Wednesday, 9 December 2015

Government Policy for Democratic Decentralization: A Step towards Good Governance

NOTE:  
It has been published and can be cited as 
Renu and Balwinder Kaur, Government Policy for Democratic Decentralization: A Step towards Good Governance, Journal of Government and Political Studies, Vol. XXXVI, Issue No. 2, March, 2011, pp.130-138.
  
Dr. Renu
Associate Professor & Head, 
Dept. of Public Administration 
Punjabi University, Patiala

 Balwinder Kaur
Lecturer, 
Dept. of Political Science
 Guru Hargobind Sahib Khalsa College For Women
 Hansali-khera (Fatehgarh Sahib) 
Introduction
         Good governance is not a new concept but it acquired a dominant place in the post-cold war debate, especially in relation with the contemporary political system and overall impact on the economic growth. Governance means ensuring the responsibility and accountability of various stakeholders like the community, the government, the civil society and the corporate sector. Good governance lays special emphasis on accountability, transparency, rule of law, participation, decentralization, responsiveness, social equality, justice and human rights. Good governance means to make the various agents of political system work for the betterment of all the citizens especially the marginalized and the vulnerable communities. Good governance is enhancing the ability of the people to gain a dignified life, growth options to choose from and ensuring transparency in administration etc.1  Good governance  implied utmost concern for people's welfare wherein the government and its bureaucracy follow policies and discharge their duties with a deep sense of commitment; respecting the rule of law in a manner which is transparent ensuring human rights and dignity, probity and public accountability.2 Though the concern for good governance in some form or the other has been a part of our ancient heritage, yet in the modern times, after getting Independence, India put on record its unwavering resolve to secure for all its citizens justice, liberty, equality and fraternity for a dignified life right in the Preamble of the Constitution of India. Various policies have been framed from time to time for ensuring a better today and a brighter future for all the Indian citizens.
          To Indian mind, Panchayats and good governance essentially interweave together to give a good life to its citizens as “local  governance generated a great deal of interest among the people, since it is the localized communities that represent the aspirations and hopes, culture and society of people.3 In the present times, the functions and actions of the state have grown manifold. There is hardly any part of human life which is not touched by the state. Since the functions of the government are of multidimensional nature, the Central Government is unable to perform all the functions. Moreover, the large number of problems are of local nature and the central government cannot be expected neither to have knowledge of the local problems nor the capacity to solve them. "From this emerges the need of decentralisation with political and administrative connotations - constituting a centrifugal movement aiming to entrust local organs, created in local areas, with powers local in character, the presumption being that people belonging to locality know best and appreciate their own problems and needs and can effectively solve them."4 The underlying idea behind democratic decentralisation is to widen the area of democracy by granting both authority and autonomy to the people at lower levels. In simple words, it symbolizes an attempt to create democracies within democracy. It implies mass participation of the decision-making and the decision implementing process.5

