at once.

Before the election code of conduct came into effect, the first installment had to be credited.

Hence, beneficiaries’ bank accounts were opened, and a large amount was transferred via Direct Benefit Transfer (DBT).

The driving force behind this initiative was my predecessor Shri R. M. Patel, who took voluntary retirement (VRS) two months before his official retirement upon being nominated as a candidate for the Legislative Assembly elections.

He won the election with a huge public mandate, reaffirming faith in a popular government.

The Herculean Task of Completing the Houses

As soon as I took charge, I inherited the responsibility of ensuring that over four lakh approved houses were actually built by the beneficiaries.

When we began following up on the first installment progress, we discovered that many beneficiaries had used the advance for personal purposes.

Some had bought motorbikes, others had spent it on weddings, and some had used it for household expenses.

We made it clear — if you don’t build the house, you must refund the government’s assistance.

We kept pursuing the matter for two years, and eventually, we cleared the backlog of around 4.5 lakh houses, completing over five lakh houses in total during our tenure.

The District Development Officer (DDO) of Dahod, Praveena, did an excellent job by completing 55,000 houses and clearing the backlog.

When there were talks of her being transferred to a side post, I opposed it — and her career later progressed well.

Apart from Sardar Awas, other housing schemes such as Indira Awas, Ambedkar Awas, and Adivasi Housing Schemes were also in operation.

Each department tried to get its schemes improved through the Finance Department (FD) to raise its subsidy levels.

We standardized and unified the assistance norms across all housing schemes by issuing a consolidated resolution — ensuring uniformity and fairness.

Taluka-level Garib Kalyan Melas

Another major initiative was to organize Garib Kalyan Melas (Welfare Fairs) at each Taluka.

When I discussed it with the Chief Minister, I suggested that to maintain quality, we should limit each fair to 2,000 participants —

1,000 beneficiaries receiving kits and 1,000 companions accompanying them.

Others who wished to observe could come separately.

We decided not to bring schoolchildren just for bicycle distribution — instead, deliver bicycles directly to schools.

Farmer kits were suitable only during the monsoon season; distributing them later would serve no purpose.

Organizations like GRIMCO needed lead time to procure and supply toolkits.

We streamlined the entire administrative system for Garib Kalyan Melas, making them institutionalized and orderly.

The Garib Kalyan Mela was not a new scheme by itself — it served as a central dispatch registry for various individual beneficiary-oriented government schemes handled by different departments.

The fairs became a public platform for transparent benefit distribution — with a stage, microphone, and gatherings of beneficiaries, benefits were handed out publicly.

It was like consolidating all vehicles from a city’s bus routes at a central terminal, or holding back trains from different platforms to depart together at a single scheduled moment.

While some sanctioned benefits faced delays, most departments worked hard to clear pending applications before the Mela date, improving efficiency and visibility.

Thus, what usually took a year’s work was accomplished in a single event, making the government appear active and effective.

The success of these Garib Kalyan Melas brought widespread recognition and goodwill to the government.

Having earlier been involved in toolkit preparation in the Cottage Department, I now contributed to distribution management — staying directly connected with this program for nearly nine years.

Open Defecation Free (ODF) Gujarat

The third major mission I undertook was to make rural Gujarat Open Defecation Free (ODF) — a Herculean task to transform the long-standing rural habit of going to the fields for defecation.

Over the years, many toilet construction programs had been carried out, but in most homes, toilets had turned into storage rooms.

I still remember when I was the Collector of Kutch, I once stayed overnight at my brother-in-law’s home in the village.

Although they had a toilet, my sister-in-law had locked it — and I had to carry a water pot and walk to the fields.

That incident left a deep impression on my mind.

We mobilized the Taluka Development Officers, Talatis, Sarpanches, and all local staff to take this up as a statewide movement.

When a new Chief Minister took office in 2014, we amended the Panchayat Act, making it mandatory for every candidate contesting Panchayat elections — whether for the post of member, Sarpanch, or Taluka/District Panchayat member — to have a toilet at home.

This sparked a powerful slogan across villages:

“Every household must have a toilet!”

Just as the two-child norm had been effectively implemented earlier for population control, the ODF campaign too became a success.

With over five lakh new houses built under various housing schemes, and lakhs of standalone toilets, we succeeded in making rural Gujarat open defecation free.

Expansion of e-Gram – Vishwagram Program

The e-Gram – Vishwagram program was already operational; we strengthened it further by appointing Village Level Entrepreneurs (VLEs) in every village and ensuring that each e-Gram center functioned regularly.

The system was highly useful, but low bandwidth made video meetings difficult.

We therefore linked e-Gram centers to BSNL and RailTel’s cable networks, boosting bandwidth and operational capacity.

About 3,000 major villages were connected by cable, while the rest continued through e-Gram satellite disks.

Next, we expanded the program’s utility and sustainability.

VLEs began providing 7/12 land record printouts, earning service fees for each transaction.

We integrated them into various schemes — such as survey form filling, bank form submissions, Khelo Gujarat, and relief payment disbursements — thereby increasing e-Gram usage and generating employment for VLEs.

At that time, Gram Panchayats received direct grants from both the Government of India and the State Government.

Since expenditures were managed under the Sarpanch’s signature, maintaining financial discipline and transparency became essential.

We standardized account keeping, made audits mandatory, and moved them online — opening Panchayat accounts for public audit and viewing.

As literacy in rural areas increased and many villagers lived in nearby towns, this online transparency allowed them to track Panchayat finances, ensuring greater accountability and public trust.

Improving the Revenue of Gram Panchayats

The Samaras Gram Panchayat initiative, supported through incentive grants, had proved successful. However, the own revenue of most Gram Panchayats remained very weak.

Since most services were provided free of cost, the per capita tax burden barely exceeded ₹10, whereas in municipal areas, it averaged around ₹180.

To address this, we introduced a scheme to encourage Panchayats to increase their tax collection by providing them matching incentive grants based on the amount they collected.

Many progressive Panchayats benefited from this initiative.

For example, the Punsari Gram Panchayat became a model in cleanliness, revenue collection, and local governance.

The village installed public address systems through which morning bhajans of Narsinh Mehta were played daily, and important public announcements were broadcast during the day.

PESA Act

The Panchayats (Extension to Scheduled Areas) Act (PESA) was amended to grant more powers to Panchayats and Gram Sabhas in tribal regions.

They were empowered to use and manage minor forest produce and to receive a share of royalties from minerals extracted within their jurisdictions.

As industrial units began to be established within Panchayat limits, their tax revenues started to increase substantially.

Village Cleanliness

In most villages, community-level sanitation was poor.

People would keep their homes and courtyards clean, sweeping daily and applying mud plaster (lepan) where needed.

But once the private courtyard ended and the public area began, no one took responsibility.

During the monsoon, this often led to filthy and unhygienic conditions.

If Gram Panchayats appointed regular sanitation workers, they risked permanent employment liabilities and the burden of paying government-level salaries.

