PARTICIPATION GRAM SABHA AND GRAM PANCHAYAT DEVELOPMENT PLANNING FOR SUSTAINABLE DEVELOPMENT: FIELD EXPERIENCES FROM HARYANA By Dr.Rajesh Kumar Sinha

ABSTRACT

Decentralised participatory planning at Gram Panchayat level is the first step towards sustainable rural development. Any interventions in the direction of rural development must be based on felt local needs and inclusive. Ensuring effective participation in the planning process helps identify needs and make developmental programmes/ projects inclusive and responsive. Gram Sabha is the institution to promote public participation in rural local governance. Article 243G of the Indian Constitution mandates preparation of plans for economic development and social justice by Panchayats.

Fourteenth Finance Commission (FFC) has awarded a substantial grant of Rs.200292.20 crore exclusively for the Gram Panchayats to be devolved over a period of five years starting from FY 2015-16. The guidelines issued by Ministry of Finance for the release and utilisation of the local bodies grant stipulate that proper plans are to be prepared by the GramPanchayats. In this context, an action research project in five Gram Panchayats in Gharaunda Block in Karnal district of Haryana to facilitate people’s participation in the Gram Panchayat Development Planning and also in the meetings of Gram Sabha was undertaken in the year 2016-2017.

Action research included baseline survey, collaborating with administration and civil society, capacity building of electedrepresentatives and functionaries, Gram Sabha Mobilisation etc.Key words-PRIs,Rural Development,Inadequate devolution,Management, Utilization.Commission

Introduction:

Most democracies of the world today are facing a severe challenge of democratic deficit. Faith in representative democracy is continuously eroding. There is an increasing demand for participatory democracy. People want to participate in the decisions affecting their lives.Participation is also one of the most important components of good governance. Other components such as transparency, accountability, rule of law is also linked closely with the participation. If people participate in the public affairs, it is natural that they will be able have better access to information and will seek answers from public authorities for their actions and non-actions. Hence, participation has the potential to not only deepen democracy but to strengthen good governance.

It also inculcates citizenship among the people. They start realising their rights and duties as citizens. Democracy without participation is like a temple without prayers and mosque without azaan.Ancient India had various institutions encouraging citizen’sparticipation.In Vedic era (15thto 5thCentury BC), there were institutions for people’s participation in local governance. Reference of Ganas and Sangha inMahabharat(ancient Indian epic written between 8thand 4thCentury BC) confirms existence of village republics. During Mauryan Period (322 BC to 185 BC) villages were the smallest unit of administration. Village elders formed Gram Sabha which was headed by Gramik. In Chola Empire (300 BC-AD 1279), General Assembly was known as “ Ur’’ which looked after the affairs of villages and managed by an executive committee elected for three years.

During medieval India, local self-governance received a setback as authority got centralised in the hands of Ruling Kings. At the time of British Rule too Indian administration was highly centralised. Although there were local governments, but they were creation of central government on British and continental patterns and ignored indigenous institutions.Panchayats has been an integral part of Indian culture. For resolution of local disputes, panchayats have been sitting for ages. In the literature such as ‘PanchParmeshwar’ written by a very famous Hindi novelist MunshiPremchand, dispute resolution by Panchayats have have been depicted vividly.However post-independence, Panchayati Raj Institutions (PRIs) in general and Gram Sabha in particular, brought into the Indian Constitution through 73rdConstitutional Amendment Act (73rdCAA), have provided rural population potent platforms to participate inlocal governance. Subsequently, for Fifth Schedule areas (notified tribalareas in 10 States viz. Andhra Pradesh, Chhattisgarh, Gujarat, Himachal Pradesh,Jharkhand, Madhya Pradesh, Maharashtra, Odisha, Rajasthan, Telangana), the Provisions of Panchayats (Extension to the Scheduled Areas) Act, 1996 was enacted which empowers Gram Sabha to preserve traditional practices, manage natural resources and exercise control over developmental plans and functionaries.Panchayats are at district, intermediate (usuallyblock/Tehsil/ Taluka) and village level and Gram Sabha consists of all registered voters residing in the village.

Gram Panchayats or village level Panchayats (nomenclature of Panchayats varies across States)are the smallest unit of Government in rural area and the closest and most visible one. Gram Sabha is the only institution in Indian governance system where people can directly participate and not through their representatives. It is only institution of direct democracy in India.And approximately 68% ofpopulation in India still live in rural areas. Hence, if we have to ensure participation in governance in India, we mustpromote participation in Gram Sabha. Number of meetings, quorum requirementsand powers of Gram Sabha are prescribed by State PanchayatiRaj Acts and Rules. For example, in Haryana, three general meetings of Gram Sabha in a year has been prescribed. Dates of these general meetings are fixed by Block Development and Panchayat Officer (BDPO). In addition, any number of extra-ordinary meetings can be organised. Extra-ordinary meetings are convened by Sarpanch (Chairperson of Gram Panchayat). Gram Sabha in Haryana is empowered to, inter-alia, scrutinise income and expenditure of Gram Panchayat (GP), scrutiny of all works undertaken by GP and byline departments, site selection for works, and consideration of audit report and replies. In addition, several Central and State schemes also assign roles to Gram Sabha such as beneficiary selection, selection of frontline workers, monitoring and social audit.

