An Aspect to Rural Development in Third World Countries

       Developmental and economic experts, especially of the west and developed nations, need to rethink their strategies in theorizing or interpreting the economic aspects of the underdeveloped and developing nations. Most western societies are a result of gradual evolvement as a result of organised living. Their present state of socio-economic and political development can be systematically analysed and interpreted through the various stages of evolutionary change. The changes have been continuous throughout to attain the present stage of development. Integration of different societies, trade and commercial relations with other civilizations, Industrial revolution, imperialism, materialism etc are factors that have sought to attribute a lot in shaping and changing the facets of western societies either socially, economically or politically. Their present state was a result of centuries of change and transformation.
       Unlike developing and emerging economies like India, most developing and underdeveloped nations of the world faces the quagmire of sudden change in structural and institutional change. The sudden thrush of a developed political system as well as organized institutions and structures has led to instability and dominance by a few power elite. The political unconsciousness of the mass has resulted in monopoly of the political and economic control by the few elite. The consequences of such drastic change has been disastrous. All the more devastating has been the means employed by actors to acquire power; might is right or jungle law reigns. Clanism, tribalism, casteism  regionalism etc are weapons of such actors and the people easily fall prey to such considerations. Various welfare schemes and measures of the government meant to benefit the people hardly reaches them. Development funds are apportioned by those in the right places.
       A closer look at the people in relation to the existing political system suggest that they are mostly ignorant of the functioning of the political set up they are in. Ignorance of the governed regarding the institutional structure and its functioning coupled with bureaucratic red tape is fueling corruption to an unimaginable level. The lengthy and slow paced procedures associated with bureaucratic functioning also provide hurdles for the few who try to seek benefits meant for them. Most of the departments are non-functional except for paper works. People seems to be ignorant that government employees are meant to serve the people and that they are public servant. In the absence of industries and job avenues government jobs are viewed as lucrative paying job without much responsibilities. Thus the departments meant to cater to the needs of the people have become monthly income avenues for those that get employed.
       It is under such pathetic conditions that the rural people of these countries subsists. Therefor when they are struggling for survival, to make their ends meet in the light of the above circumstances, all the proven models of development fail to achieve its objective. Investment in infrastructural development must go hand in hand with devising a marketing strategy before organizing the rural people for their socio-economic development while at the same time educating them for political awareness. Most democratic countries have become welfare states and adopted decentralization for empowerment of the people at the grass root level. Therefore their enlightenment is also very important.
       The political institutions and its structural functions along with infrastructural developments need to be assessed when dealing with rural development in these countries. Only a proper understanding of these aspects will result in devising a result oriented approach to rural development.

Bamboo products; a lucrative venture seeking exploitation!

Challenges to rural development..... part one: AARON KIKON

Market has always played a major role in the promotion of trade and commerce. The presence of good marketing structure tends to lure producers in large numbers. The balance in supply and demand results in a thriving market and prosperous economy. But when we look into the marketing structure in relation to rural areas especially in developing and underdeveloped economies the demand and supply do not supplement each other well. This does in no way reflect lack in demand for commodities. In fact urban consumers' demand for agro based products is always on the rise. It does in no way diminishes.
A closer analysis will show a multiple reason. Most rural farmers practice subsistence agriculture. In this respect tribals fare better as they cultivate on their land or community lands, unlike those who are landless and cultivate on the lands of land lords. There is predominance of small farmers practicing subsistence agriculture. Absence  of ready market for their products or marginalization due to remoteness or lack of transport facility may be attributed to it. After all they cannot be expected to toil for something which does not pay, as simple as that.
Middleman do try to exploit rural products but due to remoteness or absence of transport facilities the farmers end up getting underpaid to make up for their loss. This does more harm than good in boosting the morale of rural farmers.
The foremost focus for rural development must be motor able road connectivity and the presence of a proper market mechanism. Rural areas must be properly connected to urban areas because their consumers are the urban populace. Then to maximize their return cooperative marketing strategy must be worked out. Making farming a profitable venture will serve as an incentive for farmers to undertake large scale production. Market and proper transport facility should be the first priority in dealing with the problem of rural development.

A short note on Village Development Board

The Village Development Board (VDB) is a unique scheme of decentralization of planning and development from the grass root level. Since its inception at Ketsapomi village in Phek district of Nagaland in 1976 and its subsequent success, it has gone on to be implemented in all the recognized villages of Nagaland under section 12(12) of the Nagaland Village and Area council Act 1978 and VDB Model Rules act 1980.

The Village Development Board is a mechanism for decentralization of planning and development at the grass root level at its best. It includes all the permanent residents of the village as its members functioning under a management committee with a secretary. Besides women are to constitute 25% of the total of the management committee. This is a novel scheme of development as the locals understand their needs better and can effectively articulate and implement developmental activities better.

The government is implementing several welfare measures for alleviating poverty and to bring about socio-economic change in the lives of the rural poor. And also with a view to ensure grass root level participation of the people in the governance, decentralized institutions have come to play crucial roles. In this aspect the role of Village Development Boards needs special attention. Projects for construction of agri link roads, approach roads, irrigational canals, rain water harvesting etc has come to be implemented for creating infrastructure facilities of the rural areas to bring about progress and development. The primary responsibility for drawing up developmental projects and to prioritize areas for development based on local knowledge falls on the Village Development Boards therefore that makes them a very important institution of the rural villages.