Many Panchayats had already irregularly hired over 12,000 workers, adding to their administrative load.

We explored the use of MNREGA for sanitation work, but since it allowed only 100 days of employment and could not hire individual workers for ongoing cleaning, that route wasn’t feasible.

I even requested the Government of India to amend the scheme to allow MNREGA laborers for sanitation work, but meanwhile, I needed a practical local solution.

So, we approved a grant of ₹2 per person per month for each village.

The Panchayat would contribute another ₹2, creating a local sanitation fund.

From this fund, local volunteers were engaged on an honorarium basis to perform regular cleaning, thus institutionalizing village sanitation.

Today, the state government has increased the grant from ₹2 to ₹8 per person, enabling Panchayats to efficiently manage village sanitation by adding local contributions as needed according to population size.

Improvement of Internal Village Roads

During the monsoon, village roads would become muddy and difficult to use. Today, most villages have proper roads and paved surfaces, but back then, one had to wade through mud to reach schools, Anganwadis, health centers, Panchayat offices, or cremation grounds.

We introduced a paver block scheme and used it to pave small internal roads, thereby enhancing rural comfort and quality of life.

Decentralization of Power

There was a significant difference between the Panchayati Raj system during my tenure as District Development Officer (DDO) and the one that exists today.

At that time, Presidents of District and Taluka Panchayats also headed their Executive Committees, which gave them considerable influence.

Later, with the introduction of caste-based and women’s reservation, the participation of marginalized groups increased — a welcome development.

However, two major changes reduced the importance of the presidents:

1. Their tenure was cut to two and a half years.

2. The executive chairman position usually went to someone from a non-reserved category.

As a result, the power of elected presidents diminished.

The Sarpanch, being directly elected by the people, retained a five-year term. But with caste and gender reservations, many women elected as Sarpanch were uneducated or bound by social constraints, so their husbands or sons often handled administrative matters.

Thus, women’s empowerment weakened, and unelected men began managing Panchayat affairs.

The “Pramukh Swami” 

Once, my personal assistant said, “Sir, Pramukh Swami is on the line.”

I was surprised — I knew BAPS’s Pramukh Swami Maharaj, and wondered why he’d be calling me!

I answered respectfully, but when I heard the voice, I realized it wasn’t him.

The caller said, “I am the husband of the District Panchayat President, so people call me Pramukh Swami.”

I politely told him to have his wife, the actual president, call me and ended the call.

Caste-Based Challenges

Another issue arose in Scheduled Caste (SC) reserved seats for Sarpanch.

Caste discrimination persisted in many villages.

During my posting as DDO in Mehsana (1989–90), I had seen SC Panchayat members standing against walls during meetings because they weren’t allowed to sit properly.

Only in a few villages with an SC majority would one find a Sarpanch from that community.

In others, if a Panchayat meeting occurred, the Panchayat peon would take attendance sheets to their homes to collect signatures — SC members didn’t attend in person.

Now, with reservations, they became Sarpanch, but in caste-divided villages, it was still socially difficult for them — especially for SC men or women — to sit in the Sarpanch’s chair and conduct meetings.

Usually, matters ran smoothly by compromise, but if anyone acted independently, a no-confidence motion was raised.

With a two-thirds majority, members could remove the Sarpanch and make the Deputy Sarpanch the new head.

To prevent such misuse, I proposed an amendment that since the Sarpanch is directly elected by the entire village, they should be removable only through a two-thirds majority vote of all village voters, not just Panchayat members.

However, my Panchayat Minister understood my intent and did not allow the amendment to proceed.

Working with Ministers

Before him, Bhupendrasinh Chudasama served as Panchayat Minister — a seasoned politician who valued maintaining relationships, making him easy to work with.

Later came Jayantibhai Kavadiya — well-read and sharp-minded.

The only issue we consistently faced with the Ministers was regarding the transfer of Taluka Development Officers (TDOs).

There were 225 talukas, of which 70–80 posts remained vacant.

Frequent transfers — every 6 months or year — disrupted administrative continuity and affected Panchayati Raj governance.

Vacancies in remote talukas also created major hurdles in implementing development programs.

Vacancies and Administrative Gaps

Another problem was the large number of vacant posts of Village Development TDOs.

Recruitments were limited because the Gujarat Public Service Commission (GPSC) had to maintain a balance between Mamlatdars and TDOs to avoid future promotion disputes under the Gujarat Administrative Service (GAS) structure.

As a result, mass recruitment for all vacant posts couldn’t happen simultaneously.

When promotion candidates weren’t available, positions remained unfilled.

Often, the number of retirements exceeded new recruitments.

Those eligible for promotion were close to retirement, so many refused the promotion.

Some accepted only if it came with a higher pay scale, otherwise went on leave or sought reposting to their home district.

Thus, the shortage of TDOs remained a persistent problem.

Similar difficulties arose with Overseers and Junior Engineers of Taluka Panchayats.

With thousands of rural housing units being built, their absence meant no site inspections or certifications, burdening neighboring talukas that had to take additional charge.

Still, the Panchayati system managed to carry on.

A third chronic issue was the vacancy of Taluka Accounts Officers.

I often felt that these persistent staff shortages in several talukas made Gujarat’s Panchayati Raj system appear weaker than it truly was.

Chairman, Gujarat Panchayat Service Selection Board

I was given the additional charge of Chairman of the Gujarat Panchayat Service Selection Board. Earlier, a paper leak by a printing press employee had caused an exam to be cancelled — a situation I inherited.

In the recruitment of lower cadres, candidates used to apply in multiple districts simultaneously, joining whichever district they preferred after selection. This not only increased exam costs and employee turnover, but also caused imbalance — candidates from better-educated districts near the capital tended to score higher and later transferred to other districts, leaving remote districts understaffed.

We district-centralized the recruitment process. Each exam paper carried 75 common marks for general questions and 25 marks for district-specific questions. Examinations for all districts were held on the same day across the state, ensuring candidates could appear only in one district.

As a result, more local candidates were selected, turnover dropped, and the system became more stable. The framework I established was effectively continued by my successor.

We also introduced a five-year district transfer rule to prevent frequent shifting of staff.

However, now the recruitment system has once again become state-centralized under the Gujarat Panchayat Service Selection Board.

Agriculture Summit

In September 2013, the Agriculture Department of Gujarat organized the Vibrant Gujarat Global Agricultural Summit at Mahatma Mandir, Gandhinagar, attended by 5,000 farmers.

Farmer delegations from districts across India were invited, and Kisan Panchayats (farmers’ assemblies) were held.

The state government honored progressive farmers from various districts with cash prizes, shawls, and certificates of recognition.

Iron Collection Campaign

In December 2013, I was appointed as the leader of the officers’ delegation for the “Iron Collection Campaign” (Loha Sangrahan Abhiyan) for building the Statue of Unity, and was sent to Uttarakhand.

Similar delegations were dispatched to every state.

The goal was to collect one iron tool or item from every household in villages across the country for symbolic use in constructing the statue.

