On the second day of my trip, we drove into Dhar village to figure out the state of school education and health-care.
Our first stop was the government school where 170 kids are enrolled in classes 1 through 8. So far, so good.
But, because, there are only 4 teachers, they run combined sessions cutting across different classes. Consequently, the prescribed syllabus is not followed. Nor are there any labs or such facilities.

The kids also run small errands for the school because there is no peon or non-teaching staff.
In such an environment, no surprises that most kids drop out of school quickly. Less than 25 kids have made it past Class 8 over the past few years. And almost everyone drops out after Class 10, in order to take up odd jobs in nearby Udaipur city.If this peek into the state of the country’s school education system wasn’t depressing enough, our next stop made it worse. Dhar Panchayat( comprising Dhar village, plus three other villages) has one Ayurvedic & Allopathic health centre each, as well as provision for a Village Nurse-cum-Midwife(VNM).

As we approached the Ayurvedic health centre, perched on a small hillock, it seemed to exude a welcoming calm. The reason became clear when we climbed the stairs, and went inside. The peon showed us around the 3-room structure., but both the doctor and the compounder were missing.

Although the peon gamely defended their absence, and offered excuses, it was clear that this was no aberration. Lucrative private practice in the city was any day preferable to a journey into this village.

The same story was repeated at the nearby centre where the VNM is supposed to report for duty. Here, it was one step better; the centre was simply locked!

 When the Finance Minister presents his annual budget, analysts bemoan the fact that spends on healthcare are low. But, for starters, if the allocated money  itself is put to good use, that would bring a great deal of relief.

As we traveled further to another nearby village, I encountered yet another instance of rural India getting connected with corporate India, in interesting and synergistic ways.

 Two brothers, Choga Lal Teli and Takhat Singh Teli, run a home enterprise for producing PC ‘dust-covers’ to IT peripherals company, Amkette, which is based in Delhi.

Here, 670 km away, in a village in Udaipur district, the brothers churn out 8000 piece each month. Their employees cut the sheets, stitch them into shape, and brand them as ‘Amkette’ before shipping them out.
As a related diversification, they also produce 50 kg of PolyPropylene ropes each day in another location nearby.

It was the day after Gandhi Jayanti that I got on to a train to Deoghar, in Jharkhand. My friends at Pradan (Delhi-headquartered NGO, active in seven states) had been nice enough to help me plan this trip.
Deoghar district, like neighboring Godda & Dumka, figures in the ‘Most Backward 100 districts’ list, published by India Today few years ago.
So, it was a fascinating coincidence that, as the CII-sponsored ‘India @ 60′ celebrations got underway in New York – the epicenter of the globalized economy- here we were, in Jharkhand, about to witness an experiment in home-grown Gandhian model of economic development.
Without sounding hopelessly romantic or impractical, I must say I came away reasonably convinced that Pradan’s Gandhian-style economic model, juxtaposed with the western-style market economy, can actually be a recipe for inclusive growth. I got a glimpse of how Pradan has organized 100,000 families into 5300 Self-Help Groups (SHGs), to enhance their livelihood options, and escape poverty.
Although most families in Jharkhand own 1-2 acres of land, but they are constrained by the uneven terrain, quality of land, and lack of irrigation. In such a situation, Pradan identifies and develops enterprises suitable for local needs, provides resource persons, and creates linkages with government and financing agencies. So you have Tasar plantations, poultry, dairy, horticulture, and vegetable farming becoming available as options. Also, through better ‘watershed development’, farmers can improve the yield from their land holdings.

In Titariya village (Banka district, Bihar), Pradan’s Pranjal Saikia (a veterinary scientist from Assam) introduced us to the Village Watershed Committee (VWC). He has been working with the VWC to bring in a set of revolutionary innovations that are transforming waste land. Whether upland, mid-land, or low-lands, these districts have a lot of land rendered waste due to their inability to retain water for cultivation. In such a situation, innovations like ‘5% Method’, ’30 ft by 40 ft’, ‘Staggered trench’, and ‘Drip Dams’ now enable farmers to prevent soil erosion and retain water. The outcomes are unbelievable – a 2nd paddy crop; mango, lemon and papaya cultivation.

Birma Devi animatedly described her ambitions for her two sons who have studied upto Inter and Matriculation respectively. She wants one of them to become a teacher, and the other a politician. Listening to her, it’s hard to believe that, just ten years ago, hers was a family where they had hardly enough food for even six months in a year. But, for 10,000 families in Jharkhand, and many more in neighboring states of Central India, the silent Tasar revolution has offered new hope.
The efforts of NGO Pradan (along with its sister organization, Masuta) now account for as much as 15% of India’s Tasar yarn production. Their vertically-integrated Tasar strategy covers everything from rearing (of tasar cocoons), to reeling (producing yarn from tasar cocoons), and finally, weaving.
Hari is one of the 12 farmers in Sadalpur village who took the step towards Tasar rearing after hearing from Pradan and others that he could earn upto Rs 15,000/- additional income. It was exhilarating to walk through the 70 acres of ‘netted’ greenery in this village where 65,000 ‘Arjuna’ plants host the Tasar cocoons. (The nets prevent damage to plants, and protect from birds of prey).