Majority of the rural areas do not have adequate banking infrastructure even though credit mechanism plays an important role in fostering economic development and progress. In fostering economic development capital formation plays a decisive role as it is the catalyst for entrepreneurial activities. Lack of organized credit mechanism and its control lands the poor at the mercy of unscrupulous and opportunistic money lenders. Therefore it is very important that an effective credit control mechanism is set in place in areas without banking facilities. Towards this end the VDB’s can fill the vacuum as effective financial intermediaries with modalities for accountability and resource mobilization. This will also ensure control of the credit mechanism to the grass root level and effective flow and availability of credit to rural poor.

                 It is in these aspects that the role and importance of the Village Development Boards needs to be assessed and analyzed. It is a novel scheme for decentralization and can become an effective tool for change and all round development equally. Thus it is very important that a proper scrutiny of its role is made and loopholes of its functioning’s done so that they become instrument of change as intended. Lack of people's participation and even awareness of the welfare schemes of the government are major hurdles in it becoming real agents of development. Also the limited role in the light of the final authority resting on the government for approval of any developmental projects has come in the way for VDB's exercising as autonomous bodies. They have to act within the funds and schemes as sanctioned by the government.

Facts you should know

-Each Naga village was an independent unit.
-The Naga territory was never united, even the Britishers did not integrate the Naga areas into a single administrative unit.
-Naga polity began and ended in the village.
-Aside from the present state of Nagaland in India Nagas inhibit western Myanmar, parts of Manipur, Arunachal Pradesh, and Assam.
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Market Economy and Rural Develpoment

Market is the key mechanism in determining the success of any commercial venture. But the mere presence of a market will not necessarily ensure to the producers a demanding market if the consumers are poor and cannot meet the asking price. Supply naturally rely on demands and demand comes from the consumers. So long as there are consumers, there will be demand and with demand comes supply. That is how markets operates.
Now the issue to be dealt here is on the kind of a market in operation. Market may be thriving but a producer may not get consumers for his product/products. This is because the consumers are unable to pay the asking price for the product/products though the demand is there. In such a market counterfeit goods at cheaper rates will flood the market.  These goods meet their demand at their purchasing capability. Inability to afford never diminishes the need and black marketeers bank on this aspect of the market and thrive at the cost of genuine products in the market. A serious analysis of this trend will show that it is in the poor and impoverished places that such activities thrives on the demand of poor consumers.
It has been observed that Companies and marketing analyst focus on the large market base in the rural areas. But these teeming customers are poor and cannot afford the goods and services available in the market. Therefore they become prey to black market operatives with their counterfeit goods at a much cheaper rate. Thus not only the companies suffers but it also breeds anti-socials and gives them control of the market.
The onus of responsibility for development of rural areas does not only falls on the shoulders of the government and the poor themselves but is the responsibility of all recognised institutions in a given society.
The companies also with their concept of corporate responsibility invest in creating a huge market base by committing and shouldering the responsibility of rural development but without interfering in the established structure of the rural institutions. Companies needs to understand that a vast market with poor and impoverished customers will do their business no good. Rural areas are potentially a vast market base with the largest consumers but poor consumers are no good customers.
The best option for all is in building up the economy of the rural poor and raise their purchasing power capacity. Rural areas needs to be made producers of agro-based and organic products for the urban consumers (a market mechanism needs to be evolved which cannot be shouldered by the poor). This will convert this teeming poor customers to richer customers. Thus the economic development of the rural areas is not only the basic foundation of a nations growth and development but it is also a boon and an opportunity for individuals and companies to thrive too.
AARON KIKON

The Core Issue

It is a proven fact that most ancient civilizations which flourished grew around fertile river banks. And the primary reason was the fertility of the land and source of transport and communication. All these inhibited areas became centers of growth and progress because of the increase output in agriculture production. But it is the most overlooked and undermined with regard to its contribution towards the history of human civilization.

There are many concepts, initiatives and models for economic development but in fact there is only the agriculture and allied sectors which defines and determines the stability of economic development. It is as simple as a home. When the problem of running the kitchen is solved then we begin to see change in the lifestyle of a family. The first and foremost problem any family faces to solve is to feed themselves. Societies, nations also has this same problem. Of course the returns of industrialization are manifold and may sustain an economy but it is a victim of time and circumstances. The economy is not resilient and cannot withstand by itself the effects of economic downturns of other economies.

The focus should always be the agricultural sector. The rural areas are the core centers of economic development and the robust foundations of a resilient economy therefore without as much as complicating and confusing ourselves with technicalities, concentrated effort for developing agriculture and agro based industries will prove to be the most effective and efficient economic model.
AARON KIKON

The local economy

Rural development should inculcate the principle of adaptive evolution according to the demand of a given environment. That is, development should be based on strategically improving the economy by improvising the existing system of practices prevalent among the rural people. Development should focus on the evolved practices as a resource of change and development. People and cultures are very important aspect and they cannot be overlooked. Today must be planned for a brighter tomorrow without destroying the heritages of yesteryears. Therefore along with systematic planning and utilisation of the physical resources it will be very important to improvise the socio-cultural heritage of the people and integrating it with the subsistence economy for proper socio-economic development.
The focus of planners of rural development should be to evolve from agro based products for catering to the demand of the local populace for self sustenance and self reliance. This way the market demand for the product will be constant and a durable asset will be created. Gradually the productions can be increased to cater to large scale demands and ventures can be undertaken to commercial crops.
*material extract from soon to be published work.
AARON KIKON

Rural Development

There are no universally accepted approaches or models to rural development because what may be applicable to one place may not be so in the other areas. Therefore when dealing with rural development it is very essential to take into account the socio- cultural aspect too. Many factors like cultures, physical landscapes, lifestyles and habits etc are at play in influencing the socio economic life of the people. Rural development do not necessarily denote industrialisation. In fact It is a comprehensive approach to develop the rural areas by integrating the social, cultural and subsistence economy of the people with increase output in production, human resource development, infrastructural facilities, use of advance technology, institutionalization and to facilitate change in the life of the rural poor.