During village meetings, a letter from the Chief Minister was read aloud, and villagers’ group photos were taken with the promise that they would be displayed in the Statue of Unity Museum.

The collected iron was then sent to Gujarat.

Although it’s unclear how much of that iron was actually used in the statue due to quality issues, the campaign effectively promoted the Gujarat brand and brought Sardar Patel closer to rural India.

Our program in Uttarakhand was highly successful — a public event was held in Dehradun, followed by an “Ekta Run” (Unity Marathon). Around the same time, the “Chai Pe Charcha” (Talks over Tea) initiative gained momentum — it soon became one of the most popular highlights of the 2014 election campaign.

Phase-5 Training

In 2014, I attended Phase-5 training at Mussoorie, followed by training programs in New York and Washington D.C., USA.

India’s current External Affairs Minister was then serving as the Indian Ambassador to the United States, and we had the opportunity to listen to and interact with him.

New Chief Minister

On 26 May 2014, Narendra Modi took oath as the Prime Minister of India.

Before leaving, he appointed Smt. Anandiben Patel as the new Chief Minister of Gujarat.

A farewell and welcome ceremony was held at the Secretariat Campus, where Modi remarked that he was leaving Gujarat in the hands of “another gold medalist, well-educated Chief Minister.”

Anandiben Patel lived up to those words, beginning her tenure as a capable and accomplished leader.

As she had earlier served as Revenue Minister, she was well aware of my work in disaster management. My performance in Panchayat administration had also earned me a good reputation.

She also knew that during our earlier Leicester visit, I had been unfairly penalized without cause.

Recognizing my administrative contributions, she assigned me a new role in May 2015 — as Principal Secretary, Forest and Environment Department, just as my nearly three-year Panchayat tenure was coming to an end.

It was now the Forest and Environment Department’s turn in the wave of reforms.

9 October 2025

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Disaster Management (31)

 

31. Disaster Management 

(A Soothing Balm)

Entering the Cabinet Meeting

As Secretary of Cottage Industries, I occasionally attended meetings of the Committee of Secretaries, but only a few senior officers were allowed into Cabinet meetings. However, when I received additional charge as Relief Commissioner, it was monsoon season, and the presence of the Relief Commissioner was mandatory in Cabinet meetings. Thus, I finally got the opportunity to attend.

At my first Cabinet meeting, our Additional Chief Secretary (Revenue), Jagdish Pandian, introduced me and briefly read out the weekly weather forecast and rainfall data he usually presented. I simply observed that day—looking at how officers sat on one side, ministers on the other, and thinking about where I would fit in and how I would speak the next Wednesday.

Back in the office, I sat in my small chamber in Block No. 2’s basement, which housed the Relief Commissioner’s office — a modest setup with a Deputy Collector, a Mamlatdar, two Deputy Mamlatdars, and two or three clerks. Most were officers who either couldn’t adjust in field postings or had requested a transfer to Gandhinagar. They knew little of computers or modern technology but had a good idea of where solar phones and emergency kits were kept.

When floods came, they would pull out the list of swimmers; when drought struck, they would pull out relief manuals. It was the same stereotyped, monotonous routine, with little enthusiasm. It was clear that my first job was to breathe new life into this department.

Revamping the Rainfall Bulletin

I glanced at the daily rainfall bulletin—a long table of districts in alphabetical order, showing the last 24 hours’ rainfall and cumulative totals. Few understood how to interpret it; most just scanned their own district’s figures and set it aside.

I decided to transform the format.

Rainfall varied drastically across Gujarat—from 3,000 mm in Valsad to just 300 mm in Kutch. So, I divided the state into five zones based on rainfall averages: Kutch, North Gujarat, Saurashtra, Central Gujarat, South Gujarat.

I included last year’s data and long-term averages for each taluka, district, and zone, and presented a living, analytical bulletin instead of a raw table of numbers.

Once the press received our new format, the quality of reporting improved, and readers began to take genuine interest in weather updates.

Every Tuesday, we held meetings with the secretaries and heads of departments of key ministries, keeping everyone alert and updated on disaster preparedness and relief measures.

Wednesday Afternoon

Then came my first Wednesday Cabinet meeting.

I invoked Goddess Saraswati, entered the Cabinet room without a script, and waited for my turn after the routine agenda was over—which usually took only a few minutes.

Then it was my turn.

For fifteen minutes, I spoke on the state’s rainfall condition, weather forecasts, reservoir storage levels, and crop sowing progress. When I finished, the Chief Minister smiled and said,

“Aaj ka bulletin yahan samaapt hua.”

(“Today’s bulletin concludes here.”)

He noted the new rainfall bulletin and praised the clarity and presentation.

And from that day onward — the rest was history.

The “Rain Prophet”

I began studying the Narada Samhita, analyzing rainfall data from past years, and combining it with astrological insights based on planetary movements and constellations. Alongside the official meteorological forecast, I started presenting my own Gujarati-style rainfall predictions in poetic, traditional language.

Soon, during the monsoon, the Cabinet began looking forward to my weather briefings — they had become the highlight of the Wednesday sessions.

From Routine to Dynamic

Monsoon season meant lightning, floods, human and livestock casualties, evacuation of people, and arranging relief camps. We had to keep the administration alert, coordinate with NDRF and central agencies, and ensure preparedness to mitigate potential losses before disasters struck.

The once dull, passive post of Relief Commissioner now became exciting and impactful — and my briefings in the Cabinet were widely appreciated.

I had already experimented with mobile governance during my tenure at Gujarat State Road Transport Corporation (GSRTC), but here its scope and speed expanded dramatically.

Later, when my regular appointment as Relief Commissioner was confirmed, I formally left the Khadi Board in November 2011 — stepping fully into a role that had transformed from bureaucratic routine into a mission of public service and preparedness.

2012: The Drought Relief Year

The year 2012 was an election year, and the months of June and July passed by almost dry, with little to no rain. Everyone waited hopefully for September, and though the month finally brought showers, it was too late — while it eased the drinking water crisis, the crops had already failed.

A Central Government team, including Union Ministers Sharad Pawar and Jairam Ramesh, along with senior officers, visited Gujarat to assess the situation.

We were a small state delegation — I, Bavo, and Mangaldas.

None of us were fluent in English, and there was no existing format or reference for preparing a memorandum to the Centre. Frequent staff transfers meant there were no old copies available to refer to.

So, I personally sat at the computer, analyzed the data collected from various departments, and drafted the entire memorandum to be submitted to the Government of India. Later, in the presence of the Chief Minister and Union Agriculture Ministers, I presented it before the Central Team — earning their appreciation and credit points for Gujarat’s work.

When the new State Emergency Operations Centre (SEOC) building was ready, I ensured it became fully functional. Even today, the formats, reports, and management systems established under my tenure as Relief Commissioner have remained in use for over a decade — my lasting legacy in that office.

