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:
Do not fear mistakes if they happen in the course of public welfare work — he gave his word of protection.
Work sincerely wherever you are posted. Whether you’re happy or disappointed, perform your duty with commitment.
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:
Gujarat State Handloom & Handicrafts Development Corporation,
GRIMCO (Gujarat Rural Industries Marketing Corporation),
Gujarat State Khadi & Village Industries Board,
Rural Technology Institute (RTI),
Pottery and Terracotta Board, and
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:
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:
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:
I smiled and said,
The Chief Minister, who happened to be right behind us, overheard and responded:
He meant that if we speak, our ideas are heard — and if they are good, they get implemented.
I accepted his advice and replied,
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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