Indian Government's Policy towards Democratic Decentralization
          India is still a land of villages after more than six decades of Independence from foreign rule. Panchayats have been a part of Indian life from times immemorial. Ancient India combined the principle of direct democracy with the authority of the King and fostered Panchayats in each village to look after their affairs. The Panchayat system of governance, wherein a small village was an independent political entity and acted as an administrative unit, is unique to India. The word "Panchayat" means governance by five persons. Panchayat had judicial and magisterial powers too and made villages autonomous with full authority over their jurisdiction. The Panchayat is best suited to the Indian social norms in as much as Indian society believed in devolution of powers, decentralization of the authority and upliftment of the self, family, community, village and so on.6 8 In a democracy, decentralization of political, economic and social power is essential, because a few centres of powers cannot fulfill the needs of vast multitudes of people. The concept of democratic decentralization in Indian context has mostly been associated with the Gandhian philosophy of non-violent social order consisting of self sufficient village republic. He suggested that, if India is to evolve along non-violent lines, it would have to decentralize many things. Mahatma Gandhi regarded it as essential for restoring order in the contemporary period of change and conflict, political instability and inefficiency in administration.7 After Independence, the Panchayati Raj as postulated by Mahatma Gandhi, was given a place in Article 40 (Part IV) of the Indian Constitution which stated: The state shall take steps to organise village Panchayats and endow them with such powers and authority as may be necessary to enable them to function as units of self-government. 9 The prominent leaders of freedom struggles such as Jawaharlal Nehru, Jaya Prakash Narayan and others also perceived that the major task of independent India would be to take democracy at the grass roots levels and to involve reconstruction. Gandhiji advocated that, "True democracy cannot be worked by twenty men sitting at the centre. It has to be worked from below by the people of every village."8 He believed in supremacy of people and insisted upon people's democracy and sovereignty at the grass-root level which he called as Panchayati Raj.
          It is true that Panchayati Raj Institutions (PRIs) were visualized as one of the potential agencies for bringing about socio-economic transformation by empowering rural masses for self governance. However, prior to the establishment of PRIs, the Government of India made a policy to launch Community Development Programme and National Extension Service to bring about socio-economic development of rural India, but these could not achieve the desired objectives for want of people's participation. Since then, the process of democratic decentralization has passed through four distinct phases within its short span.9 Briefly, in the first phase of ascendancy (1958-64) the basic pillar of Panchyati Raj were erected following the recommendations of Balvantrai Mehta committee. The second phase (1964-69) marked the stagnation in which no serious attempt was made either to revamp or to revitalize Panchayati Raj structure. The third phase (1969-83) which is termed as the period of decline as it marked the neglect of Panchayat Raj institutions (PRIs). Panchayati Raj in India entered a phase of revival after 1983 when the central government headed by Mr. Rajiv Gandhi made serious attempts in the form of 64th and 65th Amendment Bills to grant constitutional status to local self-government in India but the move could not become a reality. The credit goes to the then PM Narsimha Rao who got the historic 73rd and 74th Constitutional Amendments relating to local self-government at rural and urban levels passed in the Parliament and they got  implemented in May, 1993. They inserted Part IX and IX-A in the Constitution and created history by providing a constitutional status to the local bodies for the first time in the history of Independent India. 11th and 12th Schedules mentioned functions for these institutions.
At present, local government is an integral part of the governmental system in our country. India boasts of local government at the bottom of a pyramid of governmental institutions with the national government at the top and the state government occupying the middle level. State govts have enacted their local govt. acts in the light of the central acts of 1992. Therefore, local government operates both in urban and rural areas.  Urban local government manifests itself in Municipal Corporations, Municipal Committees, Nagar Panchayats and the rural local institutions comprise of Zila Parishads, Panchayat Samities and Gram Panchayats and Gram Sabhas. In most of the states, three rounds of local bodies have been held from 1994 to 2009.                                                                                                           
Is democratic decentralization a step towards good governance?
          Democratic decentralisation is not a new concept in India nor is good governance. But does that mean that automatically govt.’s policy for democratic decentralization is a successful step towards good governance in India? Question is not only about the formal existence of decentralised structures but how far decentralisation has become an effective policy to ensure good governance it promised. To answer this question, it is imperative to examine various aspects of local governance first.
          Examining the history of local govt., it emerges that the post-independent India adopted a federal polity with a difference than other federal countries. Our constitution makers wanted to make centre more powerful by making the state governments weak, so they provided for the creation of a highly centralized federal system having no place for Panchayats. While the Gandhians wanted India to be a polity with maximum powers at the Panchayat level, the chairman of the Drafting Committee, Dr. B.R. Ambedkar, did not want to give any place to this institution in the Constitution. He favoured the individual rather than a village as the unit of the Constitution. Being a Dalit, he feared that the Panchayats would be controlled by the landlords and the high castes that will use it for the exploitation and oppression of the weaker sections of the rural society. However, the Gandhians ultimately succeeded in getting village Panchayat included in Directive Principles of state policy.10 It appears surprising that in a country like India with an ancient tradition of Panchayats, Panchayats got included in the Constitution by Indians themselves only after great effort and pressure. However, as it was only a Directive Principle, its implementation remained at the mercy of states. Indian government reformulated policies regarding PRIs from time to time in the light of experience with their implementation, but the government was not fully sincere about it. As a result, policy remained mostly on papers and was not implemented in true spirit. It can be further observed that though the local self-government institutions have been in existence for a long time, these institutions could not acquire the status and dignity of viable and responsive people's bodies due to a number of reasons. The major causes for their failure to achieve their objectives include absence of regular elections, prolonged suppressions, insufficient representation of weaker sections like scheduled castes, scheduled tribes and women, inadequate devolution of powers and lack of financial sources. It can be well-imagined how could local self government institutions perform effectively as vibrant democratic units of self-government and achieve public good in this scenario?
A landmark change came in the area of local governance with the enactment of 73rd and 74th constitutional amendments in India. They injected a new lease of life and vitality to India's democratic polity and its commitment to planned socio-economic development, social equality, citizens’ participation and responsive governance.   These amendments were expected to revive, rejuvenate and revolutionse the 'third tier' of government of federal decentralised democratic polity of India. However, our lofty hopes stand belied to a large extent.
          It is true that the 73rd Amendment Act, 1992 opened a new era for more meaningful democratic decentralization in our nation in the twenty first century. This amendment provided a uniform structure of Panchayati Raj in all the states, 29 items for PRIs in the XIth Schedule, setting up of Finance Commission to review the financial position of Panchayats after every five years, the State Election Commission to conduct and supervise the elections, provisions for reservation of offices and membership for the women and reservation of offices and membership to the scheduled castes/scheduled tribes in  accordance with their proportion in the population of the state etc. But this legal framework to make rural governance good suffers from a large number of shortcomings itself. The most important one is the lack of clearly specifying the powers and functions of Gram Sabha. Constitutional status was given to the Gram Sabha and it was hailed as Lok Sabha of the village where citizens can participate in their local matters but it has more or less remained a non-functional body.
Secondly, both the 73rd and 74th amendments made a provision for the establishment of State Finance Commission (SFC) to make the necessary recommendations for the allocation of resources to local bodies (LBs) but experience shows that in most of the states, SFC report for devolution of funds to the LBs are not implemented seriously by the state governments.
Moreover, these acts have failed to remove bureaucratic bottlenecks in the way of speedy and good governance because of their detrimental silence on the relation between the officials and local elected representatives. Above all, the functions mentioned in the 11th and 12th Schedules are mere eye-wash if one examines the complex jargon of the Acts where devolution of functions to the LBs has been in fact left to the mercy of the state govts.11  Its fallout can be easily predicted.
Praise for the reservation these both acts of 1992 gave to the weaker sections of the society cannot be taken without a pinch of salt as the experience highlighted in various research studies shows that most of the women and SC/SC leaders fail to play their role independently and with caste and gender bias so deeply entrenched in Indian society, many such leaders end up as puppets in the hands of the dominating elite class. The social equity, upliftment and qualitative empowerment of the weaker sections of the society will take a long time to materialize.
          Another main weakness is the provision of voting right to the MPs and MLAs in the capacity of ex-officio members which is contrary to the spirit of decentralization. It leads to their dominance over these institutions esp.  After passing the 73rd Amendment Act the Govt. launched Member of Parliament Local Area Development Scheme in the same year.  But the reports of the National Commission to Review the working of constitution (2002), the National Advisory Council (2005), the Second Administrative Reforms Commission (2007), the Comptroller and Auditor General of Indian (CAG) said that this scheme should be scrapped because of various shortcomings like diversion and misuse of funds by MPs, extremely poor monitoring, transparency and accountability.12
          Thus it is obvious that the changes done by the 73rd and 74th Amendment Acts, 1992 to the Indian Constitution generated high hopes regarding the decentralized governance and finally good governance at local level in India by providing a constitutional status to the PRIs but the existing form of the local governance is a far cry from the expected image.
Conclusions and Suggestions
          Undoubtedly, there is a close relation between democratic decentralization and good governance and in India, both of these concepts are quite old and both are intensely desirable too in the present times. It can be said that there also exists formal structures for democratic decentralization in our country but the million dollar question is: has it resulted in real decentralization and good governance?  From the above discussion, it can be concluded that govt. remained half-hearted and weak willed while framing policy for democratic decentralization. Though LBs got a much needed and long due constitutional status by 73rd and 74th Constitutional Amendments in 1992 and they are an important step, yet sufficient devolution of powers, funds and functions to LBs has not been made till now. As local govt is a state subject, LBs are dependent on the mercy of the state governments and their condition differs from state to state. Therefore, it is strongly advocated that the required authority, functions and funds must be devolved on these institutions without further delay. Such recommendations have also come from the Second Commission on Centre-State Relations’ Report of 2010 with a new emphasis. It “favours mandatory devolution of powers to local bodies and recommends that devolution of functions be completed by 2015.”13
 To improve financial health of LBs, it is important to quote the recommendation from the Report of Second Administrative Reforms Commission, 2005-2007. Its 6th Report is related to local governance. It says that SFC should be obligatory. “SFC should evolve objective and transparent norms for devolution and distribution of funds. The Action Taken Report on the recommendations of the SFC must be placed in the state legislature within 6 months of submission and followed with annual statement on the devolution made and grants given to individual LBs…”.14 The Second ARC’s recommendation of introduction of Ombudsman for local bodies is worth serious consideration as it would be a good step towards increasing responsiveness, accountability and transparency in the system.
A policy can achieve its desired objectives if it is drafted flawlessly and implemented in its true spirit. It has been observed that these Acts of 1992 are lacking in both counts. Certain essential pre-requisites such as revamping the Gram Sabha, financial viability, enlightened rural masses, political will for decentralization, committed and dedicated representatives and responsive and accountable office-bearers are missing. Amendments are urgently required. Public participation should be encouraged in Gram Sabhas if democratic decentralization is to effectively produce the expected benefits and bring good governance at the grassroots level.
Some scholars have aptly pointed out that “…the most fertile ground for experimentation with good governance practices is probably at the local level where the public can easily participate and leaders can most directly feel results of successful partnerships with the community.’’15 This can go a long way in introducing broader policy changes in the quest for good governance at local as well as higher levels.
References