After the Central Team’s visit, one day, Kailasanathan, the Chief Minister’s Secretary, called me to his office. He said,

“The Chief Minister has asked me to convey his sorry. He feels an injustice was done to Punamchand and wants to make it right — you can choose the posting you wish.”

A rare gesture indeed.

At that time, I was serving as Relief Commissioner and Additional Chief Secretary (Disaster Management). I replied,

“If I am to be given a new posting, let it be within the Revenue Department. That way, I can continue relief work while also focusing on reforms in the revenue administration.”

But could Kailasanathan really grant such a request? That was uncertain.

Meanwhile, R.M. Patel, the Additional Chief Secretary (Panchayat), was nearing retirement. Having organized successful Garib Kalyan Melas, he was in the government’s good books. In September 2012, he successfully implemented Direct Benefit Transfers (DBT) — disbursing the first installment of the Sardar Awas Yojana to over 400,000 new beneficiaries.

The ruling party later nominated him as its Assembly candidate from Asarwa constituency for the December 2012 state elections. Two months before retirement, he took voluntary retirement (VRS), and the government assigned me additional charge of Panchayat, Rural Development, and Rural Housing Department, alongside Relief Commissioner.

I thought to myself, “Well, being back in the main administrative stream matters more.”

Having served nearly five years as District Development Officer (DDO) across three districts, I already had a deep connection with Panchayati Raj administration — it wasn’t something I could easily detach from.

Later, on May 1, 2013, postings were reshuffled again, and I was regularly appointed as Additional Chief Secretary (Panchayat, Rural Development & Rural Housing), while continuing with the additional charge of Relief Commissioner.

Kedarnath Disaster Management

That year, my work in Kedarnath disaster management made me well known.

In June 2013, heavy rains continued for more than a week in the mountains of Kedarnath. Pilgrims were moving toward the temple for darshan when, early one morning, a small lake named Chorabari Tal, located above the temple, suddenly burst. In just a few moments, it sent down a massive torrent of water, like a waterfall crashing down the slopes — millions of gallons of water destroying buildings and sweeping away over 6,000 people (6,054 casualties).

The flood lasted barely 40 minutes, but the destruction was unimaginable.

Those who were trapped were washed away, and many others who fled in panic toward the forests died due to cold and lack of oxygen while running through the mountains.

Nearly 300,000 pilgrims were stranded across the three dhams — Kedarnath, Badrinath, and Gangotri. It became urgent to rescue them safely and return them to their home states.

The Government of Gujarat appointed me as team leader, forming a team of IAS and GAS officers, doctors, and nurses to rescue Gujarati pilgrims and bring them home safely.

The Chief Minister personally took interest in the operation and requested Dr. Pranav Pandya at Shantikunj, Haridwar, to arrange primary facilities for our team.

After that, everything moved fast.

We immediately set up helpline numbers, publicized them widely, and began gathering information about stranded Gujarati pilgrims. Working in coordination with the Army, Air Force, paramilitary forces, and the Uttarakhand administration, we started locating and rescuing them to safe zones.

The uniformed forces rescued over 100,000 pilgrims from the flood-affected areas.

At that time, Subhash Kumar, a calm and kind man, was the Chief Secretary of Uttarakhand. Because of his gentle nature and the small size of the state cadre, his subordinates didn’t always act promptly.

The next day, the Chief Minister of Gujarat spoke with me over the phone, took full details of the situation, and decided to visit Kedarnath personally.

Once he arrived, the administration became far more active. Seeing reports on television praising the Gujarat team, the Uttarakhand authorities began to take the visit more seriously.

When the Chief Minister landed at Dehradun Airport, I briefed him in detail before he gave a press statement. Observing my preparation and arrangements, he remarked,

“You managed to organize all this in just 24 hours?”

We then boarded a helicopter from Dehradun to Kedarnath.

On one side sat the Chief Minister and his Secretary, Arvind Sharma, facing each other; on the opposite side sat former Uttarakhand Chief Minister B.C. Khanduri and I.

Due to space constraints, Jagdish Thakkar from the information department couldn’t join, so I ended up holding the video camera.

Sitting diagonally opposite the Chief Minister, I could capture his image, but not the mountains or scenery behind him. However, as Arvind repeatedly requested, I kept the camera focused on the CM — and soon the entire video memory was filled with that footage.

Over the helicopter’s loud noise, I once asked the Chief Minister,

“Is flying in a helicopter somewhat like experiencing what birds feel?”

He smiled and replied,

“You get a better feeling in paragliding.”

Watching Arvind Sharma and the Chief Minister talk closely, I observed their coordination — they conversed like two brothers. Whenever the pilot mentioned a Hanuman temple below, Arvind would fold his hands reverently. He had clearly learned his leader’s ways.

Had our helicopter landed in Kedarnath, it would have stirred political criticism — questions about safety, or why the CM risked flying in such bad weather. So, using the excuse of “adverse weather conditions,” the authorities denied permission to land near the temple complex.

We instead landed at Sonprayag, where an irrigation department guesthouse had arranged lunch. After the meal, we reboarded the helicopter and flew back to Dehradun for a scheduled meeting with the Uttarakhand Chief Minister.

At the airport, O.P. Singh, the Chief Minister’s aide, was waiting with a change of clothes, but since the meeting time had arrived, we went straight to the venue. The CM attended the meeting wearing corduroy trousers and a full-sleeve T-shirt — probably the only formal meeting he ever attended dressed that casually.

The Uttarakhand Chief Minister Ashok Bahuguna appeared defensive and dismissive of our CM’s proposals. When our Chief Minister suggested that Gujarat bear the cost of rebuilding the Kedarnath temple campus with better facilities and safety measures, Bahuguna flatly refused.

After inspecting local relief camps, our Chief Minister returned to Gandhinagar.

Having personally witnessed the disaster’s aftermath, he empowered me to hire private planes and helicopters for relief work as needed.

We set up a temporary field hospital staffed by our medical team.

They provided basic treatment to survivors and arranged to send seriously injured or cardiac and respiratory patients to Ahmedabad by air.

We also organized procedures so that families could easily claim and identify the bodies of the deceased.

Although I had the authority to charter aircraft, I used it judiciously.

Once the Kedarnath rescue and relief operations were completed, our team returned to Gujarat. The people of Gujarat deeply appreciated the government’s efforts to care for their relatives during the calamity.

Later, I presented a detailed analysis of the disaster management operations before the State Cabinet, and my report received high praise.

Two incidents from that period highlight the Chief Minister’s popularity and fearless nature.

At Dehradun, before boarding the helicopter, photographers crowded to take his pictures in a small waiting room. Later that morning, at Circuit House, a prominent woman leader came to meet him and advised him to be more cautious about his safety.

He simply replied,

“The word fear does not exist in my dictionary.”

He proved that statement true — leading Gujarat fearlessly in the following years, and later, the entire nation.

Media Sensitivity

My tenure as Relief Commissioner deepened my understanding of how sensitive the administration must be toward the media.

