An Unparalleled Brilliant Practical Academician : CEC Director KS Gopal IS NO MORE

 An Unparalleled Brilliant Practical Academician

 CEC Director KS Gopal IS NO MORE

Vanam Jwala Narasimha Rao (May 17, 2026)

            During the 1990s, while serving as a faculty member at the Dr. MCR HRD Institute, I was tasked with planning a training program on the ‘Role of NGOs in Rural Development.’ The singular, exceptional expert who immediately came to my mind, and whom numerous professional colleagues strongly recommended, was KS Gopal. By then, he was already steering the Hyderabad-based Centre for Environment Concerns (CEC). Established in 1984 by a visionary group of academics and activists, the CEC was dedicated to pioneering innovations, fresh ideas, and ‘Next’ practices in the development sector. The broad areas of operations they contemplated encompassed poverty alleviation, rural development, environmental sustainability, and inclusive markets to enhance livelihoods.

Through these pillars, they aimed to regenerate natural resources in rain-fed, agriculturally backward dryland areas. The process they envisaged was driven by multi-disciplinary action research, field-level pilots, and a strategic mix of policy and practice advocacy. It was against this dynamic backdrop that Gopal joined the CEC as its Director in 1993. Since joining, he spearheaded initiatives in participatory forest development, foreign funding research in Andhra Pradesh, and local cereal-based community grain banks. His vast portfolio included environmental hotspots, civil society advocacy, soil enrichment, organic agriculture, and chemical-free forestry pest management. Additionally, he worked extensively on the optimum utilization of River Godavari waters.

Gopal was exceptionally energetic when he first visited MCR HRD. Though he was 74 at the time of his passing, that vibrant energy remained undiminished until about six months ago. His initial visit marked the beginning of our active, lifelong friendship. He was always the life of small gatherings with like-minded friends. He thoroughly enjoyed a social drink and a cigarette, generously sharing those joyful, unreserved moments with his closest companions. KS Gopal left an indelible mark on everyone he touched, and his profound influence will stay with his friends and me forever.

Upon hearing the news of his passing from a mutual friend, I visited his residence to offer condolences to Mrs Gopal, a family friend, before paying my final respects at the Amberpet Crematorium. Our bond was deeply academic. We shared ideas. I provided assistance whenever needed to help sustain his lasting impetus. Whenever we met, whether at Dr Utla Balaji’s house, my flat, Dr AP Ranga Rao’s residence (later Dr Bharat’s), or Sashi’s home, our discussions were invariably intense yet stimulating. They ranged broadly from politics to development, driven by his passion.

We shared an intellectual ‘Common Ground,’ where Gopal was the undisputed leader. However, the ‘Actual Physical Ground’ he chose for his groundbreaking ‘System of Water for Agriculture Rejuvenation (SWAR)’ irrigation experiment was my son's 1000-square-yard mini-farm near the Chilkoor Balaji Temple, about 30 kilometres from Hyderabad. Gopal’s primary focus was always irrigation water efficiency, which he firmly believed was structurally linked to soil and plant root health.

The core concept was delivering water directly to the root zone with minimal waste. As a first-of-its-kind system, SWAR provided measured moisture to the roots, cutting water use by 50% compared to standard drip irrigation for horticulture and agro-forestry crops. He advocated for precise moisture delivery tailored to different soils and crop cycles. When he casually mentioned this seven years ago, I offered my son’s farm. Gopal self-funded the entire project, covering all installation and fertilizer expenses.

While working with Telangana's first Chief Minister, K Chandrashekhar Rao, Gopal met me in July 2019 to discuss a CEC study on the effective use of water for the state's booming agriculture. This coincided with KCR's massive re-engineering of irrigation projects to ensure state-wide water supply. Gopal's insights directly complemented the government's plans to establish specialized crop colonies for efficient, high-quality agricultural service delivery.

 In that context, Gopal presented a distinctive proposal: the Kharif season should focus on pulses, coarse cereals, millets, and fodder, boosting productivity through quality seeds, protective irrigation, and sustainable farming practices. Conversely, during Rabi, canal-fed flood irrigation could support crops like paddy, wheat, and cotton. Additionally, he strongly advocated for agro-forestry to simultaneously enhance farmer incomes and restore local ecology.