When we talk about rural development we are actually focusing on eradication of poverty, raising the standard of living and capacity building of the rural poor. Therefore in this aspect rural development stresses on development of the physical factor, human resource as well as social infrastructure of the targeted group in order to advance the rural economy. Rural Development seeks to directly influence and contribute to employment generation and asset creation.

The key areas of focus of Rural Development are road connectivity, electricity, telecommunication as well as information technology, irrigation, food storage and processing units, market, health and education, water and sanitation, veterinary services and co-operative units which are essential for upliftment and development of the socio-economic life of the rural poor.
AARON KIKON

A Development Strategy: AARON KIKON

One of the most viable alternative to industrialization for economic development is to invest in our rich cultural tradition and ways of life. Nagas have a rich and colourful tradition with a rich cultural heritage which is reflected in the many festivals and life styles. Besides the misty mountains and landscapes needs only adorning; forestation. Green villages and promotion of our rich cultural heritage and ways of life will result in inflow of tourist augmenting our economy.
The government needs to rethink its development strategy and policy initiatives by prioritizing construction of roads and electrification, linking of all established villages with internet connectivity. Each village must construct a traditional Morung (multipurpose Naga community dorm of yore) to serve as a museum, library, tourist lodge etc with technical collaboration of the Nagaland Bamboo mission for durability. The government should declare Nagaland as green village and embark on a massive tree (especially decorative/ornamental ones near or around the villages) plantation drive around the state. Construction of resorts/spas and hill stations around the state with emphasis on trekking, rock and mountain climbing, adventure sports etc.

Promotion of and preservation of our many legends, folklore and tales along with our historical places and sites will be able to garner and inspire interest about us. Investing in the people and in our rich traditional and cultural heritage will become a huge infrastructural asset for the people especially the rural mass to devise ways to augment their income in lieu of employment opportunities.

Dzukhu Valley

Dzukhu one of the most beautiful scenic natural treking spot in Nagaland. It is a treeless grassy valley with varied flowers adorning it.

Handicraft Products of the Nagas

Pouch

Smoking Pipe

Stools & Mini tables

Decorative Peices

Clay Utensils

Cane Products

Bamboo Basket

Ornaments

Wood Carvings

Communitisation of Education in Nagaland

Education is one of the most important weapon for change and development not only of the individual but of the society also. Not only that but the constitutional commitment of free and compulsory education to all children upto 14 years of age has made education a very important goal for all especially of the rural areas.

     However, to achieve this priority objective especially in the rural areas, synchronizing the role of the service providers and the delivery mechanism at the grassroot level is very important to achieve maximum return. The Government of Nagaland has sought to do that through the communitisation of the education sector which is a partnership between Government and the community involving transfer of ownership of school facilities, control over service delivery, empowerment, decentralization, and delegation of responsibilities. It has been observed that communitisation has led to increase in school enrollment, reduction in school drop-outs, better attendance of teachers and improved school facilities which are the primary cause of concern especially Government managed schools both in the rural and urban areas. Communitisation of education has also given an opportunity to the community in the management, in investment and in owning the delivery of education.

If decentralization of authority from Government and making the community responsible for their own development is considered in development circles as the hallmark of “people’s empowerment” then it will be safe to say that communitisation in Nagaland is the ultimate end product of decentralization. And if grassroot level participation is the essence of democracy then the defining characteristic of communitisation is a unique partnership involving sharing of ownership between Government and the user community in the management of public institutions and delivery of their services.

All Government-run Primary and Middle Schools were “communitised” after the “Nagaland Communitisation of Public Services and Institutions Act,” transferring day-to-day management responsibilities of elementary schools in all aspects - academic, administrative and financial into the hands of the local community. The empowerment of the local community occurred at the most fundamental level of the Naga social fabric - the village.

Accordingly every village with a (communitised) Government school(s) **only primary  and middle schools, it does not include high schools and above** set up a Village Education Committee (VEC), which was the legal authority to manage elementary education within its jurisdiction. Under the communitisation framework, a VEC constituted by the Village Council takes responsibility of the management and supervision of school(s) within its jurisdiction, including the implementation of a “No Work, No Pay” policy for errant teachers. The purpose and functions of the VEC range widely at the administrative, academic and financial levels. More specifically, in a human development context, ensuring universal enrolment and retention in schools of children up to age 14 or Class VIII is one of its key functions.

Administrative Academic & Financial Function of the VEC (village education committee)

#Ensure regular and effective running of schools.

#Ensure discipline and regularityof teachers by withholding pay or enforcing ‘No Work, No Pay’.

#Recommendations in transfer and retention of teachers.

#Construct and maintain school buildings.

#Compile and furnish annual reports of schools.

#Ensure universal enrolment and retention in schools children up to the age of 14 or class VIII.

#Ensure daily running of classes and implementation of annual plans.

#Make available free school uniforms, free text books and other learning materials.

#Receive grants from Government, generate resources and operate an education fund.