In our control room, staff worked 24×7, so we kept the television on continuously — monitoring all news channels. Whenever there was news of a natural or man-made disaster, we immediately alerted the district administration to make the system responsive and ready to act.

If ever we missed something, the Chief Minister himself was alert and watching.

It became my daily habit — whether early morning or late at night — to check my phone messages and turn on TV-9 to listen to the headlines.

In fact, TV news often reached us faster than our own official reports, giving not only the first alert but also local insights that proved extremely useful.

An August Dawn

One early morning in August 2013, I woke up before dawn — it was still dark outside.

As usual, I switched on the TV and saw breaking news: due to heavy rainfall in Vadodara, two blocks of a Gujarat Housing Board colony had collapsed, causing loss of life.

Without delay, I called the District Collector and the Municipal Commissioner, waking them up and putting them to work on disaster management operations.

Since the Gujarat Housing Board was a government entity, the incident had direct administrative implications. So, I immediately called the Chief Minister’s residence to inform him.

To my surprise, the Chief Minister himself came on the line. He asked for details and said he would take a full report at 8 a.m..

But before that time, one of the state ministers had already reached the site and was inspecting the damage.

Such swift responsiveness — who else could deliver that but our system under his leadership?

Flood Relief 

That year, Gujarat received good rainfall.

During one of the flood situations, the Chief Minister was out of station.

Working in coordination with the district collectors, we ensured that people were safely evacuated, relief camps were set up, and no loss of life occurred.

In the review meeting held after his return, the Chief Minister appreciated our work but reprimanded the CEO of GSDMA for lapses.

Marriage Reception of Dhawal

Earlier that year, in February 2013, my younger son Dhaval’s wedding had taken place.

At the reception, Chief Minister Narendra Modi graced the occasion and added prestige to the event.

Former Chief Ministers Suresh Mehta and Shankersinh Vaghela, along with several ministers, were also present.

Relieved from the Relief Post

Later, since I was given the independent charge of the Panchayat, Rural Development, and Rural Housing Department, and had to focus on Garib Kalyan Melas, the government relieved me from the additional charge of Relief Commissioner in 2014.

My nearly three-year tenure as Relief Commissioner and Additional Chief Secretary (Disaster Management) gave me the opportunity to grow as a “one-man army.”

My friend Pankaj Kumar used to say that others should learn from me how to bring prestige to a so-called side post like Relief Commissioner.

He himself later applied the same approach brilliantly during COVID-19 as Revenue Secretary, which ultimately led him to the Chief Secretary’s chair.

7 October 2025

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The Exile in Cottage Industries (30)

30. The Exile in Cottage Industries

I took charge as the Commissioner of Cottage and Village Industries.

On March 31, 2005, the Chief Secretary of Gujarat changed. Shri Praveenbhai Laheri was succeeded by Shri Sudhir Mankad. The Chief Minister hosted a farewell and welcome dinner party at his residence. As usual, Vajubhai Vala added humor to the occasion. Comparing the black and white hair on one’s head with intelligence, he joked that since his own hair had turned completely white, his “stock of wisdom” was over, but since Laheri Saheb still had black hair, he should make use of his remaining stock!

The Chief Minister’s Reflections

During dinner, the Chief Minister moved around small groups, engaging in informal discussions and gathering opinions. When he came to our group, he shared insights from the lives of three great men that had deeply influenced him. I could sense how these reflections shaped his outlook and development.

He first cited Mahatma Gandhi as an example — explaining how Gandhi would carry his shoulder bag slanted instead of straight, wear a watch on his waist instead of his wrist, and use vertically strapped sandals instead of horizontal ones — making himself an odd man out and thereby attracting everyone’s attention.

The second example was of Bhagwan Rajneesh (Osho). The Chief Minister spoke of how Osho’s discourse videos always began with footage of a vast sky, free-flying birds, and a human figure running toward a new dream. This imagery, he said, inspired people to dream and connect with the message — a creative way to awaken curiosity. He admired how Osho started from a dream and expanded it into a larger vision. For him, every idea or event had to grow into something greater.

The third example was Sourav Ganguly, India’s first majorly successful cricket captain. At the start of every match, Ganguly would form a team circle to build unity and present his strategy, leading the team to victory. The Chief Minister particularly appreciated Ganguly’s legendary celebration at Lord’s in 2002, when after defeating England in the ODI, he took off his T-shirt and waved it in the air — a tit-for-tat reply to Andrew Flintoff’s earlier antics in India.

Thoughts on Education

At that time, Gujarat’s Kanya Kelavani (Girls’ Education) Enrollment Drive had gained momentum, and the Chief Minister was pleased with its success. When he mentioned it, I respectfully pointed out something he didn’t entirely like but was true — that enrollment was only the first step. The real challenge was reducing dropout rates in higher grades and improving quality of education.

Back then, many girls dropped out after Standard 7, and most boys did not study beyond Standard 10. Weak reading, writing, and arithmetic skills in primary education caused students to struggle in high school. Later, the Gujarat Government launched the Gunotsav program to address this — a sign that our Chief Minister never forgot what he heard once.

The Beggar’s Lesson

The Chief Minister often narrated a story about a beggar.

One day, a beggar didn’t receive alms and, as mealtime approached, was seen pretending to eat by holding out his left hand as if it were bread and using his right hand to scoop up imaginary food. A passerby asked what he was doing. The beggar explained that since he hadn’t received anything to eat, he imagined a piece of bread in one hand and salt in the other — at least pretending to enjoy a meal. The passerby then advised:

“If you’re imagining anyway, why imagine just salt? Why not imagine pickle or something tastier?”

The moral: never let your dreams be poor — imagination should never be limited by scarcity. Dreams, when nurtured boldly, often turn into great achievements.

The Bharuch “Chintan Shibir”

Later came the Bharuch Reflection Camp (Chintan Shibir), where the Chief Minister and ministers stayed with us throughout, participating in every session.

Three of his teachings stayed with me:

1. Do not fear mistakes if they happen in the course of public welfare work — he gave his word of protection.

2. Work sincerely wherever you are posted. Whether you’re happy or disappointed, perform your duty with commitment.

3. He personally met officers during the camp, allowing anyone with grievances to approach him directly, assuring that he would forgive once and help resolve the issue.

He also created small dining groups during meals to engage in one-on-one conversations.

One of our regional officers used this opportunity to seek his forgiveness. 

I invited him to my home for dinner; he accepted the invitation, but his busy schedule later made it impossible to fulfill.

Small from the Outside, Vast from Within

I now focused my mission on developing artisans’ skills and ensuring that their talents brought them fair financial returns — thereby improving their income and living standards.

My first priority was to streamline and strengthen our boards and corporations and build a unified, capable team.

I became the Chairman of six organizations:

1. Gujarat State Handloom & Handicrafts Development Corporation,

2. GRIMCO (Gujarat Rural Industries Marketing Corporation),

3. Gujarat State Khadi & Village Industries Board,

4. Rural Technology Institute (RTI),

5. Pottery and Terracotta Board, and

6. INDEX-C.

Chief Secretary Sudhir Mankad upgraded my designation to Commissioner-cum-Secretary, giving me an additional seat in the Secretariat. As a result, I was now simultaneously managing eight positions. To top it off, the Government of India appointed me as a member of the Central Silk Board, adding yet another responsibility.