In June 2020, aligning with CM KCR’s initiatives, Gopal proposed the framework of ‘Right Interventions for Regulatory Farming.’ This concept emerged against the backdrop of 24/7 quality power supply, unprecedented paddy harvests, and landmark agricultural welfare schemes like Rythu Bandhu and Rythu Bima. During this period, Chief Minister KCR also suggested strategically converging MGNREGS with core farming operations to directly support landowners while simultaneously securing employment for agricultural labour.

Gopal, who contributed significantly to the evolution of MGNREGS, analysed that the Indian agricultural ecosystem was undergoing deep, structural shifts. These changes spanned procurement models, crop diversification, urban dietary demands, mechanization, and modern supply chains. In this rapidly evolving landscape, he focused on how to social-engineer and unleash human creativity toward building a more equitable rural economy. For him, the pathways and opportunities were always plenty.

Gopal also shared an insightful perspective regarding the Research and Innovation Circle Hyderabad (RICH). He envisioned RICH, designed to take lab research from Telangana’s top scientific institutions to the market, as a potent force multiplier. For him, this ecosystem could empower a vast number of young people to secure meaningful livelihoods while remaining deeply connected, with their feet and hearts, to the soil.

The strategic suggestions made by Gopal, which we so deeply debated, did not remain confined to our private conversations. Beyond bringing his visionary ideas directly to the notice of Chief Minister KCR, who sincerely responded with a highly positive, considerate, and accommodating approach, I also documented them from time to time, extensively in detailed articles published across mainstream platforms to ensure they reached a wider audience.

When major agricultural reforms, including the ‘One Nation, One Market’ framework, amendments to the Essential Commodities Act, contract farming, and public-private partnerships for storage infrastructure were proposed in July 2020 under the Atmanirbhar Bharat initiative, Gopal observed that the sector was on the cusp of a structural shift. In our conversations, he noted that traditional peasantry farming was rapidly giving way to corporate agri-business.

He opined that farmers could no longer rely indefinitely on the Minimum Support Price (MSP) or assured government procurement. Instead, the sector would transition into an era of customized production, dynamic price discovery, and nationally integrated markets dominated by large corporations, food chains, and exporters. Generic commodities would transform into branded ‘Farm-to-Fork’ products, with urban middle-class demand dictating supply chains, crop choices, and pricing.

Gopal warned that this transformation would be aggressively driven by big players with deep pockets, smart Information and Communications Technology systems, and remote management tools. He remarked that whoever commands the marketplace will ultimately dictate the future of our rural economy. Drawing from global patterns, he cautioned that a handful of mega-corporations often end up controlling the entire value chain, squeezing farmers, intermediaries, and consumers alike. ‘Markets are brutal, fierce battlegrounds,’ Gopal often said. ‘Their architecture decides who thrives, who benefits, and who is ultimately subjugated or decimated.’ To illustrate this grim reality, he shared a striking real-life story he had personally encountered.

In the academic and corporate realms, Gopal was a highly qualified management specialist, holding an MBA and a Diploma in International Trade. He shared his vast practical knowledge as a faculty member at ASCI and a ‘Scholar-in-Residence’ at TISS, eventually delivering guest lectures at world-renowned institutions like Oxford and York. Gopal served on the EPTRI Governing Council and NIRD Research Council. He founded the IDL Rural Development Trust, co-founded the Deccan Development Society (DDS), and promoted communal harmony in Hyderabad. His pioneering SWAR irrigation framework won international accolades, including from UNESCO, leading to his frequent participation in high-level forums convened by the World Bank, UN, UNEP, and FAO.

Gopal’s loss leaves a deep void. His revolutionary practical ideas nurture our soil.

May His Soul Rest in Peace.

ప్ర‌ధాని తొమ్మిది సూత్రాల వెనుక ప‌టిష్ట వ్యూహం : వనం జ్వాలా నరసింహారావు

 ప్ర‌ధాని తొమ్మిది సూత్రాల వెనుక ప‌టిష్ట వ్యూహం

వనం జ్వాలా నరసింహారావు

ప్రజాతంత్ర దినపత్రిక (మే నెల 17, 2026)

‘వర్క్ ఫ్రమ్ హోమ్, డిజిటల్ లావాదేవీలు, ఇంధన పొదుపుపై దృష్టి పెట్టడం అనేది ప్రత్యేకంగా హైదరాబాద్ మరియు సైబరాబాద్‌లోని సాంకేతిక పరిజ్ఞానం గల పట్టణ వోటర్లను లక్ష్యంగా చేసుకున్న‌ద‌న‌డంలో ఎంత‌మాత్రం సందేహం లేదు.  భవిష్యత్తులో జరగబోయే స్థానిక సంస్థలు,అసెంబ్లీ ఎన్నికలకు ముందు పట్టణ వోటు బ్యాంకును పటిష్టం చేసుకోవడానికి ఇది ఒక వ్యూహాత్మక మలుపు.’ -సంపాదకుడి క్లుప్త వ్యాఖ్య