#Disburse monthly salary of teachers and other staff, deduct salary not due, based on a “No Work, No Pay” principle.

#Maintain proper accounts of income and expenditure, assets of the school.

#Get accounts audited and bring out authentic report of the same.

Constitution of the VEC (village education committee)

Since the primary objective of constituting VECs was to ensure the participation of the community and create within it a sense of ownership, the model incorporates diverse stakeholders as its members. This includes, besides a chairman elected by the Village Council, the following:

* Village Development Board (VDB) Secretary

* Head Teacher of the communitised school

* Three parents/guardian representative (with at least one woman)

* Two teacher representatives

* One Village Council member

* One representative from different church denominations in the village

* Two members from the village community (preferably an educationist, at least a woman nominated by the village community)

* Sub-Inspector of the school area

* Head teacher of the Government Middle School (GMS) or senior most teacher where GMS does not exist.

 Members are enrolled for a term of three years, and meet at least once in three months. In cases where more than one village share a communitised middle school, a Common Education Committee (CEC), which include the VEC of the host village and three representatives from each VEC served by the school, is constituted.

Funding

The VEC was mandated by the Rules to open two bank accounts: a current account for salary transaction and a savings account for transactions related to the development fund. All grants by the State Government and other incomes are credited to the savings account. This includes funds for functions such as purchase of text books, furniture, construction of buildings and such. Since the entire amount for the school(s) are remitted to these accounts, the chance for leakage during financial transactions is greatly reduced.

The VEC accounts are subjected to an annual audit by a team instituted by the Government at the district level. The accounts are also open to internal audits by the State Government. An overall District Coordination Committee (DCC), at the district level, monitors and reviews the exercise of communitisation programme in the villages, as well as to improve upon its implementations.

It should be noted here that although through communitisation VECs undoubtedly form the basic building block of the programme, the overall charge of elementary education in the State rests with the Directorate of School Education, State Council of Educational Research and Training (SCERT), and the Nagaland Board of Secondary Education (NBSE). Thus, an analysis of this communitisation model necessarily requires an examination of not only the role of community, but also - in equal measure - that of the State Government as an enabler.

The Communitisation Act came into being when the State’s education system was completely centralized. The State Government oversaw all responsibilities for running the system, placing a disproportionate amount of burden on its overworked State-level machinery. Responsibility and accountability was replaced by corruption and inertia. The transfer to a system of shared ownership with the community was a complete change; more so because it occurred at the most basic, village level through the VEC mechanism.

There are indications that the overall management of communitised schools are showing marked improvement through key indicators. Communities have been voluntarily contributing towards the management of local schools and positively involving themselves in the management of a public resource. The State Government also maintaining its upkeep through training and capacity building services. However, shortage of teachers in rural areas, remoteness of many villages, lack of transport and communication to many villages as well as the absence of an effective monitoring framework are denting its prospects and successes.

Communitisation: The Act

*Communitisation is a novel scheme of decentralisation meant to provide for empowerment of the community and delegation of the powers and functions of the State Government to the local authorities by way of participation of the Community in matters connected with the management of local public utilities, public services and the activities of the State Government connected with education, water supply, roads, forests, power, sanitation, health and other welfare and development schemes and also to provide for promotion of community based schemes incidental thereto.

*The State government or its authorities may, by notification, delegate the powers and functions of the State Government or its authorities, as may be specified, with respect to the management and operation of any of the public utilities and public services or the activities of the State Government connected with education, water supply, roads, forests, power, sanitation, health and other welfare and development schemes to the authorities constituted or declared under the act of Nagaland Communitisation of public institutions and services Act.

*The State Government or its authorities may also issue directions to the authorities constituted or declared under this Act for implementing any specific scheme and policy that may be formulated with respect to any particular service or activities.

*The authorities so constituted or declared under this Act may also undertake any other social, cultural and educational activities not inconsistent with the provisions of this Act with due regard to the public interest and the requirement of innovative approach as well as optimum utilisation of resources.

*Wherever required and in such manner as may be specified by the State Government the assets in relation to the public utilities and public services vested in the State Government shall be transferred to the authorities constituted or declared under this Act and the same shall be managed by such authorities in such manner as may be specified by special or general order made in this behalf.

*The state government may, by special or general order, direct that the officers and employees appointed by the appropriate authorities of the State Government on regular and substantive capacities and employed in connection with the services of activities specified under this Act be placed under the control of the authorities so constituted or declared under this Act to the extent specified by the state Government in this behalf.

*The conditions of service of the officers and employees so placed shall not be varied except in accordance with any rules that may be made by the State Government in this behalf or any rules that may be made governing similar category of officers and employees at the commencement of this Act.

*The Rules and Regulations applicable to the officers and employees so placed shall continue to apply until repealed or amended.

*The salaries and allowances of the officers and employees so placed shall be borne by the State Government.

*The authorities may engage such further employees as may be considered expedient and as may be permitted by the fund available at their disposal Provided that the employees so engaged shall not be deemed to be the employees of the State Government.

*The authorities so constituted or declared under this Act, subject to the directions of the State Government as may be specified by a special or general order, shall have the power to review the appointment of any employee including work-charged employees already employed at the commencement of this Act but not appointed on regular and substantive capacity in connection with any public utiIities and public services or activities in respect of which the powers and functions had been delegated under this Act. There shall be established a fund for the authorities so constituted or declared under this Act.