Initial enthusiasm in rural population to participate in Gram Sabha, witnessed immediately after 73rdCAA came into force on 24thApril 1993, died down in most parts of the country due to non-implementation of resolutions passed in Gram Sabha, inadequate untied financial resources with Gram Panchayats and bureaucratic resistance. In some parts, gender inequality, caste hierarchy and elite capture also created hurdles for people’s participation in general and participation of women and marginalised sections. In Fifth Schedule areas, lack of awareness among people about powers and functions of Gram Sabha has also proved to be a dampener. However, in States like Kerala where a substantial financial resource (approx. 40% of State budget) have been devolved to Panchayats and Gram Panchayats are able to plan and implement projects addressing local needs, people continue to participate. In a few other States such as West Bengal, Sikkim and Maharashtra too Gram Sabha are functioning relatively better than other States.Government of India and various State Governments have been making efforts for regular conduct of the meetings of Gram Sabha and to enhance participation in these meetings.

Year 2009 was celebrated by Government of India as the Year of Gram Sabha. Central Government issued several advisories to strengthen the institution of Gram Sabha. Through schemes such as, Mahatma Gandhi Rural Employment Guarantee Act, Backward Region Grants Fund (BRGF), Rashtriya Gram Swaraj Yojana (RGSY), Panchayat MahilaEvamYuvaSashaktikaranAbhiyan (PMEYSA) and Rajiv Gandhi Panchayat SashaktikaranAbhiyan (RGPSA) also Government of India has promoted participation in rural local governance.

For utilisation of BRGF grants, it was mandatory to prepare bottom-up Comprehensive District Plans (CDP) starting from Gram Panchayats.Gram Sabha has also been assigned important role in planning and implementation of centrally sponsored schemes.For example, it is Gram Sabha which identifies and prioritises works to be taken up underMGNREGA and higher level authorities cannot unilaterally change the priorities assigned by the Gram Sabha. Social audit of MGNREGA is to be conducted by Gram Sabha twice in a year.Accredited Social Health Activist (ASHA),a village level health worker under NRHM is selected with approval of Gram Sabha.

National Social Assistant Programme provides for annual verification by Gram Sabha.In the year 2015, Fourteenth Finance Commission (set up under Art. 280 on Indian Constitution) recommended to grant Rs.200292 Cr. to Gram Panchayts in five years starting FY 2015-16. This grant is to be used for provision of basic services such as water supply, sanitation, storm water drainage, maintenance of roads and footpaths, streetlight etc. Ministry of Finance, Government of India in its guidelines for utilisation of this grant has suggested all Gram Panchayats to prepare plans. Using this opportunity, the Ministry of Panchayati Raj, Government of India has suggested all states to issue guidelines for preparation of Gram Panchayat Development Plan (GPDP) in participatory manner.

Twenty-SixStates have already issued such guidelines. Gram Panchayats in Haryana will receive a grant of Rs. 3883 Cr. in next five years. Government of Haryana has also issued guidelines for preparation of GPDP. Haryana State guidelines provides for special Gram Sabha meetings to be held for participatory planning. All the sectoral plans and projects would be discussed in the presence of Gram Sabha members maintaining minimum quorum of 1/10th of total members. In one of the specialGram Sabha, wish list would be appraised and prioritization is done for projectisation.Again, special Gram Sabha will be held to accord the final approval to the plan andprojects based on priority, criticality and vulnerability.The plan approved by Gram Sabha shall not be altered or deferred or dropped ordeviated.

Although Gross State Domestic Product (GSDP) and per capita income of Haryana is considerably good, the State is quite poor on indicators of social justice and gender inequality. Haryana is 6thamong 33 States in per capita GSDP.It has 6thhighest per capita income (approx. Rs.1.5 lakh in 2014-15) and is only after Goa, Delhi, Sikkim, Chandigarh, and Pondicherry. However, the growth is plagued by wide variations across the region/districts.

Sex ratio, an important indicator of women empowerment, in Haryana is much lower (903) than the national average (944) in the beginning of 2016.Caste based discriminations are also rampant in Haryana. As per National Crime Records Bureau data of 2014, violence against Schedule Caste saw 20% increase between 2000 and 2014.Due to deeply entrenched caste system, feudal and patriarchal mind-set, Panchayati Raj Institutions in Haryana are weak. Meetings of Gram Sabha are irregular and poorly attended. Notices of meetings of Gram Sabha are not served in time and women and marginalised sections of society either do not attend Gram Sabha meetings or remainon the periphery.