2026, మే 10న, ప్రధానమంత్రి నరేంద్ర మోదీ హైదరాబాద్‌లోని పరేడ్ గ్రౌండ్స్‌లో భారీ జనసమూహాన్ని ఉద్దేశించి ప్రసంగించారు. పార్టీ ఏర్పాటు చేసిన భారీ బ‌హిరంగ‌స‌భ‌లో ఆయ‌న రాజ‌కీయంగా విప‌క్షాలపై విమ‌ర్శ‌నాస్త్రాల‌ను సంధించ‌డానికి భిన్నంగా ఆర్థిక దేశ‌భ‌క్తిని బోధించ‌డం విశేషం. ముఖ్యంగా ప్రపంచ సంక్షోభం మధ్య జాతీయ ఆర్థిక వ్యవస్థను పరిరక్షించేందుకు ఉద్దేశించిన ‘తొమ్మిది నిర్దిష్ట సూత్రాల’ ద్వారా ఆర్థిక దేశభక్తికి పిలుపునివ్వడం  అంద‌రినీ ఆశ్చ‌ర్య‌ప‌ర‌చింది. దేశభక్తి అంటే కేవలం సరిహద్దులో ప్రాణాలను త్యాగం చేయడానికి సిద్ధపడటం మాత్రమే కాదు, మన దైనందిన జీవితంలో బాధ్యతాయుతంగా జీవిస్తూ, దేశం పట్ల మన విధులను నెరవేర్చడం’ అని ప్రధాని పేర్కొన్నారు.

ప్రస్తుత సంక్షోభం కేవలం ప్రభుత్వ సవాలు మాత్రమే కాదని, ఇది జాతీయ స్వభావానికి ఒక పరీక్ష అని అన్నారు. తన ప్రసంగంలో, ఆయన తెలంగాణ ముఖ్యమంత్రి రేవంత్ రెడ్డితో అంతకుముందు జరిగిన స్నేహపూర్వక అధికారిక కార్యక్రమానికి, ఆ తర్వాత జరిగిన రాజకీయ ఉద్రిక్త ర్యాలీకి మధ్య వారధిగా నిలిచారు. అంతకుముందు జరిగిన కార్యక్రమంలో, మోదీ రేవంత్ రెడ్డితో ‘ఆప్ మేరే సే హి జూడో’ అంటూ, తనతో చేరడమే మంచిదని పేర్కొన‌డం చ‌మ‌త్కార‌మా, రాజ‌కీయమా? అన్న అంశంపై మీడియాలో పెద్ద ఎత్తున చ‌ర్చ‌లు జ‌రిగాయి. ఇది ‘సహకార సమాఖ్యవాదం’ అనే స్ఫూర్తిని ర‌గిలించే వ్యాఖ్య‌గా కూడా ప‌రిగ‌ణించ‌వ‌చ్చు. ‘ఆర్థిక దేశభక్తి’  ద్వారా  ప్రపంచ ఆర్థిక సవాళ్లను పరిష్కరించవ‌చ్చ‌నే అర్థం కూడా ఇందులో ఉండవ‌చ్చు.

విదేశీ మారక నిల్వల నిర్వహ‌ణ‌లో, దిగుమ‌తుల‌పై ఆధార‌ప‌డ‌టం త‌గ్గించ‌డానికి ఆయ‌న పౌరుల‌కు తొమ్మిది సూత్రాల‌ను ప్ర‌తిపాదించారు.   మోదీ వివరించిన ఈ సూత్రాలు భారతదేశ సంక్షోభ నిర్వహణలో ఇప్ప‌టివ‌ర‌కు అనుస‌రిస్తూ వ‌స్తున్న సంప్ర‌దాయిక విధానంలో ఒక‌ ముఖ్యమైన మార్పును సూచిస్తున్నాయి. గత ప్రధానమంత్రులు సాధారణంగా ప్రభుత్వ కేంద్రీకృత పొదుపు చర్యలు లేదా అత్యవసర సమీకరణ ద్వారా సంక్షోభాలను నిర్వహించగా, హైదరాబాద్ ప్రసంగం ‘ఆర్థిక రక్షణ’ను ప్రపంచ సంక్షోభాన్ని నివారించడానికి భారతీయులు అనుస‌రించే ‘పౌర సత్యాగ్రహం’గా పేర్కొంది.