1.         Surya Narain Yadav & Indu Baghel, Good Governance : Issues, Challenges    and Prospects, Global Vision Publishing House, New Delhi, 2009, p.5.           
2.         S.C. Arora, "Governance at the Grassroots Level" in Noorjahan Bava (ed.)        Public             Administration in the 21st Century, Kanishka Publishers, New Delhi, 2004,
            p. 314.
3.         Surya Narain Yadav & Indu Baghel, op. cit.,  p.6.           
4.         M.A. Muttalib and Akbar Ali Khan, Theory of Local Government, New Delhi, Sterling Publisher, 1983, pp. 1-2.
5.         Saroj Malik, "Democratic Decentralization and the Panchayati Raj in India :     The Gandhian Paradigm", in Surat Singh (Ed.) book, Decentralized    Governance    in India Myth and Reality, Deep & Deep Publication, New Delhi, 2004, p.17.
6.         R. Venkataraman, "Making Panchayati Raj work, Decentralization          is the Key",
            Mainstream, Vol.2 XXXIII, No. 38 August 12, 1995,       p. 5.
7.         Saroj Malik, op. cit., p. 16.
8.         Shakuntla Sharma, “Grass Root Politics and Panchayati Raj”, Deep                                  and Deep Publications, New Delhi,1994, p. 1.
9.         M.R.Biju, “Dynamics of New Panchayati Raj System ”, Reflections and Retrospections, Knishka                                       Publishers, Distributors  New Delhi , 1999, pp 1-3
10.       Ranbir Singh, "Gensis and Development of the Concept of          Panchayati Raj" in      Surat Singh (ed.), op. cit., p. 64.
11.       For details, see Renu, “Kendreey Panchayati Raj Kanoon(1992): Ek             Samiksha”, Gyan Garima Sindhu, Anka 1, January-March, 2000, pp. 12-18.
12.       http://prasannamohantyblog. blogspot.com.
13.       R.K.Kundu & S.L.Kundu, Centre-State Relations and Local Bodies: Perspective      of the Second Commission on Centre-State Relations in India, Vidhanmala, Vol.
            IV, No. II, December, 2010, p. 60.
14.       Mridula Sharda, Evolution of Panchayati Raj in India, Kanishka Publishers, New Delhi, 2010, p. 132.
15.       Ronald W. Johnson & Henry P. Minis, Jr., Towards Democratic           Decentralization: Approaches to Promoting Good Governance",
           