The Action Research ProjectSensing the GPDP as an opportunity to activate Gram Sabha and enhance participation in rural local governance in Haryana, ADIG-Association for Democratic and Inclusive Governane (a registered society workingtowards promotion of good governance) has initiated a pilot project in five Gram Panchayats in Gharaunda Block of Karnal District in Haryana. These Gram Panchayats are Sadarpur, Peer Badoli, Balheda, Devipur and Kairwali.Gharaunda is the most backward block in the Karnal district and ranks at the bottom in almost all development parameters. This Block has the maximum Scheduled Caste population who still remain excluded in the local governance decision-making.Male female ratio is quite adverse. Child sex-ratio is also adverse and rural female illiteracy is quite high.Literacy among SC population in Gharaunda Block is quite low. ADIG collaborated with another organisation Arpana Research and Charities Trust (ARCT) which is working in Karnal district for over a decade and has promoted 850 women’s Self-HelpGroups (SHGs) and some SHGs of physically challenged people in more than 100 villages in the district.

The project aimed at making the process of GPDP inclusive and enhancing participation in the Gram Sabha by mobilising SHGs. Key activities undertaken included were following:(i)Capacity building of Staff and SHG leaders:All staff of ARCT and ADIG and key SHG leaders were oriented on Panchayati Raj System in Haryana and how to engage with Gram Panchayatsin their areas of operation.Governance Structure in India, evolution of Panchayati Raj in India, 73rdAmendment Act, Haryana Panchayati Raj Act were some of the topics covered during the orientation. Participants were also shown video films of model Gram Panchayats and Gram Sabha.

(ii)Selection of GPs for Project:Selection of GPs was based on four criteria (a) presence of ARCT in the GP in terms of active SHGs (ii) Willingness of community

(iii) willingness of elected representatives

(iv)Relative backwardnessof the GP.Based on these criteria five GPs were selected for the pilot project.(iii)Pre-elections Voters Awareness Campaign:In all the selected Gram PanchayatsPre-elections Voters Awareness Campaigns (PEVAC) were conducted during Panchayat elections held in January 2016. Voters were motivated to participate in the elections and choose the most suitable candidate. They were also motivated to take written promises from the candidates that they would organize meetings of Gram Sabha with participation of women and marginalized sections after winning elections. Women SHG members were also encouraged to raise issues of women such as violence against women, child-sex ratio etc. before the candidates.(iv)Orientation of elected representatives on Panchayati Raj:Immediately after completion of Panchayat elections, an orientation of elected representatives of selected Gram Panchayats was organized. They were oriented onPanchayati Raj System in Haryana, Gram Sabha and roles & responsibilities of Sarpanch and Panchs. These elected representatives were also motivated to live up to the people’s expectations.

(v)Baseline Survey of Gram Panchayats:A baseline survey of selected Gram Panchayats was conducted to understand current development status and functioning of Gram Sabha. In addition, secondary information was also gathered.

(vi)Rapport building with District and Block administration:Additional Deputy Commissioner (ADC), District Development and Panchayat Officer (DDPO) of Karnal and Block Development and Panchayat Officer (BDPO)of Gharaunda were apprised of the Pilot Project and shared findings of baseline survey of selected GPs.A writtenletter seeking cooperation of District and Block administration to the project was also submitted. In addition, letter with a copy of the project concept note was written to the Director and Principal Secretary in-charge of the Department of Panchayati Raj, Government of Haryana.

(vii)Training on Gram Panchayat Development Plan (GPDP):Two-day training of elected representatives and Secretaries of selected GPs on the objective, structure and processes of GPDP was organized. Participants were given hands on training on process of Participatory Rural Appraisal, preparing draft plan and conducting Gram Sabha meeting for GPDP. They were also sensitized on the development status of Gharaunda block and selected GPs. Representatives of Block administration also attended the programme and clarified technical and administrative queries of participants.

(viii)Partnering with local media to create awareness:ADIG shared its activities with local media and invited them to GP level activities. Five local newspapers covered GP level activities. Local news reports helped create awareness among villagers and helped build rapport with local administration.

(ix)Support to GP in Gram SabhaMobilisation: Dates of Gram Sabha were obtained from the BDPO and disseminated among Sarpanchs (Chairpersons) of selected GPs. Sarpanches were also requested to inform Gram Sabha members through public announcements and Panchs (Ward Members).

(x)Gram Sabha Mobilisation:In addition to official announcements by the GP, ADIG and Arpana conducted a Gram Sabha Mobilisation drive with the help of Self Help Groups. They identified issues to be raised in the meeting of the Gram Sabha and submitted theirquestions and suggestions in writing to Sarpanch seven days before the Gram Sabha meeting. Street plays, and small talks were also used for mobilizing Gram Sabha.

(xi)Support to GP in conduct of Gram Sabha:Volunteers of ADIG and Arpana helped Sarpanch and Secretary to conduct Gram Sabha in orderly manner. Gram Sabha members were also oriented on the GPDP and its processes. They were also motivated to participate in the GPDP process. During the Gram Sabha, PRA exercise using tools such as resource mapping, social mapping and focused group discussions was also conducted.