*The fund so established under this act shall include the grants that may be made by the State Government in connection with the discharge of function so delegated with respect to a specific service or activity and any other fund that may be raised as may further be prescribed in this behalf.

*The fund so established under this act shall be operated subject to the special or general directions that may be issued by the State Government in this behalf.

*An appeal against the decision of the authorities constituted or declared under this Act shall lie before the appropriate authority that may be prescribed in this behalf.

*The State Government or the authorities as may be authorised in this behalf may at any time call for and examine the records relating to any order passed or proceeding taken by the authorities constituted or declared under this Act Provided that no order shall be modified, amended or reserved unless a notice has been served on the parties interested and opportunity given to them for being heard.

*An officer of the State Government, as may be authorised in this behalf, may enter upon or into and inspect or for the purpose of his own inspection, cause any other person upon or into any immovable property, or any work in progress under the orders, or any institution under the control and administration of the authorities under this Act and call for and inspect any book or document which may be, for the purpose of this Act, in the possession or under the control of the above said authorities.

*If in the opinion of the State Government, an authority is not competent to perform or persistently makes default in the performance of duties imposed on it or under this Act or exceeds or abuses its powers, the State Government may, by order, stating the reasons for so doing, declare such authority to be incompetent or in default or to have exceeded or abused its powers, as the case may be and supersede it for a period to be specified in the order or dissolve the authority and order fresh constitution or the authority or direct that any other authority shall carry out the function of such authority so superseded to the extent as may be specified in this behalf.

*The State Government may, by notification, make rules for the purpose of carrying out the provisions of this Act.

*If difficulty or doubt arises in giving effect to the provisions of this Act, the State Government may, by order published in official Gazette, make any provision, not inconsistent with the purpose of this Act as appears to it to be necessary or expedient for removing the difficulty provided that no such order shall be made after the expiry of a period of two years from the date of coming into force of this Act.

*Every order made shall, as soon as may be, after it is made, be laid before the Legislative Assembly of the State.

Decentralisation and the rural mass

One of the main problem of the rural populace in Nagaland has been that of adapting to an alien system of parliamentary democratic system. Village had always been the core of the political set up but it was merely for defense and law and order. Based on subsistence economy without the influence of materialism the people had enjoyed self sufficiency. Coupled with the demands of modernity and the lack of awareness and political consciousness the rural people had been at the mercy of their fate due to rampant corruption.
The lack of transparency in the dealings is also one factor which is adding to the problem of the various welfare schemes and develpoment programs of the government. The rural people must also be educated to take pro-active participation in the governance. They must be made to realise that they are very much a part and parcel of the Village Council's and the Village Development Boards. The Village Council is there so that the rural people can play active role in the decision making process affecting them and the Village Development board is constituted with a view to decentralise planning and development process as they know best what their needs are.
A mechanism needs to be evolved by the Government and the civil societies together because all the welfare measures and schemes are going down the drain. Much needs to be done if decentralisation is to bear productive results. Education and concentrated awareness programs are areas where investment at this stage should give the desired outcome.
AARON KIKON

Jhum cultivation or shifting cultivation

This method of traditional cultivation employed in almost all the villages is ecologically very destructive and unless an alternative and a viable method is applied there will be no forest cover left.

Naga king chilly

Naga King chilly farm

Naga King chilly the hottest chilly in the world is grown in Nagaland. It is specially cultivated in the Peren district located near Dimapur the commercial hub of Nagaland. So far it is grown traditionally but scientific method can be employed to increase the output for commercialization. It can be used for a variety of purposes like making pickle, defensive spray, smoke bomb etc therefor it has a very high commercial value.

An overview

Landless, bonded labourers or slavery has never a feature of Naga Society. Property was mostly based on Clan or Community ownership and the Nagas practiced subsistence agriculture. Shifting cultivation was the preferred mode of cultivation as such each year huge tracks of jungles were cleared and burnt for the purpose.
Each rural Naga village served as an autonomous independent unit in the absence of a cohesive centralized authority, even among a particular tribe. It was a rural based society and was not urbanized. Thus the village chief became the supreme ruler within his jurisdiction by virtue of his status but it was very democratic in nature. Decisions concerning the village was based on consensus. Each village fiercely protected its way of life therefore there was hardly any contact with the outside world to be influenced by other civilizations. This remained so till the Britishers came in the mid 19th century.
Modernization and unification of the different tribes into a single administrative unit (there are still many tribes outside the purview of the present state of Nagaland) has brought about tremendous changes and challenges in the Naga society especially in rural life. The transition to modernization and materialism has not been smooth to the rural folks and they have not been able to adapt themselves to a centralized parliamentary system of governance. In rural Naga life survival is not the issue but the challenges of integrating oneself to the needs of modernization and materialism in a parliamentary democracy is the core issue.
The rural people needs education and employment to fulfill the demands and needs of materialism and modernity. The traditional way of life has been for mere subsistence existence. It is here that a mechanism needs to be evolved to help the rural people cope with the cost of transition. The rural populace needs awareness and enlightenment regarding the concept of a welfare government with its various welfare schemes and programmes. They must understand that their pro-active participation will ensure the success of such a system.

Nagaland has 1144 recognized villages

Fruit of their labour

 Village Councils: traditional institutions in Democratic decentralization.