www.rti.org/pubs.


Thursday, 12 November 2015

Role of Panchayat Secretary in Punjab

NOTE: 
Reference of this joint paper is 
  •  “ Role of Panchayat Secretary in Punjab: A Case Study” in  Journal of Government and Political Studies, Dept of Political Science, Punjabi University, Patiala,  Vol. XXXI, Issue No. 2, September 2008, pp. 29-46.

ROLE OF PANCHAYAT SECRETARY IN PUNJAB: A CASE STUDY

                                                                                                                           Dr Renu  
                                                                                             Senior Lecturer, 
Dept of Public Administration, 
Punjabi UniversityPatiala
Miss Deepika Sharda
Adhoc Lecturer, (Public Administration),
 Lal Bahadur Shastri Arya Mahila College
Barnala

It goes without saying that along with the other factors; the efficiency and success of the Panchayati Raj (henceforth PR) system also depends significantly on its employees who are related with the working of PR system at different levels. In the present study, the focus is on one such important employee of PR, that is, Panchayat Secretary. Village Panchayat Secretary is a very important functionary for the Village Panchayat and the villagers. Panchayat Secretary is considered the backbone of Village Panchayat. Normally a Panchayat Secretary works as a guide and a friend to the representatives of Village Panchayat; however, his role grows crucially significant in case the Panchayat leaders are not literate or a Panchayat is suspended. It is important to mention here that the review of existing literature in this field in Punjab shows that though a great deal of research efforts have been made on the Panchayats, their elections, their working, the emerging rural leadership, Panchayat’s finances and the other related aspects of PR system but a little research work has been done regarding the Panchayat Secretaries who are important employees of PR system. It is difficult to understand the reason behind neglecting this significant area in the context of working of PRIs in Punjab. Hence, the present empirical study is a humble beginning to explore this area.

ROLE AND FUNCTIONS OF PANCHAYAT SECRETARY


Section 26 of the Punjab Panchayati Raj Act, 19941 states that every Gram Panchayat shall have a Panchayat Secretary1 and same is mentioned under Section 16 of the Punjab Gram Panchayat Act, 19522. Panchayat Secretary is a government servant officially appointed by the government of the state according to a prescribed system and procedure for recruitment of Panchayat Secretary.3 But he draws his salary and allowances from District Panchayat Funds. He is attached to one or more than one Village Panchayat. His primary function is to see that the administration of the Village is run according to Acts of Panchayati Raj as amended from time-to-time. For this purpose, he functions closely with the Sarpanch and Village Panchayat being incharge of the office of the Gram Panchayat and helps them to discharge their duties and responsibilities relating to panchayat work. Although Village Panchayat is headed by Sarpanch yet he is guided by the Panchayat Secretary on all important matters. Generally, Village Sarpanch or Panches are uneducated or less educated and do not know complications of so many matters. They also do not have any administrative experience. Therefore, Panchayat Secretary’s role grows very important. And in case any Village Panchayat is suspended due to conflicts, he also acts as an administrator.
According to Sub-Section (6) of the Punjab Gram Panchayat Act, 1952, the Panchayat Secretary of the Gram Panchayat shall attend every general meeting of the Panchayat. Notice of Ordinary as well as Special Meetings of Gram Panchayat is given through Panchayat Secreatry. When the elections to the Gram Panchayat are held, all record of Panchayat and Property is handed over to the Panchayat Secretary by B.D.P.O., till election of the new Panchayat.
Panchayat Secretary is responsible for maintaining up-to-date record of all the properties of Village Panchayat under the control of Sarpanch or a Panch. Record of collection of income of the Panchayat including Government Grants and Local Taxes is maintained and got audited by the Panchayat Secretary. Village Development Board can authorize Panchayat Secretary to withdraw money from the Bank account of Gram Panchayat on the basis of Resolution. He helps in next years’s budget preparation for the Village at the end of the year. He helps the Village Sarpanch in preparation of next year’s budget for the Gram Panchayat at the end of the year.
The job of Panchayat Secretary is of paramount importance for the Village Panchayat, Gram Sabha and the other machinery of local self Government. With the increasing role of Village Panchayats in various States and delegation of more and more powers to them, the role of Panchayat secretary is also becoming more important day-by-day. For example, in Punjab, Panchayat Secretary has been designated as booth level Officer for the purpose of enrolling new voters, deletion of old voters and identification of people for issuing voter cards and preparing and up-dating the list of the voters in the Villages allotted to him. Recruitment of teachers at the Primary and Middle level has been given to the respective Village Panchayats in local jurisdiction the school or college. Maintenance of their record of service, Payment of Salaries and other condition of Service has come in the hands of Panchayat Secretary through the Village Panchayat.
Panchayat Secretary is actively involved when a new project is started in the village. He is a member of various committees for village development. He also performs important role in agricultural development of the village4. Panchayat Secretary is also responsible for new plants grown by the Village Panchayat and proper watering and care of the plants. He is a familiar face in the village and village people know him personally and many of them meet him for solution of their problems within the ambit of law through Village Panchayat. Thus, he has become ‘indispensable for the village, Village Panchayat and Sarpanch.'5
OBJECTIVES AND METHODOLOGY OF THE STUDY
The main objective of the present paper is to study the functioning of Panchayat Secretary as well as his own perceptions/views regarding various aspects of his job. It is worth exploring if this key official of the PR is satisfied with his job and what kind of problems he faces during the discharge of his duties and what are the suggestions in his mind to improve the working of  Panchayat Secretaries as a whole because it will in a way, enhance the effectiveness of the working of Panchayats at the grassroots level.
For this, an empirical study was undertaken in 2006-2007 in Bhunerheri Block of Patiala District of Punjab. A sample of  22 Panchayat Secretaries were randomly selected out of the total 33 Panchayat Secretaries of the selected Block of Patiala District.  Their interviews were conducted with the help of a Schedule to collect the relevant data.