(xii)Support to GP in organizing Ward Sabha:As part of GPDP process, needs of wards were to be identified in the Ward Sabha or ward level meeting. Although,Haryana Panchayati Raj Act does not provide for Ward Sabha, the GPDP guidelines suggests organizing Ward Sabha for need identification and prioritization to be addressed in the GPDP.

(xiii)Sharing progress with District and Block administration:District andBlock administration was kept abreast of the development of the project from time to time including challenges faced. Their suggestions were also obtained.Later Gram Panchayat called its meeting to discuss prioritized needs of Ward Sabhaand suggested projects. After discussion, a draft plan was prepared with list of various projects. These projects were sent for technical and administrative approval. After the approvals final GPDP were presented before the Gram Sabha for final approval. These approved plans were sent to Block level for the release of funds from respective line departments. Implementation of GPDP is in various stages in these GPs.Immediate impactIn last one year, the pilot Project could achieve some immediate results.

Important among them are as follows:(i)There is enhanced recognition and acceptance of the importance and role of Gram Sabha among elected representatives and officials of Gram Panchayats in the project area. (ii)Elected representatives are less skeptical of people participating in the Gram Sabha and asking questions. They feel more confident.

(iii)Elected representatives are better aware of the process of preparation of GPDP and appreciate the need of people’s participation in preparation of GPDP.

(iv)Self-Help Groups arebetter aware of the structure and functions of Gram Panchayats, powers and functions of Gram Sabha and processes of GPDP. Members of Self Help Groups are better equipped to engage with Panchayats. They are able to formulate questions to be asked in the meetings of Gram Sabha.

(v)Some needs/issues of people got resolved immediately. For example people of PeerBadoli GP have to walk for four kilometers for last rites of their dead ones because that GP do not have a ‘’Shamshaan Bhumi’’ or crematorium of their own. The problem was serious as the GP has got relocated ten years back due to flooding of Yamuna River and do not have a public land of its own. Nearby SadarpurGPhasagreed to give a piece of land to the Peer BadoliGPfor this purpose.

(vi)Sadarpur and Peer Badoli GPs do not have High Schools. Girl students have been facing lot of difficulties in continuing their education after completing primary education. Primary School for Peer Badoli Gram Panchayat have already been upgraded to a High School and that of Sadarpur is in process.

(vii)Most lanes/ streets of these Gram Panchayats were dirty because people were keeping animals on the street itself. In the Gram Sabha, it was resolved to discontinue with the practice. Although it is still being practiced, there is slight improvement in the situation.

(viii)In some of the Gram Panchayats additional cleaning staff have been hired using Gram Panchayats own resources. This is helping improve sanitary conditions in villages of these GPs.

(ix)There is approximately 10% increase in the overall attendance and about 25% increase in attendance of women in meetings of Gram Sabha in the selected GPs.

Key Learnings

From the activities and immediate impact of the project, following learnings emerged:

(i)Collaboration with State, District and Block administration helps conduct activities and achieve results. In this project, BDPO himself attended the first Gram Sabha and oriented Gram Sabha members on GPDP. He also noted down issues and concerns of villagers and instructed concerned officials to take appropriate action.BDPO also instructed Secretaries of selected GPs and technical staff to attend the training programme on GPDP organized by ADIG. This created a goodwill among cutting edge functionaries. District administration had also sent one of its staff to attend Gram Sabha on GPDP.

(ii)Capacity Building of ERs and functionaries was also an enabling factor. Initial orientation of ERs on Panchayati Raj and detailed training of ERs and functionaries on GPDP notonly created a good understanding of processes of GPDP and need to make it participatory, but also helped generate goodwill about the project.

(iii)Prior activities of economic empowerment of women through creation and capacity building of women SHGs and SHGs of physically challenged people had already created a social capital in these selected GPs. It helped in community mobilization for GPDP and for activating Gram Sabha.

(iv)Due to past experiences, people in general and SHG members were initially quite negativeabout GP and Sarpanch. They were cynical about participating in Gram Sabha.

(v)Although several clarifications were issued during the training, Sarpanches (Chairpersons) of selected GPs had expectations of some financial support from ADIG and Arpana. At some point this led to disappointments and demotivation among them.

(vi)Collecting data for baseline survey and situation analysis for GPDP was quite difficult. Many data were not available. Some data were not available ward/GP wise. Many a times geographical areas served by various institutions are not co-terminus with geographical areas of wards or GPs.

(vii)All the GPs selected for the project do not have offices of their own. Records are kept in the houses of Sarpanchs and some records are also with Secretaries. This proved to be hurdle in promoting participation as many people hesitated visiting Sarpanch’s house and would have felt more comfortable had there been a public office.