ఈ తొమ్మిది సూత్రాలలో ప్రతిదానికి దాని స్వంత ఆవశ్యకత, అంతర్లీన అంతరార్థం ఉన్నాయి. ‘ఇంధన పొదుపు’లో భాగంగా వ్యక్తిగత వాహనాల వాడకాన్ని తగ్గించడానికి ప్రజా రవాణా, కార్‌పూలింగ్, మెట్రోలను ఉపయోగించడం, తద్వారా భారీ చమురు దిగుమతి బిల్లును తగ్గించడం వంటివి ఉన్నాయి. ఈ చర్య కరెంట్ ఖాతా లోటును, ద్రవ్యోల్బణాన్ని తగ్గించ‌డానికి దోహ‌దం చేస్తుంది. ఏడాది పాటు  ‘బంగారం కొనుగోళ్లను తగ్గించడం’ అనేది అనవసరమైన బంగారం కొనుగోళ్లను నివారించడాన్ని లక్ష్యంగా పెట్టుకుంది. నిజానికి బంగారం కొనుగోళ్లు విదేశీ మారక ద్రవ్యంపై భారీ భారాన్ని మోపుతాయి. దీనికి తోడు ప్రపంచ అస్థిరత నేప‌థ్యంలో  రూపాయిని స్థిరీకరించడం ఇందులో దాగివున్న అంత‌రార్థం.
‘విదేశీ పర్యటనలను వాయిదా వేయండి’ అంటే విదేశీ విహారయాత్రలను, డెస్టినేషన్ వెడ్డింగ్‌లను ఒక సంవత్సరం పాటు వాయిదా వేయడం. దీని ముఖ్య ఉద్దేశ్యం మూలధనాన్ని దేశీయ ఆర్థిక వ్యవస్థలోనే ఉంచడం. త‌ద్వారా స్థానిక పర్యాటక, ఆతిథ్య రంగాలను ప్రోత్సహించడం.

‘వర్క్ ఫ్రమ్ హోమ్’ అనే విధానం, ఇంధనాన్ని, శక్తిని ఆదా చేయడానికి కోవిడ్ కాలం నాటి వర్చువల్ సమావేశాల పద్ధతిని మ‌ళ్లీ అమ‌ల్లోకి తెస్తోంది.  దీని ముఖ్య ఉద్దేశ్యం త‌క్ష‌ణం ఇంధ‌న‌ వినియోగాన్ని తక్షణమే తగ్గించడం. ఫ‌లితంగా  శిలాజ ఇంధ‌న వినియోగం త‌గ్గుద‌ల‌తో పాటు, పట్టణ ట్రాఫిక్ కు ఉప‌శ‌మ‌నం క‌ల‌గ‌డం క‌లిగే మ‌రో ప్ర‌యోజ‌నం. తరువాతది ‘స్థానిక ఉత్పత్తులకు ప్రాధాన్యత’ ఇవ్వడం, అంటే ‘మేడ్ ఇన్ ఇండియా’ నిత్యావసర వస్తువులకు ప్రాధాన్యత ఇవ్వడం. దీని ముఖ్య ఉద్దేశ్యం ఎంఎస్ఎంఈలను, బలోపేతం చేయడం. దీని పర్యవసానం ఉద్యోగ కల్పన, తయారీ రంగ వృద్ధి. ‘వంట నూనె వాడకాన్ని తగ్గించడం’ అంటే గృహ స్థాయిలో వంట నూనె వినియోగాన్ని తగ్గించడం. దీని ముఖ్య ఉద్దేశం పామాయిల్, పొద్దుతిరుగుడు నూనెలపై అధిక దిగుమతి ఆధారపడటాన్ని తగ్గించడం. దీని పర్యవసానం ప్రజారోగ్యాన్ని మెరుగుపరచడం, దిగుమతి ఖర్చులను తగ్గించడం.