With more posts came more responsibility — but instead of authority, what truly mattered was coordination and cooperation. Our aim was to achieve results through teamwork and to expand meaningful opportunities for self-employment. We launched a reform campaign to that effect.

Improving the Quality of Toolkits under the Manav Kalyan Yojana

At that time, under the Manav Kalyan Yojana, toolkits for about 35 small trades were distributed through GRIMCO. Since tenders were always awarded to the lowest bidder (L-1), the tools supplied were of very poor quality. Beneficiaries often couldn’t use them effectively, and even when they did, the tools would break within a few days.

We first increased the number of trades covered under the scheme from 35 to 113.

Next, I instructed officers to meet artisans and conduct market surveys to identify the standard tools actually used in each trade. Based on their findings, we compiled a list of standardized, branded tools. After that, GRIMCO handled the procurement accordingly.

We then raised the cost ceiling of toolkits, increased the budget, and expanded the number of beneficiaries. Later, when the government launched Garib Kalyan Melas (Public Welfare Fairs), our standardized and branded toolkits became a part of these public distribution events.

From that point onward, complaints about poor-quality toolkits completely stopped. Both the government’s reputation and the credibility of its administrative machinery improved.

GRIMCO became more transparent in its operations. The MDs — Kirit Dudhat and Manoj Kothari — did excellent work.

The once loss-making GRIMCO was successfully transformed into a profit-earning, dividend-paying corporation.

Training and Toolkit

Along with distributing toolkits, we turned our attention to training programs.

Under the Cottage Industries Department, some training units operated in a manner similar to ITIs (Industrial Training Institutes). However, their equipment was outdated, the syllabus was old, and the instructors were from an earlier era.

While the market evolved rapidly, these centers remained stuck in the past.

We therefore modernized the training centers, replaced old training tools, and trained the trainers to make them more skillful.

We then implemented the concept of “Train and Toolkit” — meaning that once a trainee completed their training, they would immediately receive the toolkit under the Manav Kalyan Yojana.

Our initiatives resonated widely, inspiring reforms in ITIs as well. This effort laid the foundation for the “Skill Gujarat Mission”, a state-wide skill development movement.

Welfare of Self-Employed Workers

We launched an ambitious plan for the upliftment of artisans and self-employed workers.

In every city of the state, at junctions where daily-wage artisans gathered each morning seeking work, we began a survey and registration drive.

We classified them as skilled and unskilled, and prepared a plan to train the unskilled so that they could become skilled workers.

We also proposed a system of ABC grading and certification for artisans, creating a “yellow pages” directory of their contact details. A rate chart would be standardized for different trades so that customers could directly contact skilled workers when needed.

To ensure their wellbeing, we planned to build small centers at these labour junctions, providing basic health care and restroom facilities.

A detailed project report and presentation were prepared and placed before the Committee of Secretaries.

We sought the Chief Minister’s time for its presentation. However, since it was Ujjwal’s wedding day, our Additional Chief Secretary, Mr. Rajagopalan, presented it.

Later, Mr. Rajagopalan became the Chief Secretary, and our project was transferred to the Director of Employment and Training.

Subsequently, under the Construction Workers’ Welfare Fund, schemes such lunch @ ₹10 and other welfare initiatives were launched.

However, the broader vision — including artisan certification, advanced training for the unskilled, Train and Toolkit integration, contact directories, rate charts, roadside health centers, and financial aid for business development — which we had conceived under the Self-Employed Promotion Centre (SEPC) model, was implemented only in parts.

A uniform, state-wide system for all these initiatives remained unrealized.

Problems of the Unorganized Sector

To understand the realities of the unorganized sector, Shri Rajagopalan and I once visited a chawl (tenement) in Shahpur.

There, we found a woman hard at work while her husband lay drunk on a cot. On inquiry, we learned that the family survived on a monthly income of about ₹5,000. The husband was an alcoholic, so the wife had to go out to work.

When we suggested being strict with him, she said that he would then cause chaos in the neighborhood — sometimes even threatening to pull the gas pipe and set fire to it. This, she said, had become a daily routine.

To avoid constant trouble, she gave her husband ₹20 a day as “husband maintenance allowance.” He would drink that much and stay quiet for the rest of the day.

In those chawls, the number of widows and their struggles for survival were alarming.

We decided to strengthen the unorganized sector. We created hawkers’ zones, issued identity cards to vendors, and formed committees to represent and address their issues. 

I also contributed to a Government of India working group, helping to frame the national policy draft for the unorganized sector.

Our Rural Technology Institute (RTI) began truly promoting rural technologies. We merged the Pottery Artisans Board with the Rural Technology Institute, making the organization stronger and more effective.

Bankable Schemes

The Vajpayee Bankable Scheme for self-employment was in operation. Applicants would fill out loan-assistance forms at district industries centers, which were verified and then sponsored to banks. The bank would provide the loan, and the government would grant a subsidy.

We increased the loan and subsidy limits, improved eligibility criteria, and strengthened coordination with banks.

We ensured our officers’ regular participation in BLCC (Block Level Coordination Committee), DLCC (District Level Coordination Committee), and SLBC (State Level Bankers’ Committee) meetings.

I personally attended every SLBC meeting to ensure that sponsored applications were approved and to reduce rejection rates caused by trivial issues. As a result, scheme outcomes improved significantly.

Then came the Jyotigram Scheme.

Electricity had long reached Gujarat’s villages, but domestic and agricultural power came from the same grid. So, when electricity was supplied for irrigation, households faced power cuts.

A report to separate the two grids had been prepared by the previous government, but implementation was stalled due to lack of funds. The Chief Minister allocated the necessary funds, and the Gujarat Electricity Board swiftly separated the residential and agricultural grids, providing 24×7 electricity to village homes.

This boosted self-employment and cottage industry opportunities in rural areas.

We then introduced the new “Jyotigram Bankable Scheme”, with enhanced loan and subsidy amounts. Later, the two schemes were merged.

The Government of India modeled its Prime Minister’s Bankable Scheme on the structure of our Jyotigram Scheme and sought my inputs in drafting it.

Eventually, the scheme was implemented successfully across the country through the State and Central Khadi and Village Industries Boards.

Handicrafts Clusters Development

For handicraft artisans, the quality of materials—cloth, threads, colors, etc.—makes all the difference. Whether the times are good or bad, the time invested in making a product remains the same, but if the materials are of poor quality, the artisans receive a lower price for their work.

We therefore focused on improving the quality of materials, design, and training.

We launched a Cluster Development Programme, establishing around 78 clusters. With the help of experts, artisans received skill training, design diversification, and improvements in the quality of fabrics and threads used in embroidery. Overall, the clusters began producing beautiful, market-ready products.