(viii)GP Secretaries have charge of more than one GP. This coupled with lack of office building, gives them an excuse for not visiting the GP regularly. It has proved a stumbling block in functioning of GP and Gram Sabha and affected preparation of GPDP negatively.

(ix)Participation of women from poor households of Hindu community was higher after mobilisation in comparison with dominant caste and Muslim families. In dominant caste such as Jats and Rajputsand in Muslim community patriarchy seemed stronger.

(x)Despite orientation and training, some women elected representatives found it difficult to get out of patriarchal control in their families and did not participate fully in the GPDP process or in the Gram Sabha mobilization.

Conclusion

Participation is one of the most important dimensions of good governance and has positive correlations with other dimensions such as transparency and accountability. Enabling legal framework, although necessary, alone does not ensure people’s participation in rural local governance. It needs to be facilitated and triggered with conscious and planned activities.Entry points for facilitating participation can be anyone of the development cycle: planning, implementation, monitoring and evaluation of development programmes. Existing forums such as Gram Sabha and programmes such as MGNREGA, GPDP for utilisation of Fourteenth Finance Commission could be used as opportunity to facilitate and trigger participation. To enhance participation of poor and women in rural local governance, mobilising women Self-Help Groups to engage with Gram Panchayats and Gram Sabha could be an effective strategy. A multi-stakeholders collaborationinvolving community-based organisations (SHG federations, Nehru YuvaKendras, sports club, water user groups etc.), Civil Society Organisations (NGOs, media, academics), Panchayats and administration is more likely to be effective in ensuring participation.

Dr.Rajesh Kumar Sinha, Asst. Professor,

Nationa lInstitute of Rural Development & Panchyat Raj, Hyderabad

Article courtesy: http://cgsird.gov.in/journal/images/pdf/Paper51.pdf

MANAGEMENT LESSONS FROM INDIAN HISTORY: RAMAYANA

Management and Leadership Lessons from Valmiki Ramayan:

As we all know, via newspaper articles and announcements, that Management and Leadership lessons from the Ramayana and Mahabharata are taught and discussed in renowned international and National Academic Institutions like Harvard University, JNU, University of Copenhagen,NYU Tisch School of Arts, MIT Natya, Thai Students at MIT & Sanggar Kinanthi Indonesian Art/Culture Center, Oxford Centre for Hindu Studies, etc.

It is well understood that these were the foundations as well as principles on which Ram-Raj was established and flourished under King Rama in Ayodhya which is considered to be the best governance model of all times.

It talks about respecting Management as well how to take decisions as well personal and professional life routines and ethics.

Therefore today we take a detailed look at those important Management and Leadership lessons which Lord Rama imparted to his brother Bharata who was to be King of Ayodhya in Lord Rama’s absence.

 

Source: VALMIKI RAMAYAN (Source:ValmikiRamayan.net)

AYODHYA KAAND

Sarga/Chapter 100

 

1. "O, my darling brother! I hope that you treat with due respect; Sudhanva, your teacher in archery, who is furnished with the most excellent arrows and darts and well-versed in political economy."

# Explanation: Always respect and honour the one who teaches you or from whom one learns the various arts of governance.

 

2. "I hope that ministers who are valiant like you, learned, masters of their senses of noble birth and skilled interpreting internal sentiments by external gesture, are assigned to you."

#Explanation: Only skill based, knowledge based, background checked and aptitude based Ministers are to be chosen by the King just like is practiced today in appointing Ministers and other diplomats in Government as well as followed in private sector as well as public sector employment procedures by Human Resource departments.

 

3. "The source of victory for kings indeed comes from a concealed counsel by ministers, who are well-versed in political sciences and who can hide their thoughts within themselves."

# Explanation: The decisions taken between PM or CM and Ministers/Company head and management executives need to be kept between the governance structure and not leaked out to outsiders else it could reach wrong hands that can derail the plan. The same is practiced today in Government decisions as well as private sector.

4. "I hope you do not fall  prey to excess of sleep and do wake up at appropriate time. I hope you contemplate during the later half of the night, about the adroitness of an action."

#Explanation: As it is scientifically proven that excess sleep or less sleep both interfere with brain functioning and decision making and hence sleep on time and wake up on time as well as reflect over one’s actions during the later half of night after completing one’s sleep.

 

5. "I hope that you do not deliberate alone nor indeed with numerous men. I hope your decision arrived at by you through such deliberation does not flow to the public (even before it is carried out)".

# Explanation: Decisions should not be taken alone by the Leader and neither amongst to many people which will lead to confusion. It should be taken amongst just those officials/ministers who are concerned with that subject matter. Decision taken needs to be kept within those people only until it is carried out to cut out unnecessary delays due to internal politics and bureaucratic bottlenecks.

 

6. "O, Bharata! I hope considering your interest fully, you launch an undertaking, which has maximum benefit with minimum coast and indeed do not delay it further."

# Explanation: The King should look into the interests of the people and administration and launch an undertaking (PSU in today’s times) which would involve minimum cost and maximum benefit with no further delay once decided and strategized. Same goes for a Company’s top management to take care of employee interests as well as customers’.