Every Naga village has been an autonomous independent republic with the village chief as its head to look after the affair of the village. Therefore based on this model local self governments were organized integrating the existing indigenous institution into the process of democratic decentralizations under the banner of Village Council. This Village Council’s were established in every recognized village according to the usage and customary practices of the population of the area. It consists of members, chosen by villagers in accordance with the prevailing customary practices and usages as approved by the State Government. Hereditary village chiefs shall be ex-officio members of such Councils, with voting rights. The Village Council chooses a Member as Chairman and can select and appoint a Secretary who may or may not be a member of the Council. If the Secretary is not a member of the Council he does not have voting rights. The Village Council is required to meet at least once every three months. It is the job of the village council to formulate village development schemes, to supervise proper maintenance of water supply, roads, forest, education and other welfare activities to help Government agencies in carrying out development works in the village and to take up development works on its own initiative or on request by the Government. The village council also has the power to borrow money from various sources such as the Government, Banks or financial institutions, to apply for and receive grant-in-aid, donations, subsidies from the Government or any agencies and to raise fund for utility services within the village by passing a resolution subject to the approval by the State Government. However, all monetary transactions are required to be conducted through a scheduled bank or the Nagaland State Cooperative Bank.

The Village Council also has the power to administer justice within the village limits in accordance with the customary law and usages and has full powers to deal with internal administration of the village. The Village Council is subject to the Central Superintendence of the State Government/ Deputy Commissioner / Additional Deputy Commissioner or Sub-Divisional Officer (Civil) in-charge of the Sub-Division, Extra Assistant Commissioner or Circle Officer.

A Bunyan tree at Mekokla Village

The 13th Constitutional Amendment 1962, Article 371-A provide that no Act of Parliament in respect of religious or social practices of the Nagas, Naga Customary Law and Procedure, Administration of Civil and Criminal justice involving decisions according to Naga Customary Law and ownership and transfer of land and its resources would apply to the State, without approval from the Legislative Assembly of Nagaland. There is a provision for establishment of regional Council for the Tuensang district with a Deputy Commissioner as the chairman ex-officio of the Regional Council. The Vice-Chairman is required to be elected by the Members of the Regional Council from among themselves.  There is a further provision that the Administration of the Tuensang district shall be carried on by the Governor and he shall have the discretion to arrange for equitable allocation of money between the Tuensang district and the rest of the State from the money provided by the Governor to the Government of Nagaland for the State as a whole.  No Act of Legislature of Nagaland can apply to the Tuensang district unless the Governor, on the recommendation of the Regional Council so directs.

Decentralised Planning of Nagaland

Nagaland emerged as a State, carved out of the Naga Hills districts of Assam and North Eastern Frontier Agency (NEFA) province in 1963. The State has a population of 19.80,602 lakhs with an area of 16.579 Sq. kms as per 2011 census. The population of Nagaland forms 0.16 percent of India in 2011. The State Govt. has recently created another 22 (twenty two) new Rural Development blocks which are to be functional with effect from 1st April, 2012. Now the total number of RD Block has increased from 52 to 74 Blocks. There are 1144 recognised villages with Village Development Boards (VDBs) with 2, 24,915 rural household in the State.


The density of population is 119 per sq.km. Nagaland has a Rural population of 14,06,861 which constitutes 71.03% and urban population of 5,73,741 which constitutes 28.97% of the total. Overall literacy ratio is 80.11% in 2011.


List of Rural Development Blocks in Nagaland during 2012-2013
Kohima District
1. Kohima
2. Tseminyu
3. Chiephobozou
4. Jakhama
5. Sechu-Zubza
6. Botsa
7. Chunlikha
Mokokchung District
8. Longchem
9. Changtongya
10. Mangkolemba
11. Ongpangkong (S)
12.  Kubolong
13. Ongpangkong (N)
14. Chuchuyimlang
15. Tuli
16. Tsurangkong
Tuesang District
17. Sangsanyu
18. Shamator
19. Longkhim
20. Noklak
21. Noksen
22. Chessore
23. Chare
24. Thonokyu
25. Panso
Mon District
26. Mon
27. Wakching
28. Tobu
29. Chen
30. Phomching
31. Tizit
32. Aboi
33. Angjangyang
Wokha District
34. Wokha
35. Bhandari
36. Sanis
37. Chukitong
38. Wozhuro-Ralan
39. Changpang
40. Ralan
Zunheboto District
41. Zunheboto
42. Tokiye
43. Akuluto
44. Chathashi
45. Satakha
46. Suruhoto
47. Akuhaito
48. Satoi
Phek District
49. Phek
50. Meluri
51. Sekruzu
52. Pfutsero
53. Kikruma
54. Chetheba
55. Chizami
56. Weziho
Longleng District
57. Longleng
58. Tamlu
59. Sakshi
Dimapur District
60. Medziphema
61. Dhansiripar
62. Kuhuboto
63. Niuland
64. Aghunaqa
Kiphire District
66. Kiphire
67. Sitimi
68. Pungro
69. Longmatra
70. Khonsa
Peren District
71. Peren
72. Jalukie
73. Tenning
74. Athibung.

Decentralized planning model of Nagaland

ADMINISTRATIVE SETUP OF THE DISTRICT

Decentralized planning model of Nagaland

Deputy Commissioner is the Overall in charge of the district, CEO of DRDA, ensures coordination between DRDA, VDBs, field officers & all other Departments

Additional Deputy Commissioner acts as the

District Planning Officer and is responsible for preparation, prioritization, monitoring & review of schemes. Release of LADP funds to 7 assembly constituencies

Project Director

Coordinates with district/ State Administration/ GOI

Project Officer

DDO, maintains accounts, plans, monitors & reports on schemes

Block Development Officer

Release of funds to VDBs monitors & reports on schemes

Village Chairmen & VDBs Executes all schemes in the villages & render accounts to the VDBs

VDB (Village Development Board) a unique system of decentralised planning and development

Duties of the VDB:

2. The Village Development Board, subject to such directives which the Village Council may issue

from time to time, shall exercise the powers, functions and duties of the Village Councils

enumerated in Clauses 4,6,7,8,9 of Section 13 of the Act, subject to the prior approval of the

Chairman of the Village Council.