PROFILE OF THE PANCHAYAT SECRETARIES
It is important to know the social profile of the sample of Panchayat Secretaries before analyzing their perceptions/views regarding various aspects of their job and working.  The Table 1.1 presents a summary of the social profile of the respondents comprising of 22 Panchayat Secretaries of the selected Bhunerheri Block of Patiala District in Punjab.
From the Table 1.1, it is clear in the case of age wise analysis that the majority of them are in the age group of 31 to 45 years and none of them is above 56 years of age. Regarding the caste composition of the sample of Panchayat Secretaries, the Table 1.1 reveals that majority of them are from General Category whereas a few belong to Backward Classes. None of the respondents in our sample is from Scheduled Castes/Tribes. The gender analysis of our sample displays that a high percentage of Panchayat Secretaries is of males and there are a very limited number of female Panchayat Secretaries. It appears that the job of Panchayat Secretaries is largely the domain of male segment of society. From education angle, the Table 1.1 shows that fifty per cent of the sample has graduate degrees while those having Matric degree are only 9 per cent of the total sample. Religion profile of the Panchayat Secretaries in the Table 1.1 shows very high percentage of those having faith in Sikh religion and the remaining respondents have faith in Hinduism. Incidentally, no Panchayat Secretary was found to be Muslim or belonging to any other religion in our selected sample. It can be also noticed from the Table 1.1 that a high majority of the Panchayat Secretaries are proficient in Punjabi language only. Only a limited number (13.6 per cent) of respondents claimed to have proficiency in all the three languages viz. Hindi, English and Punjabi.

Table 1.1: Social Profile of the Panchayat Secretaries of Bhunerheri Block of Patiala District (Pb.)
Attributes
Ranks
Number/ Percentage
Age
18 to 30 Years
5 (22.72)
31 to 45 Years
15 (68.17)
46 to 55 Years
2 (9.09)
56 Years and Above
--
Caste
General Category
19 (86.36)
SC
--
OBC
3 (13.63)
Others
--
Gender
Male
20 (90.9)
Female
2 (9.09)
Education
Matric
2 (9.09)
10+2
5 (22.72)
Graduation
11 (50)
Post Graduation
4 (18.18)
Religion
Hindu
4 (18.18)
Sikh
18 (81.81)
Muslim
--
Others
--
Language Proficiency
Punjabi
19 (86.36)
Hindi
--
English
--
All of the Above
3 (13.63)

Total
22 (100)
Figures in the parentheses are the percentages.

PERCEPTIONS OF PANCHAYAT SECRETARIES
Based on the responses of the selected sample, the tables given below display the views and perceptions of Panchayat Secretaries themselves regarding PRIs, their relation with the PRI and Sarpanch and issues related to the job, functions/duties, role and problems of Panchayat Secretaries in the Panchayati Raj System.
Table 1.2: Does Sarpanch need your advice every time?
Sr. Number
RESPONSES
Number of Respondents
Percentage
a)     
Always
21
95.45
b)     
Mostly
1
4.54
c)     
Rarely
--
--
d)     
Selectively
--
--

The Table 1.2 clearly indicates that in almost all cases Village Sarpanches seek the necessary advice from Panchayat Secretary every time on every issue. It shows how important Panchayat Secretaries are for Sarpanch as well as the Village Panchayat and that a Sarpanch is dependent upon Panchayat Secretary for his administrative guidance. None of the Panchayat Secretaries said that advice was rarely or never obtained from them.
Table 1.3: Why differences take place between a Panchayat Secretary and a Panchayat Sarpanch?