 

7. "I hope the other kings know your entire undertakings only after they have been successfully completed as well as those which have taken a shape, but not your proposed undertakings."

#Explanation: Decisions taken and implementation should not leak out of your kingdom before it begins to function being fully set up, so that it is delayed by wrong people/jealous Kings getting to know of it and stopping its progress by their evil plans so that their corruption/laziness or not serving of people is not exposed and their people would start comparing their rule with yours. Same applies in the private sector management as well.

 

8. "My darling brother! I hope that others are not knowing, by their enquiries or strategies or by any other approaches not mentioned, the details of discussions you make with your ministers."

# Explanation: Self explanatory

 

9. "I hope you solicit for one wise man rather than for a thousand stupids for, a wise man can be of a great help to you in difficult matters."

# Explanation: Do not waste time with useless people on difficult matters. Rather choose/seek out a wise man to help you with it.

 

10. "Even if a king employs thousands or tens of thousands of fools, they will not be helpful to him."

# Explanation: Do not employ people on basis of flattery or sycophants. Only employ for positions required and fill it with deserving people based on merit. Same is followed even today in public and private sector management.

 

11. "Even one wise, valiant sagacious and efficient minister alone can cause to secure a great prosperity to the king or to one who enjoys royal authority."

#Explanation: Self explanatory

 

12. "I hope that superior servants are assigned superior works only, mediocre servants in mediocre works and inferior servants in inferior works."

# Explanation: Right person for the right job according to their skill and specialisation and experience. Hierarchy is to be maintained. Same has been explained in Public Adminiistration theories of Fayol, F.W Taylor, etc.

 

13. "O, Bharata! I hope your ministers do not watch as mere witnesses, while your subjects in the kingdom wielding tremble with great fear, under your inflexible wielding of the scepter."

# Explained: A King should not have an adverse relation with his Ministers or staff or keep them so afraid that they never utter a single word even if King is wrong. This ultimately leads to destruction of the whole social system and Kingdom as Ministers/bureaucrats/employees subordinate are only viewed as implementers and not part of decision making process. This is called the Functional Model relationship between Bureaucracy and Ministers in Administration in today’s times.

14. "I hope those who perform the sacrifice do not hold you in contempt, as one who accepts terrible gifts; as one who is fallen, as women hold in contempt of those highly lustful men."

# Explained: A King has to always maintain and display an unimpeachable character both in public as well as personal life.

15. "I hope those warriors, who are excellent strong, skilled in war-face, whose excellent actions were seen before and the most courageous ones are duly honoured and respected by you."

# Explanation: It is self explanatory

16. "I hope you are regularly giving your army, the daily provisions and the suitable salary to them, without any delay."

# Explained: As reiterated in Henry Fayol’s fourteen principles of management as well as Herzberg’s two factor theory, appropriate and timely salary is huge factor in motivating employees.

17. "When there is delay in giving bread and wages, the servants become incensed against their master and become corrupt; and that is said to be a great unfortunate occurrence."

# Explanation: Same as mentioned above.

 

18. "I hope that a knowledgeable man, living in your own country, a wise man a skilled person endowed with presence of mind and the one who knows how to speak to the point, is selected as an ambassador by you."

# Explanation: The same principle is applied even today when an Ambassador is appointed.

 

19. "Do you get to know throught three spies, each unacquainted with each other, about the eighteen* functionaries of the enemies and the fifteen functionaries of your own side?"

*They are: 1)the chief minister; 2) the king's family priest; 3)the crown prince; 4)the leader of the army; 5) the chief warder; 6) the chamberlain (antaHpuraaH adhyaksha); 7)the superintendent of gails (kaaraagaara adhyaksha); 8) the chancellor of the exchequer; 9)the herald; 10)the government advocate; 11) the judge; 12)the assessor; 13) the officer disbursing salaries to army men; 14) the officer drawing money from the state exchequer to disburse the workmen's wages; 15) the superintended of public works; 16) the protector of the borders of a kingdom, who also performed the duties of a forester; 17) the magistrate; 18) the officer entrusted with conservation of waters; hills, forests and tracts difficult of access.: The fifteen functionaries of one's own side are the last fifteen of this very list, omitting the first three; viz; the chief ministers, the family priest and the crown prince.

# Explanation: This is what is done even today by many countries employing Secret Intelligence Services.

 

20. "O, slayer of your Foes! I hope you do not forever think lightly of your foes, who are weak and having been expelled, return again."

# Explanation: Never take competition or animosity lightly and become complacent in your work.

 

21. "Are you cherishing all those who live by agriculture and cattle-rearing, O, dear borhter! The people living on agriculture and cattle-rearing indeed prosper well."

#Explanation: Agriculture and Farmers need to be taken care of as a priority.

 

22. "I hope their maintenance is being looked after by you, in providing what they need and eschewing what they fear. All the citizens are indeed to be protected by a king through his righteousness."