3. The Village Development Board shall also, subject to such directives as the Village Council

may issue from time to time, formulate schemes, programmes of action for the development and

progress of the Village as a whole or groups of individuals in the Village, or for individuals in the

Village, either using the village community or other funds.

Composition:

4. (a)

all such members shall form

shall hold atleast two general body meetings, of the VDB’s during one financial year. During this

general body meetings, the concern Village Development Board Secretary who shall be designated

as Secretary of the Management Committee of the VDB, shall lay before the general body all

details regarding the VDB Schemes implemented under various programmes, money drawn, loans

issued against fixed deposits security, interest or fixed deposit drawn, manner of utilization of

interest amount and any other issues concerning the VDB’s on which the general body may like to

seek clarification.

4. (b) There shall be a Management Committee of the VDB’s which shall be entrusted with the

management of the Village Development Boards and the funds of the VDB’s, the members of the

Management Committee of the VDB shall be chosen by the Village Council concerned. The tenure

of the members of the Management Committee of the VDB shall be 3 (Three) years unless decided

otherwise by the Village Council by resolution. The members of the Management Committee of

the VDB may include members of the Village Council those persons who are not members of the

Village Council or those who are ineligible to be chosen as, or for being members of the Village

Council by virtue of the age or by virtue of tradition and custom. The minimum members of the

Management Committee of the VDB’s shall not be less than 5(Five) members and the maximum

numbers of members shall not exceed 25(Twenty-five) members. The number of Women

Members to be included in the Management Committee of the VDB should not be less than onefourth

¼ of the total number of members of the Management Committee of the VDB’s.

4 (c). Any resolution passed by the Management Committee of the VDB either for loan application,

drawl of funds etc. shall be attended by quorum of not less than 51% of the total number of the

Management Committee, otherwise such resolutions passed shall not be valid and shall be liable to

rejection by the Chariman of the VDB.

5. A member of the Management Committee of the VDB including the Secretary may be

replaced by the resolution of the Village council, for reasons to be recorded in the resolution

subject to the approval of the Chariman of the VDB, i.e., the concerned Deputy Commissioner or

the Additional Deputy Commissioner.

6. The Deputy Commissioner/Additional Deputy Commissioner shall be the ex-officio

Chariman of the VDB in their respect districts and independent sub-divisions.

7. The Member of the Management Committee shall select one among themselves as Secretary

who shall be a person who is literate having a minimum education qualification of matriculation

and above. He shall be paid a remuneration ranging from Rs.1000-Rs.3000 only per month as may

be decided by the VDB concern commensurate with their funds/resources preferably from interest

accrued from the concerned VDB fixed deposit. No Village council Chairman or Head GB or

Village Administration Head etc. shall be permitted to hold the post of the VDB Management

Chairman.

All permanent residents of a Village shall be Members of the Village Development Board andThe General Body Of The VDB’s. This general body of the VDB’s

Procedures for operating bank Account:

8. The VDB shall operate its funds under Grand in Aid Matching Cash Grant, Jawahar Rozgar

Yojona and other programmes through suitable accounts shall be operated jointly by the Chariman

and Secretary of the Management Committee of the VDB.

9. No Cheque shall be honoured unless it is accompanied by a copy of the Management

Committee’s resolution authorizing such withdrawals signed by all members present in the

particular meeting, which must be attended by not less than 51% of the total membership of the

Management Committee and there after approved by the concerned Chairman of the VDB.

Fixed Deposits:

10. No VDB shall be allowed to withdraw its Fixed Deposits since the Fixed Deposits form the

main basis for the existence of the VDB.

VDBs which withdraw their Fixed Deposits will cease to exist and hence for the will NOT be

eligible for any funds under Grant-in-Aid, Matching Cash Grant, Jawahar Rozgar Yojona and

other developmental funds from the rural Development Department.

In respect of VDBs whose term Deposits have expired, the concerned Chairman (DC’s/ADCs)

shall direct these VDBs to renew their fixed Deposits Terms for another five years.

11. The same procedure as in 9 above shall also apply if the Management committee desires to

spend out of any cash which may be in the hands of the Secretary.

Meeting:

12. The Management committee shall meet on the same date every month. The Management

committee may decide the date and shall inform the Chairman of the Management Committee and

the Chairman of the Village Council about such date.

The Members of the Management Committee shall give widest publicity about the date to their

Khel people. Such meeting shall be open to public including members of the general body. Any

change in the date shall be effective only after obtaining the consent of the Village Council and the

Management committee Chairman.

13. In addition to the monthly meetings, the Management Committee may meet more frequently if any

Member of the Management Committee gives notices to the Secretary. However, the resolutions of

the Management committee in such meetings shall not be implemented until these resolutions are

debated in the monthly public meeting.

14. Every decision or recommendation of the Village Development Board shall be in the form of

resolution passed in a regular monthly meeting by all the members present in such a meeting.