Turning GSHHC into a Profitable Enterprise

I was appointed Chairman of the Gujarat State Handloom & Handicrafts Corporation (GSHHC), with IFS officer Sudhir Chaturvedi as the Managing Director. The corporation had been running in losses for years.

We cleared years-old unsold stock by selling it at discounted prices, creating room in the showrooms for new collections.

We reduced the corporation’s markup, making products more affordable to customers, and thus boosted sales.

We assigned the corporation additional work related to training and cluster development, and for the first time in its history, the corporation made a profit.

We used the profits to provide Sixth Pay Commission benefits to all 180 employees retrospectively from their due date, including arrears payments.

Market Development

However, producing handicraft goods is not enough — without a market, artisans cannot sustain themselves.

At that time, the Handloom and Handicrafts Corporation purchased only a limited quantity of products for its own needs and sold them through about 12 showrooms in major cities.

The government had also set up INDEX-C for sales promotion, but it organized barely 10–11 fairs a year.

We increased the number of fairs dramatically — soon, there were over 100 exhibitions and sales fairs annually.

Seeing strong demand for artisan products, we expanded the number of stalls and introduced a rotation system to ensure that all artisans got equal opportunities to participate.

We also facilitated participation of Gujarat’s artisans in fairs organized by the Government of India, other ministries, and other states — both within India and abroad.

To further boost visibility, we created a website showcasing photographs, prices, and contact details of selected Gujarat artisans and their products.

This enabled direct connections between buyers and sellers, opening up online sales opportunities.

We also activated all boards and corporations under our department, involving them in product development, promotion, and marketing.

As a result, the quality of handicraft products improved, and sales increased significantly.

The large crowds at our fairs — and the customers waiting for the next one — were clear signs of success.

One artisan, Praveen Prajapati, began selling his innovative clay refrigerator, which became popular.

And a particularly heartwarming moment came when a Prajapati artisan from North Gujarat, Somabhai, told me:

“Sir, may good things happen for you — because through your fairs, I earned enough to marry off both my daughters.”

When Jamnaben, who sold clay vessels, tawas, and pots from Limkheda, started running out of stock after each fair, we knew our mission had succeeded.

During my earlier posting as a sub-divisional officer in Dahod, I had once eaten dal cooked in a clay vessel, and I wished that every Gujarati could taste that flavor — so that people could enjoy the food, and our artisans could enjoy a livelihood.

Haat Bazaar

At Vastrapur in Ahmedabad, a contract had been given to construct a Haat Bazaar (craft market). However, the contractor had abandoned the work, leaving the site in ruins — overrun by cattle and at risk of encroachment.

Previous officers had left the project midway.

We reviewed the tender conditions, issued a notice to the defaulting contractor, and completed the entire project by re-tendering at his cost and risk.

The result was a beautiful Haat Bazaar with an amphitheatre, gifted to the city as a new cultural and commercial hub.

Similarly, we built another Haat Bazaar on the Mundra Road in Bhuj, which was designed to allow artisans to sell their products in rotation.

It soon became a popular marketplace where domestic and international tourists could buy Kutch handicrafts directly from the artisans.

Gandhi’s Spinning Wheel at Mahatma Mandir

During the 2007 Vibrant Gujarat Summit held at Mahatma Mandir, a theme-based exhibition fair was organized alongside the summit.

We were responsible for decorating the cottage industries pavilion.

Its layout turned out beautifully, and above the entrance, we installed an electric spinning wheel (charkha) that rotated with a current, attracting every visitor’s attention.

When the Chief Minister arrived, he appreciated our exhibition.

He especially liked our earthen cup-and-saucer set, picked up one cup, and advised us to promote it widely to develop a larger market.

When he saw the rotating Gandhi charkha atop the tent, he loved the idea — which later inspired the design of the large spinning wheel now seen at Mahatma Mandir itself.

Dhordo Chintan Shibir

The 2007 Chintan Shibir (Introspection Camp) was held in Dhorado, Kutch.

It was from this camp that the idea of the Rann Utsav was born — now a world-famous festival.

The cultural programme presented at the camp, directed by Varun Maira, the Principal Secretary of the Youth Services and Cultural Department, was unforgettable.

He made the performance come alive by having real sheep walk across the stage, creating a vivid, lasting impression.

During that camp, on a cold winter morning, we went for a walk with the Chief Minister.

Seeing me, he told Minister Ramanbhai:

“This Parmar is made of a different clay — unlike other officers.”

That day, I stood beside him for a photograph, one I still cherish.

Chintan Shibir, Gandhinagar

The 2009 Chintan Shibir was held in Gandhinagar.

After the morning session ended, there was a lunch break.

Some officers walking out said to me:

“Parmar Saheb, why don’t you speak in these meetings? You have a treasure of development ideas.”

I smiled and said,

“In such assemblies, silence is a virtue — it has nine merits.”

The Chief Minister, who happened to be right behind us, overheard and responded:

“Only those who speak can sell their wares.”

He meant that if we speak, our ideas are heard — and if they are good, they get implemented.

I accepted his advice and replied,

“From now on, I will speak.”

After that, whenever I spoke in any meeting, he listened attentively to what I had to say.

The Failure of the Leicester (UK) Exhibition Fair

In our ongoing efforts to promote and sell the products of Gujarat’s artisans, there came a time when things went seriously wrong.

In Leicester, England, lived a man named Ashok Patel, among a large Gujarati community. Every year, he organized music events featuring popular Gujarati singers. That year (September 2009), someone suggested that to cover the expenses of the concert, he should also host a four-day “Village India – Experience Gujarat Festival in Leicester”, showcasing Gujarat’s handicrafts. A state minister was invited to inaugurate the event.

Our department was to send 25 artisans with their products, at a cost of around ₹25 lakh.

The government issued an order permitting 25 artisans (with goods), a minister (not from our department), a secretary, and the executive director of INDEX-C to travel for the exhibition.

However, the Minister for Cottage Industries took more than 15 days to finalize the list of artisans, leaving very little time to obtain passports and visas. Visa applications were filed, and we followed up continuously with the Deputy High Commissioner of the UK Embassy. Even Members of Parliament from the UK wrote letters of support, but the High Commission delayed approval.

Before the scheduled travel date, only one visa was issued.

Meanwhile, the container with the artisans’ goods had already been shipped to England.

We kept the artisans ready in Gandhinagar so they could fly out immediately once visas arrived.

To maintain the schedule, the minister and I flew to Leicester ahead of them.

When we reached Leicester, we found that the event was being held in a small hall for the music show, and outside, in the compound, a few stalls for the exhibition.

The visitors were merely 200–500 locals from the nearby Gujarati colony.

I realized we had been deceived.

I told Ashokbhai, “This doesn’t look like a festival, nor does it offer any business opportunity for our artisans. If our artisans fail to reach here, I won’t pay you a single rupee of exhibition rent for this illusion you’ve created.”

The inauguration ceremony disappointed me.