We next drove to nearby Raksha village where a group of 30 women have formed a ‘Mutual Benefit Trust’ (MBT) to produce tasar yarn, from the cocoons. This is where Birma Devi works. While she and other women are at work, their small children are looked after at an on-premise crèche. The kids even sang and danced for our benefit!
There are almost 2000 such yarn producers in all.

Madhabananda Ray, the Chief Executive of Masuta points out that this Pradan/Masuta model allows 53% of added-value to be retained by the actual producers, unlike the traditional model where only 25% was possible, after cocoon and finished-goods traders had taken away the lion’s share. Also, apart from the sheer quantity of jobs created, there is also the qualitative, social dimension – tasar offers a dignified job opportunity for marginalized groups like women and landless farmers without being exploitative.
The Tasar revolution can only be the beginning of something much bigger. If everyone has to earn a livelihood, NGOs like Pradan need to keep innovating. In Madhab’s words, “we need a Bell Labs of livelihood innovation”

Satyabrata Acharya has one of the most important jobs in India. As Programme Director, Jharkhand for NGO Pradan, he leads 12 teams who are responsible for guiding over 100,000 families out of poverty.
Dhrubaa Mukhopadhyaya heads one of these teams. When, after graduating with an M.Phil from Jadavpur University, she joined Pradan in 1995, her teachers and classmates thought she was nuts! Today, she and her team of Executives, Subject Matter Specialists (SMS), and Development Apprentices work with 250 villages in two districts of Jharkhand and Bihar- helping them improve their land condition, increase agricultural productivity, and explore additional livelihood options.

Sericulture expert, Prabhati, and Development Apprentices, Meena (Patna University,’07) & Bhavna (BHU,’07) are three young ladies roughing it out in the villages. Working as part of Dhrubaa’s tight-knit team, they display a passion that is hard to find in urban centers today. I witnessed Prabhati and Meena training villagers to produce Tasar cocoon, while Bhavna sang & danced with tribal kids at a mobile crèche being run by Pradan at village Raksha( while the mothers were busy at the Tasar reeling centre).

Having been a spectator to the HR mayhem in metros and mini-metros, where youngsters driven purely by material gains, accept and leave jobs every six months, it was something else to see this young Pradan brigade in action.
Pradan carefully hires and nurtures this young talent. Sujata Nath, the talented HR Executive who traveled with me on my field visit, filled me in on the details of the intensive 12-month apprenticeship that all Pradan hires go through. But, as Pradan scales up its operations to meet its Vision 2017(of working with 1.5 mn poor families), it needs as many as 100 teams(= 800 people) across the country. For Pradan’s HR Director, Nivedita Narain, this is the real HR challenge. On the one hand, Pradan needs to hire such large numbers; on the other hand, retaining this trained and committed team is an equally big challenge. As these executives reach their late-20s or early-30s, and have families, they feel the need to move to an urban centre, in order to get better housing and education.
One way to overcome this hiring challenge is for Corporates to collaborate with large NGOs like Pradan. 4 to 6 years of Pradan training produces some of the best managers who understand rural markets; for corporates addressing mass markets, this could be a boon. By working together with corporates, Pradan could continue to hire the best youngsters, while offering them a road-map (to a corporate career) after 4-6 years.
Are companies like ICICI, Unilever, Asian Paints, and Mahindra’s ready?

This is an interesting sidelight of my trip to Jharkand and Bihar. On the last day of the trip, we drove from Jharkhand’s Deogarh district (where I was staying) to Banka district in Bihar. As we started the journey, I was pleasantly surprised to see that the narrow, straight road was in very good shape. Conditioned by my recent experience with rural roads in Western Orissa, I had anticipated a rough, bumpy ride, but this was different.
The first hour was wonderfully smooth…..until we reached Bihar!

The same straight road suddenly turned unbelievably pot-holed, and I could not but resist capturing this contrast, for posterity.
Apart from the superior condition of roads, I also saw and heard other evidence in Jharkhand that the government machinery does deliver results. One such example was the Dairy initiative being run by the Tribal Welfare Council which grants a shed and two cows to tribal families, thereby enabling them to earn an additional income of over Rs 1000/- p.m.
Notwithstanding political jugglery and the usual kinds of administrative corruption, Jharkhand seems to be delivering better governance than its elder sibling, Bihar.
Couple of years ago, my friend Shankkar Aiyar (Managing Editor, India Today) did a path-breaking feature on India’s 100 most-backward districts, and asked whether smaller states were the answer. He wrote, “In recent times, politicians such as Goa Chief Minister Manohar Parrikar and former finance minister P. Chidambaram have argued passionately to reorganize states in smaller sizes so that those left behind in the maze of development can be helped……. But will creation of smaller states help? On paper it seems so, since smaller states have done better. But the acid test would be a study of Chhattisgarh, Uttaranchal and Jharkhand. The jury is still out on that”.
In my view, the verdict seems clear. Jharkhand has made progress beyond what Bihar offered. Unless Nitish Kumar does a brilliant job, and Madhu Koda messes things up, it is likely that the junior sibling will keep moving ahead.