# Explanation: Citizens should get a feeling of good governance from the King/leader.

 

23. "I hope you are pacifying the women well. Are they protected by you?

# Explanation: Safety of women and protection as well as justice os very important,

 

24. "I hope your income is abundant and expenditure, minimum. I hope your treasure does not reach undeserving people, O, Bharata!"

# Explanation: Self explanatory

 

25. "If one of noble work, despite his honesty and integrity, is falsely accused of some offence, I hope he is not killed impatiently, without enquiry by those well-versed in law-books."

# Explanation: Due process of Law as well as procedure of Law is followed so that Justice to all be served. These concepts are very much integral part of Principles and theories of Jurisprudence and Natural Justice in today’s times as well.

 

26. "O, foremost of men! If a thief is seen and even caught at the time of his act on sufficient ground and interrogated-I hope, he is not released from greed of wealth."

# Explanation: Police should not be corrupt and accept bribe and let off criminals

27. "O, Bharata! I hope that your well-educated ministers examine a case dispassionately when a contention occurs between a rich man and a poor man, after studying the situation carefully."

# Explanation: Equality in justice and rule of law should be followed while sorting out issues of people.Same is being followed today as well.

 

28. Do you eschew the following fourteen for kings -viz. atheism, falsehood, anger carelessness, procrastination, disregard of the wise, sloth, bondage to the five senses, himself alone devoting thought to the affairs of the state (without consulting the ministers); taking counsel with those of perverted insight; failure to undertake the projects already decided, failure to keep secrets, failure to utter auspicious words (at the beginning of an undertaking); and rising from one's seat (indiscriminately) to receive all.

#Explanation: Self Explanatory

 

29. "O, the very wise Bharata! I hope you understand the following and deal them properly the ten evils(1); the five kinds of fortifications(2); the four expedients(3); the seven limbs of state(4); the eight evils (born of anger) the three objects of human pursuit(5); the three branches of learning(6) subjugation of the senses, the six strategic expedients(7); adversity brought about by divine agencies(8); and by human agencies(9); the twenty types of monarches(10); and the entire population of the kingdom, setting about an an expedition, drawing up an army in a battle-array and the two bases viz, peace and war.

(1). Ten evils attendant on royalty to be eschew. Hunting, gambling, sleeping during the day, lustfulness, inebriation, pride, calumny, lounging about idly or aimlessly, diversions such as singing and dancing. (2). Five kinds of fortifications: By moat, high bank, trees thickly planted, a space destitute of grain or provisions, the turning of waters. (3) Four expedients:- Making peace, liberality, sowing dissension, chastisement. (4) Seven limbs of state king, ministers, friends, treasure, territory, forts and an army. (5) Three objects of human pursuit: Religious merit, material wealth and sensuous enjoyment or the three kinds of power (viz. energy, power of dominion, power of counsel) (6) Three branches of learning: the three Vedas, the knowledge relating to agriculture, commerce and other vocational pursuits and political science. (7) Six strategic expedients: Coming to terms with the enemy, waging war against him, marching against him, biding one's time to seek a favourable opportunity, causing dissension in the enemy's ranks, seeking protection of a powerful ally. (8) Adversity brought about by divine agencies: Fire, water in the shape of excessive rains or floods, epidemic or endemic diseases, famine and pestulence, earthquakes and Tsunamis. (9) Adversity brought about by human agencies: officials, thieves, enemies, king's favourites and king himself, when acutated by greed. (10)Twenty types of monarchs (who are not worth-negotiating with):1. a king who is yet a child. 2. Aged. 3. Who has been ailing for a long time. 4. who has been ostracised by his own kith and kin. 5. ho is characterized by a cowardly attitude. 6. who is surrounded by cowards. 7. who is greedy. 8. has greedy associated. 9. who has estranged his ministers and others. 10. who confers with fickle-minded persons 11. who speaks ill of divine begins and brahmins; 12. who is extremely indulged in sensuous pleasures and luxuries; 13. who is ill-fated; 14. a fatalist (who believes that all things are pre-determined or subject to fate); 15. who is afflicted by famine and; 16. by military reverses; 17. who (mostly) remains away from home; 18. who has numerous enemies; 19. who is in the clutches of adverse times and; 20. who is not devoted to truth and piety.

# Explanation: Self Explanatory

 

30. "I hope that you consult with three or four ministers as mentioned in scriptures any proposal collectively and singly with each of them in secret."

# Explanation:  Discuss proposals amongst Ministers in groups as well as alone with each one to understand it in depth.

 

31. "Do you follow the common practice, which our fore fathers observed and which is in accord with the path of the virtuous and which is distinguished in itself."

# Explanation: Follow established protocols of governance which are tried and tested as well as proven to yield good results. Just like Programmed and Non Programmed decisions theory is taught in Public Administration today.