Sr. Number
RESPONSES
Number of Respondents
Percentage
a)     
When Sarpanch goes against the government rules and regulations
13
59.09
b)     
When there is ego clash of the two
3
13.63
c)     
There are no differences generally
2
9.09
d)     
None of the Above
4
18.18

This Table 1.3 reveals that why differences take place between a Panchayat Secretary and a Panchayat Sarpanch. According to a majority of Panchayat Secretaries interviewed, in majority of cases, differences takes place when Sarpanch goes against the Government rules and regulations to gratify his self interests whereas 13.63 per cent feel that differences also take place when there is ego clash between the two. Just two of them opine that there are no differences generally. Other respondents have preferred to remain mum on this sensitive issue.
In the end, we can say that it is found that most of the Panchayat Secretaries pointed out that the reason for having differences with the Sarpanch is  violation of government rules by the Sarpanch.

Table 1.4: What type of relations do you have with Village Sarpanch and Panchayat?

Sr. Number
RESPONSES
Relations with Sarpanch
Relations with Panchayat
a)    
Very Good
19 (86.06)
16 (72.72)
b)   
Good
1 (4.54)
--
c)    
Just ok
2 (9)
6 (27.27)
d)   
Strained
--
--

TOTAL
22 (100)
22 (100)
Figures in the parentheses are the percentages.

The Table 1.4 displays the relationship of the Panchayat Secretaries along with the Village Sarpanch as well as with the Village Panchayats.  A very high majority of Panchayat Secretaries enjoy a very good relation with both of them as shown in the Table 1.4. Only a few of them have just ok/good relations with Village Sarpanches whereas 27 per cent labeled their relation with the Village Panchayat as just ok.
              On the whole, we can conclude that it is a good sign that none of them has strained relationship with Sarpanches or Panchayats. It augers well for the PR system as a whole.
Table 1.5: Is Panchayat Secretary free from political interference?

Sr. Number
RESPONSES
Number of Respondents
Percentage
a)     
No, he is very much affected
8
36.36
b)     
There is nominal impact of political interference
13
59.09
c)     

Yes, he is not affected

1
4.54
d)     
Can’t say
--
--

This Table 1.5 reflects mixed response from the Panchayat Secretaries about political interference in their working. Only one respondent said that the Panchayat Secretaries were free from political interference and being officials, they were not affected by such interference.  It is interesting to note that 36 per cent respondents revealed boldly that there was much political interference in their working and they came under heavy political influence and sometimes had to bow to the political pressure.  However, it can be observed that the largest opinion is somewhat diplomatic that there is nominal interference only.

Table 1.6: When should a Panchayat Secretary be transferred?

Sr. Number
RESPONSES
Number of Respondents
Percentage
a)     
After one or two years
12
54.54
b)     
     After a period of five years
3
13.63
c)     
Should remain attached to same village/s
6
27.27
d)     
No comments
1
4.54

The Table 1.6 covers the responses regarding a question about the duration after which the Panchayat Secretary should be transferred. A majority of the sample opined that after one or two years, a Panchayat Sectretary should be transferred because this will help them in being impartial and remain detached from the local politics of village. It is also notable that 27.27 per cent of the sample, however, felt that Panchayat Secretaries should remain attached to the same village or villages.
Table 1.7: Do you feel that your pay is satisfactory?
Sr. Number
RESPONSES
Number of Respondents
Percentage
a)     
Fully Satisfied
3
13.63
b)     
Somewhat Satisfied
11
50.00
c)     
Not Satisfied at all
3
13.63
d)     
No Comments
5
22.72

The data in the Table 1.7 reflects that half of the Panchayat Secretaries interviewed are only somewhat satisfied with their pay scale. It is not heartening to find that only 13.6 per cent expressed their full satisfaction with their pay scale. The remaining respondents are either not satisfied at all or have not offered any positive or negative views regarding it.
In nutshell, we can say that fifty per cent of the Panchayat Secretaries perceive their present pay scales as somewhat satisfactory only and this important aspect of job has potential to affect their morale adversely.
Table 1.8: Are you satisfied with your job?

Sr. Number
RESPONSES
Number of Respondents
Percentage
a)     
Fully satisfied
3
13.63
b)     
Satisfied to a large extent
10
45.40
c)     
Satisfied to some extent
4
18.18
d)     
Dissatisfied
5
22.72
              
          Views were elicited from the Panchayat Secretaries regarding their job satisfaction as shown in the Table 1.8. It is positive that a majority of Panchayat Secretaries revealed that they were satisfied to a large extent with their jobs and 13.63 per cent expressed their full satisfaction with the job they are having. However, there is other side of the story also as 22.72 per cent of them expressed dissatisfaction with their job.
Table 1.9: Are you satisfied with your training?