15. The monthly meetings shall be attended by the following categories of persons:- (a) Village

Development Board Management Committee. (b) Loanees (those persons who have obtained from

the VDB or against the VDB’s guarantee/recommendations). (c) Any other persons who have been

asked by the Management Committee to attend. The monthly meeting shall be presided over by a

member of the Management Committee/VDB Members for the occasion.

16. The meeting shall be in 3 parts. Firstly, the Secretary of the Management Committee will write the

past month’s account on a Black Board and invites questions with reference to the accounts and he

shall answer the questions. Secondly, each loanee may be questioned by the Management

committee Members and public. Thirdly, other issues in connection with Development will be

debated. The Secretary of the Management committee will record the issues and decisions. Any

person attending the meeting may ask questions. All questions which are not answered to the

satisfaction of the questioner shall also be recorded by the Secretary of the Management

Committee.

Intending Beneficiaries:

17. Persons desiring to obtain loans, or desiring to be included in any development schemes

formulated by the VDB, shall express such desire in monthly meeting.

18. The Management Committee shall not disburse any loan unless the loanee furnishes in writing a

promise to the Management committee to abide by declarations in his application and to attend the

monthly public meeting until he discharges his liability to the satisfaction of the Management

committee and promises to accept any penalty imposed on him by the Village Council in default of

any condition of his loan, provided that the penalty shall be utilized for discharging the liability.

Atleast one copy of such an agreement shall be kept in the VDB Chairman’s Office.

19. Any person permanently residing in the Village may apply for a loan, but such an application shall

contain atleast the following particulars:-

(a) The period in which the applicant proposed to repay the loan with interest.

(b) The amount of loan.

(c) The purpose for which such loan is sought.

20. Whenever the Management Committee passes a resolution authorizing the Secretary of the

VDB Management committee to withdraw any amount from the Bank Accounts, 3 copies of such

resolution signed by the VDB Management Committee Members present in the meeting shall be

prepared by the VDB Management Committee and he shall personally meet the Chariman with

these 3 copies.

When the Chariman receives these 3 copies, he shall examine them. If the Chariman finds nothing

wrong, he shall record his approval on all the 3 copies.

Thereafter one copy will be attached to the Cheque. The second copy will remain in the

Chairman’s office and the third copy will be brought back to the Village by the Secretary of the

Management committee to be read out in the next month’s meeting.

Secondly, if the Chariman has some doubts, but not serious, he shall record his remark on the copy

of the resolution to be kept on his office and record his approval on the other 2 copies. In such an

event, the Chariman shall send the copies of his remarks to the members of the VDB Management

Committee and the Chariman of the Village Council for their information.

Thirdly, if the Chairman has serious doubts the propriety of the resolution he may return the

resolution with his remarks for reconsideration or fix a date for an open public meeting in the

village and put the matter before the public or the General Body of the VDB for arriving at a

decision.

21. At the end of each monthly public meeting the Secretary of the Management Committee shall

write a letter to the Chairman of the VDB showing:-

(a) Names of Village Development Board Members absent.

(b) Names of Loanees absent.

22. The Secretary of the Management Committee shall maintain the following records which may

be inspected by any member of the village in monthly public meeting:-

(a) Register showing a record of meetings held. It will show the time and date and place and

names of members and Loanees present and absent. It will show questions not answered by the

Secretary of the Management Committee or loanees to the satisfaction of the questioner.

(b) A file of Money expenditure resolution.

(c) A cash register showing transaction of savings and current accounts and cash drawls made

under Grant-in-Aid, JRY and other developmental programmes of the VDB.

(d) A separate register for Schemes selected under Grant-in-Aid JRY etc and details of money as

well as disbursals under the above mentioned programmes.

(e) Secretary of the Management committee shall check his record against the records kept in the

Chairman’s office every 3 months.

(f) Secretary of the Management Committee shall keep a file for vouchers providing money

transactions (payments & receipts).

(g) Secretary of the Management committee shall keep a file letters to and from the Chariman.

(h) Secretary shall keep a file for other letters.

23. Letters of Village Development Board addressed to every authority the village shall be in 3

copies. 1copy will be sent to the Chariman of the VDB for information. 1 copy will be kept in

Management Committee’s record and 1 copy will be sent to the addressee.

Audit and Accounts:

24. The Village Council may cause the VDB’s to be audited at such times as it may decide. The

deputy Commissioner will render necessary assistance in auditing the accounts.

25. The Management Committee of the VDB shall place before the Village Council Annual

Account before 30

th April every year covering the period from 1st April of the previous year to 31st

March of the current year. In addition, the Management Committee shall also place before the

general body of the VDB annual accounts of all amounts received under Grant-in-Aid, JRY

matching cash grant and other developmental programmes as well as drawls of money made by the

Secretary of the Management Committee, the matter of utilization of the amounts drawn, the

position of repayment of loans taken by individuals or community as a whole etc., atleast twice a

year. The Secretary of the Management Committee shall record any major decisions taken by the

general body of the VDB during the course of the annual meeting which must be authenticated by

the concerned Village Council Chairman. A copy of this may be sent to the Chairman of the VDB

for information and necessary action.

Disputes and Interpretation:

26. All disputes, except those in which the lending institution is a party, arising out of the VDB

Management Committee working and decisions shall be settled first by the Village Council.

27. On any disputes as to the interpretation of these rules, the Deputy Commissioner’s/Additional

Deputy Commissioner’s decision thereon shall, be final subject to the approval of the Government.