Learning From Chanakya: Methods Of The Artist-Spies By Sumedha Verma Ojha

Snapshot

• The Arthashastra mentions using artists as spies to target another state. In current times, this can be compared to the ‘Fifth Column’, any group of people that undermines a larger group such as a nation through overt or clandestine activities. Rings a bell?

Continuing the series of extracts from the Arthashastra, this article, with a 2300 year old prism, firmly that of national interest, will look at the role of the entertainment industry in times of peace, hostility and outright war.

Having stipulated the fact that today’s modern limitless, boundary less, instant overload of entertainment and infotainment delivered through multiple devices is very different from the sources of entertainment millennia ago, it must be understood that it is the underlying principles and similarities which will be considered.

This column has referred to the extensive spy system mandated by the Arthashastra to maintain peace, law and order internally; and the use of clandestine services to create confusion within enemies and win wars against them.

This system was very much a part of the Mauryan empire. The spy service was under the administrative control of the ‘Samaharta’, a high ranking minister of the kingdom who combined the roles of finance minister and home minister with the specific responsibility of the secret service.
The secret service functioned internally, collecting information of financial malfeasance, treason, sedition and revolt against the king. It also functioned in enemy countries to spread confusion, dissension and misinformation and prepare the ground for the enemy’s defeat, the upaya of ‘bheda’ explained in an earlier article.

The secret service was divided into ‘sanstha’ or headquarters type (five categories) who remained stationed at a place and the ‘sanchara’ type (4 categories) who moved around and collected information or provided other ‘services’.

The secret agents were everywhere, both internally and externally; inside houses, in the city, in the countryside, forests, frontiers etc. They adopted a cover which was appropriate to the circumstances; 29 different types with 50 subtypes of covers have been mentioned in the Arthashastra. As a mark of Chanakya’s precision, the exact cover to be used is specified in more than a hundred places in the text.

Of special interest for the moment is the category of entertainers and artists who are to be used both internally and externally as spies, a part of the entertainment industry of the times, so to speak.
A common form of entertainment during Mauryan times was the ‘preksha’ or show on stage where performers included both men and women. Since, ‘nritta’, ‘natya’, ‘gita’ and ‘vadya’ or dancing, acting, singing and playing musical instruments were all popular; ‘natas’ or actors, ‘nartakas’ or dancers, ‘gayakas’ and ‘vadakas’ or singers and instrumentalists were correspondingly popular. Recitation or ‘pathya’ was also popular. The word ‘kusilava’ is used as a general term for actors, dancers, mimes and similar artists.

In the cities these shows took place in specially constructed theatre houses ( precisely described in Bharata’s Natyshastra,) which were grand and opulent centres for high society. Prominent citizens or guilds built these as offerings for the public or for the king and attending these prekshas was a mark of prestige. This definitely has echoes in modern musical, film and theatre performances albeit at a smaller scale.

The countryside was not left out, temporary structures for these performances were built for the performances (with rules stipulated in the Arthashastra). The entire village had to pay for these structures and all could then witness the show, so these were very much popular community activities.

There were also those who performed without structures, the jugglers, storytellers, wandering minstrels etc and were extremely popular.

Apart form the performing arts there were those who made ‘chitras’, i.e. painters, and those who wrote; writers, playwrights, poets in Sanskrit and Prakrit were a respected part of society. Writing, the act of it itself was then an art, too, not mere typing as today.

In the Arthashastra, a special community called ‘Kaushikas’ devoted to art and music is mentioned which was employed at royal courts and especially in enemy countries to spread disinformation and create dissension and confusion.

Having established that entertainers and the entertainment industry had a strong presence in Chanakya’s Jambudwipa and that this was a category specially mentioned as one from which spies were to be drawn let me introduce another concept here, a slightly more modern one which is relevant today and also has echoes in the Arthashastra, the Fifth Column.

A Fifth Column is any group of people that undermines a larger group such as a nation through overt or clandestine activities. This phrase originated during the Spanish Civil War of the 1930s but found fame during the Second World War especially during the fall of France when people inside the country were said to have worked for the Nazis before the occupying force took over the country.

Back to the Arthashastra; the method of using ‘bheda’ is nothing but the creation of confusion, anxiety dissension and disunity in the targeted state through what could be construed as a Fifth Column consisting mainly of secret agents ad a significant part of these secret agents were from the entertainment sector, the enemy within which is the most difficult to counter. The Kautilyan Fifth Column.

As Chanakya had recognised those many many years ago, it is the power of this entertainment industry, its spread, ubiquity, goodwill and the love of the people enjoyed by it which makes it uniquely successful in reaching hearts and swaying minds. If the influential and successful members of this industry create dissension, consensus and a united front are the first casualties.

Article courtesy: https://swarajyamag.com/culture/learning-from-chanakya-methods-of-the-artist-spies?fbclid=IwAR2nWAvTeSpnXNNBZ1F-HfkRmhvS-VFfqSMHwER9TvGB8v49CK2dkWuMMdo