Sr. Number

RESPONSES

Number of Respondents
Percentage
a)  
Fully Satisfied
17
77.27
b)  
Satisfied to a large extent
                   --
--
c)   
Satisfied to  some extent
5
22.72
d)  
Dissatisfied
--
--

          The Table 1.9 reveals the level of satisfaction of the Panchayat Secretaries with their present system of training. A high majority expressed their full satisfaction with their training. It can be seen from the Table that none of them is totally dissatisfied with the training system though some expressed their satisfaction with the training to some extent only.
         On the whole, we can say that it is heartening to note that most of the Panchayat Secretaries are fully satisfied with their training. It can be mentioned here that State Institute of Rural Development, Nabha organizes in-service training courses for the Panchayat Sectretaries of varying duration.
Table 1.10: What needs to be added to the training being imparted to you?

Sr. Number
RESPONSES
Number of Respondents
Percentage
a)     
Information About Panchayati Raj Acts
--
--
b)     
Information About Problems of Panchayats
3
13.63
c)     
Information About relations of Panchayats with the State Government
11
50.00
d)     
All the above
8
36.36

The Table 1.10 indicates the significant suggestions given by the Panchayat Secretaries for making additions in their present Training Courses. Half of the sample suggested that relations of Panchayats with the Government should be a part of curriculum covered in their Training Courses. A few Panchayat Secretaries felt that their Training Course should include problems of Panchayats. 36 per cent of the respondents were in favour of covering both the above aspects in their training. None talked about adding PR Acts as they are already covered in their present system of training.
 Thus, it emerges from the Table 1.10 that relations of Panchayats with the Government needs to be added as a thrust area in their training to make it more informative and practically useful.
Table 1.11: Are there any chances of promotion for Panchayat Secretaries?

Sr. Number
RESPONSES
Number of Respondents
Percentage
a)     
A Panchayat Secretary can be promoted as a Panchayat Officer
3
13.63
b)     
He can be given Higher Grade
4
18.18
c)     
He can be paid Special Allowance
--
--
d)     
There are no chances of Promotion
15
68.18

The Table 1.11 describes the views of the Panchayat Secretaries regarding a very crucial matter related to their jobs, i.e. the chances of promotion for a Panchayat Secretary. A small section of Panchayat Secretaries favoured that Panchayat Secretaries can be promoted as a Panchayat Officers or that they can be given higher grade. But a majority of the respondents strongly resented the fact that there were no chances of promotion for a Panchayat Secretary. When probed further, most of them revealed their deep dissatisfaction regarding lack of their chances of promotion due to variety of reasons and disclosed that mostly a Panchayat Secretary has to retire as a Panchayat Secretary only. This aspect of their Service has left them unhappy and reflects apathy of the Government towards them.
The Table 1.12 brings forth that primarily out of station stay is a problem faced by a Panchayat Secretary in the performance of their duties and functions. Some Secretaries perceive staying out of station for most of the days in a month problematic whereas a large number of them are highly unhappy that there is no arrangement by the Government for their stay in the
Table 1.12: What type of problems are faced by you as Panchayat Secretaries?

Sr. Number
RESPONSES
Number of Respondents
Percentage
a)     
Have to stay out of station, mostly in the villages
5
22.72
b)     
No Halting Allowance is paid for out of station stay
--
--
c)     
No arrangement by the Government for their stay in the village
16
72.72
d)     
There is no problem
1
4.54
villages. Only one Secretary felt that there was no problem to him as a Panchayat Secretary.
On being asked to give suggestions to improve the working of the Panchayat Secretaries, the respondents responded enthusiastically as shown in the Table 1.13 and came up with useful suggestions. A majority of the sample emphatically suggested that Panchayat Secretaries deserved encouragement by way of a regular channel of promotion or elevation to higher rank.
Table 1.13: What suggestions do you give for improvement in the working of Panchayat Secretaries?

Sr.no.
RESPONSES
Number of Respondents
Percentage
a)     
There should be a regular channel of Promotion for Panchayat Secretaries
10
45.45
b)     
There should be an Allowance for out of station stay
2
9.09
c)     
Panchayat Secretaries should be free from political interference
8
36.36
d)     
Panchayat Secretaries should be provided with a working office type accommodation in the village
2
9.09