The audience was more interested in listening to the musical performances than to the minister’s speech, which had to be cut short, after which the concert began, featuring Hemant Chauhan, Parthiv Gohil, and Aishwarya Majmudar, among others.

During that time, I received a government call stating that Minister Anandiben Patel’s French visa had to be arranged urgently for her upcoming Paris visit.

I immediately downloaded the online form, prepared the application, obtained her signature, and went to the French Embassy in London to submit it.

However, the Embassy official refused, saying that visa applications must be filed from the applicant’s country of origin — India.

I then contacted the Indian High Commission in London seeking help, but they explained that French visa rules were strict — even for state ministers, exceptions could not be made.

They said, “You should have brought the visa from India itself.”

Our trip was only four days long, and if the minister’s diplomatic passport were held back at the embassy, it would have caused major complications for her return to India.

We explained the issue to her, and the Paris leg of the trip was cancelled.

Ashokbhai then arranged some local sightseeing in England for her instead.

Since there were hardly any visitors, the artisans who did attend could barely make any sales, and those who didn’t come had to have their packed goods returned to Ahmedabad.

The entire exhibition turned out to be a total failure.

My Transfer

A few days later, I met the Chief Minister.

The matter of the French visa came up.

He said, “A four-day trip — and you couldn’t get a visa from another country? Even a dog can get a visa, but a minister can’t?”

He couldn’t accept the rule that visa applications must be filed from the country of origin.

I never found out who played what game behind the scenes, but two months later, I was transferred — appointed as Secretary and Chairman of the Gujarat State Khadi and Village Industries Board.

That was one of the eight posts I had been holding concurrently — and with this transfer, I lost the other seven.

Khadi and Village Industries

The Gujarat State Khadi and Village Industries Office on Ashram Road, near Wadaj, stood close to the Gandhi Ashram — a seemingly noble and serene area. But right beside it lay a large urban slum, and at the entrance to our office, there was always a long queue of people waiting for public latrine tokens.

It was ironic — the stench of public toilets I had once tried to escape by becoming an IAS officer now confronted me again as a Secretary.

On the right footpath near the main gate stood the public lavatory, and on the left, a platform where people sold funeral shrouds (nonami). The spot in front of our office compound had practically become a resting place for the dead, with two or three bodies laid there every day.

But as the saying goes — “If you take the responsibility, face the pain.”

I personally inspected the office campus. Then, I opened a southern wall in the lobby, built new steps, and changed the main entrance to the building. I also opened the rear gate (facing the road) and made it the new main gate. There was an old fountain from the British era — I had it repaired and restarted. Our employee Natubhai was of great help in all this.

Two buildings on the campus were lying vacant. I rented one to the Government of India’s Weavers’ Service Centre, bringing their office there. In the second building, I started a training centre for women from nearby slums, teaching them self-employment skills.

The campus soon came alive with activity.

Who Serves Whom?

Later, I began to study the Khadi institutions — their Gandhian ideals, and their gradual deviation from them.

During a visit to a Khadi institution in Himatnagar, I appreciated the facilities they had built for patients suffering from leprosy and told the head of the institution how impressed I was. He replied,

“Sir, showing these patients helps us get good donations. So, actually, they serve us, not the other way around.”

His words struck me deeply.

The New Chairman

After about three months, in February 2010, a new political appointment was made: Vadibhai Patel became the Chairman of the Khadi Board, and I continued as Secretary.

My father, being a Khadi-wearing Gandhian, had instilled in me a love for Khadi and rural industries. So it didn’t take long for me to settle comfortably into the new arrangement.

Our coordination with the Khadi and Village Industries Commission (KVIC), Government of India, headquartered in Mumbai, increased. The Chairperson, Kumudben Joshi, former Governor of Andhra Pradesh and native of Gujarat’s Gandevi, was very supportive.

We worked on bankable schemes and participated in policy meetings for fixing wages and mark-ups for Khadi products.

Traditionally, the heads of Khadi institutions came from upper castes, while most artisans were from lower communities — a legacy of Gandhian times.

The leaders were eager to increase mark-ups but hesitant to raise wages.

Yet, if the prices of Khadi products rose, there was the risk of falling sales.

Through a Cluster Development Approach, we focused on improving product quality — fabric, color, stitching, and fitting. We organized fairs and exhibitions alongside Khadi shops to increase sales.

“The cloth I wear carries the touch of a poor Khadi artisan’s hands.”

Until that sentiment awakens in every heart, Swadeshi cannot truly thrive.

The Chief Minister also promoted Khadi with the slogan:

“Khadi for Nation, Khadi for Fashion.”

The Satisfaction of Karma Yoga

My four-and-a-half years as Secretary and Commissioner of Cottage Industries were fruitful.

Serving artisans, helping them develop their skills, expand markets, and improve incomes — it gave me deep satisfaction, a true sense of karmayoga.

I also got opportunities to travel abroad — to Australia (with Singapore and Malaysia), the USA, Brazil, and the UK.

Within India, I served as an election observer in Madhya Pradesh, Maharashtra, Bihar, and Kerala.

I also worked as In-Charge Secretary for Valsad District and In-Charge Secretary for Rapar, one of the developing talukas.

In 2008, my elder son Ujjwal got married. The Governor of Gujarat, Naval Kishor Sharma, attended the reception, along with several ministers. The CM had scheduled programme in Mumbai that day. 

In 2009, my granddaughter Kavya was born — I became a grandfather.

Ujjwal got a job as a bank officer, while my younger son Dhawal completed his M.Tech from IIT Bombay and secured a well-paying job.

At Khadi, I found new colleagues and friends. I worked closely with the Khadi and Village Industries Commission (KVIC).

Chairperson Kumudben Joshi became a mentor figure; she even wanted to take me to KVIC, Government of India.

I developed a close friendship with A.D. Chaudhary, the Director of KVIC Gujarat, who helped me greatly in personal matters.

That phase also led me toward a deeper spiritual journey.

A Word from the Chairman

Our Chairman, Vadibhai Patel, was a noble and gentle man.

With his addition, my already low workload reduced even more, but I ensured he received all the facilities due to him.

He was a straightforward person — spoke freely, without pretension.

He once told me a story that touched me.

He said,

“Parmar Saheb, in 2001, when we went to Delhi as part of the delegation that sought to replace the Keshubhai Patel government, we returned from Delhi Airport to Ahmedabad without joy on our faces. Everyone felt as if we had done something wrong with our own hands.”

Those words stayed with me.

But destiny holds its secrets.

A new chapter had already begun — one that would build the Gujarat brand, and take the influence of one Gujarati from the national stage to the international arena.

A New Turn

The daily commute between Gandhinagar and Ahmedabad for Khadi work had begun to tire me.

I went to the GAD (General Administration Department) and said,

“I’m feeling despair without new challenges — please assign me some additional responsibility.”

They did.

I was given additional charge as the State Relief Commissioner, and once again, life presented me with a fresh opportunity to step back into the field.

6 October 2025

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