36 per cent of the Panchayat Secretaries suggested that as sometimes they are under tremendous political pressure, they should be free from political interference and be allowed to work with greater degree of autonomy and they should not be made to yield before the political masters. In addition to it, a few respondents suggested that Panchayat Secretaries must be paid some sort of allowance or monetary benefit for undergoing discomforts of his job like for out of station stay. A few Panchayat Secretaries recommended that a Panchayat Secretary should be provided with an office. They emphasized that it would help them to have the record under their personal control instead of placing it in the Panchayat Ghar or house of Village Sarpanch.
SUMMING UP THE FINDINGS
To sum up, the Panchayat Secretaries respondents chosen from the Bhunerheri Block of Patiala District enthusiastically discussed various aspects of their job, work experience and functioning. An overview of the responses tabulated above brings forth the following findings:
FINDINGS
1.      Ninety five per cent of the Village Sarpanches always looked to the Panchayat Secretaries for advice every time.
2.      Most of the Panchayat Secretaries opined that causes of the differences taking place between Panchayat Secretaries and Panchayat Sarpanch was when Sarpanch wanted to go against the Government Rules and Regulations.
3.      A majority of the Panchayat Secretaries enjoyed very good relations with the Village Sarpanch and Panchayat.
4.      A majority of Panchayat Secretaries diplomatically replied that there was nominal impact of Political interference whereas thirty six per cent clearly admitted that there is political interference affecting them.
5.      More than half of the Panchayat Secretaries viewed period of one or two years as ideal for transfer. This would keep them impartial and detached from village politics.
6.      Half of the Panchayat Secretaries were only somewhat satisfied with their pay while only 13.63 were fully satisfied.
7.      A majority of Panchayat Secretaries expressed their satisfaction to a large extent with their jobs but 22.72 per cent expressed their dissatisfaction also.
8.      A majority of the Panchayat Secretaries were fully satisfied with their training whereas 22.72 per cent were satisfied to some extent only.
9.      Half of the Panchayat Secretaries suggested that area of relations of Panchayats with the Government should be added to their training.
10.  Most of the Secretaries resented that there were no chances of promotion for a Panchayat Secretary.
11.  Regarding the problems faced by the Panchayat Secretaries, staying out of station emerged as their major problem. Most of the Panchayat Secretaries clearly said that there was no arrangement by the Government for their stay in villages.
12.  To improve the working of Panchayat Secretaries, a majority of the sample expressed their deep desire for more promotional avenues and strongly advocated that Panchayat Secretaries deserved encouragement by way of a regular channel of promotion or elevation to higher rank.
SUGGESTIONS
From the present study, the following suggestions have emerged to make the role of Panchayat Secretary more effective and improve his working:
1.      The most important grievance that emerged during our fieldwork was lack of enough promotional avenues for the Panchayat Secretaries. Therefore, it is suggested that Government must formulate a policy for promotion of Panchayat Secretaries giving them adequate opportunity to get promotions. They may be promoted as Senior Panchayat Secretary or more posts of Panchayat Officers can be created for them so that they do not feel stagnated after 10/15 years of Service. Promotional avenues must be sufficient to check demoralized attitude of this important functionary of PRIs.
2.      It can be observed that the duties and responsibilities of Panchayat Secretary are increasing day-by-day. If the strength of the Panchayat Secretaries is not increased to cope with the increasing work, there may be deficiency in the number and role of Panchayat Secretary, adversely affecting the working of the Panchayats also. Therefore, it is advisable that government should go for recruitment of the Panchayat Secretaries at regular intervals.
3.      Most of the Panchayat Secretaries who were interviewed nursed a feeling that their pay was not commensurate with the load of work they were performing and they were not fully satisfied with their pay. Therefore, it is suggested that the Government should consider giving reasonable hike in the pay of the Panchayat Secretaries.
4.      Training is very vital area for any officials. The training courses of the Panchayat Secretaries must incorporate new thrust areas as suggested by our sample, e.g., relations of Panchayats with the State Government, information about problems of PRIs as well as new Acts related to them.
5.      According to most of the respondents, their relations with the Sarpanch become strained only when Sarpanch indulges in wrongful practices and he violates Rules and Regulations. Therefore, it is important that the State Government should pay more attention to imparting training to Sarpanches also in order to make them aware of the relevant Acts, laws and rules.
6.      Panchayat Secretaries are there to aid and help the Sarpanch who are the elected representatives of the people. They must develop an orientation conducive to the working of the third tier of democratic govt., i.e. Panchayats in rural areas effectively and hence, avoid unnecessary ego clashes.
7.      Panchayat Secretaries should be free from political pressure and it is strongly recommended that they should be allowed to work according to the rules and in the wider interest of the whole village community. Political leaders must not interfere with their functioning and avoid pressurizing them or getting them transferred for their narrow political gains as in the ultimate analysis, it will finally affect the functioning of PRIs and defeat the goals for which PRIs are constituted.
8.      Ideal time for transfer of a Panchayat Secretary should be at least two years because the duration of their stay should be sufficient to help them understand the local people and their problems better and at the same time, it should not be too long to keep them detached from the local group politics and village rivalries.
9.      Reasonable size of Office and stay arrangement should be provided to Panchayat Secretary in the Village so that he can have his record under his personal control instead of placing it in the house of Village Sarpanch. In this way, he will feel free and autonomous in the performance of  his duties and responsibilities without any obligation from village Sarpanch
          In the end, it can be said that the Panchayat Secretary is a very important functionary of PR system and much depends on his efficient functioning. He must be kept free from undue political pressure and interference. It is in the interest of the village, Sarpanch and the PRIs as whole if the job satisfaction and morale of the Panchayat Secretaries are high and they are well trained to shoulder their increasing responsibilities well in the widening role of  Panchayati Raj in Punjab.
REFERENCES :
1.            Bhagatjit Singh Chawla, The Punjab Panchayati Raj Act, 1994, Chawla Publication (P) Ltd., Chandigarh, 1999.
2.                  Jagjit Singh Chawla, The Punjab Gram Panchayat Act, 1952, Services Law Reporters, Chandigarh, 1988.
3.                  For details, see Punjab Panchayat Secretaries (Recruitment & Guidelines of Service) Rules, 1979.
4.                  Yojna, 26th January, 1989, p.70.
5.                  S.L.Goel and Shalini Rajneesh, Panchayati Raj in India – Theory and Practice, Deep and Deep Publication Pvt. Ltd., New Delhi, 2002, p.98.