రైతులను కూడా ‘రసాయన ఎరువుల వాడకాన్ని సగానికి తగ్గించి’, సహజ వ్యవసాయానికి మారాలని పిలుపునిచ్చారు. దీనివల్ల నేల ఆరోగ్యం మెరుగుపడుతుంది, ఎరువుల సబ్సిడీలు తగ్గుతాయి, సుస్థిర వ్యవసాయం సాధ్యమవ‌డంతోపాటు, గణనీయమైన ఆర్థిక పొదుపు జరుగుతుంది. ఎనిమిదవ నియమం ‘సౌర విద్యుత్ స‌హాయంతో నీటిపారుదల’. డీజిల్ మీద ఆధారపడిన పంపులకు బదులుగా సౌరశక్తితో నడిచే పంపులను ఉపయోగించడం దీని ముఖ్య ఉద్దేశం. వ్యవసాయంలో కార్బన్ ఉద్గారాలను తగ్గించడం, డీజిల్ ఖర్చులను తగ్గించడం దీని ప్రధాన లక్ష్యం. ఫ‌లితంగా గ్రామీణ ప్రాంతాలకు ఇంధన స్వాతంత్య్రం ల‌భిస్తుంది. చివరగా, పారదర్శకతను నిర్ధారించడానికి నగదు రహిత ఆర్థిక వ్యవస్థ దిశగా ‘డిజిటల్ లావాదేవీలు’ దోహ‌దం చేస్తాయి. ఆర్థిక వ్యవస్థను అధికారికం చేయడం దీని ప్రధాన లక్ష్యం. సమర్థవంతమైన పన్ను వసూలు మరియు ఆర్థిక సమ్మిళితం సాధ్యం కాగ‌ల‌దు.

ఈ నియమాలను క్షేత్రస్థాయి ప్రచారంగా ఉపయోగించుకోవాలని బీజేపీ లక్ష్యంగా పెట్టుకుంది. ప్రతి ఇంటినీ భాగస్వామిగా చేయడం ద్వారా, ఉమ్మడి బాధ్యత అనే భావనను నిర్మించాలని బీజేపీ ప్రయత్నిస్తోంది. దీనిని ప్రతిపక్ష పార్టీలు విమ‌ర్శించ‌కుండా ఉండలేవు. ఇది స‌హ‌జం కూడా. కేవలం వోట్లు అడగకుండా సహకారం కోరడం ద్వారా, ప్రధాని తన సూత్రాల‌ను ‘రాజకీయ ఆదేశం’గా కాకుండా ‘జాతీయ కర్తవ్యం’గా పేర్కొన‌డం గ‌మ‌నార్హం. ఆవిధంగా ప్ర‌ధాని ఒకప్పుడు బీఆర్ఎస్, ఇప్పుడు కాంగ్రెస్ పాలించిన ప్రజలతో ఉన్న అంతరాన్ని తగ్గించడానికి ప్రయత్నించారు.

     ‘పశ్చిమ ఆసియా సంఘర్షణ, ప్రపంచ సరఫరా శృంఖ‌లాలకు అంతరాయాలు కొన‌సాగుతున్న‌ నేపథ్యంలో ప్ర‌ధాని ప్రసంగం కొన‌సాగింది. ఈ అంత‌రాయాలు ప్రధాని భారతదేశ ఆర్థిక స్థిరత్వానికి ప్రత్యక్ష ముప్పుగా ఆయ‌న పేర్కొన్నారు. బీజేపీయేతర తెలంగాణ రాష్ట్రంలోని కీలక కేంద్రమైన హైదరాబాద్‌ను వ్యూహాత్మకంగా ఎంచుకోవడం, ‘’పార్టీ నాయకుడి’’ కన్నా ‘’జాతీయ నాయకుడి’’ ఇమేజ్‌ను ప్రదర్శించడానికి ఉద్దేశపూర్వకంగా చేసిందేన‌ని స్పష్టమవుతోంది. పశ్చిమ బెంగాల్ తర్వాత తెలంగాణను తమ తదుపరి ప్రధాన వృద్ధి కేంద్రంగా బీజేపీ భావిస్తోందన‌డానికి ఇది సంకేతం..”  

పశ్చిమ ఆసియా సంఘర్షణ, ప్రపంచ సరఫరా శృంఖ‌లాలకు అంతరాయాలు కొన‌సాగుతున్న‌ నేపథ్యంలో ప్ర‌ధాని ప్రసంగం కొన‌సాగింది. ఈ అంత‌రాయాలు ప్రధాని భారతదేశ ఆర్థిక స్థిరత్వానికి ప్రత్యక్ష ముప్పుగా ఆయ‌న పేర్కొన్నారు. బీజేపీయేతర తెలంగాణ రాష్ట్రంలోని కీలక కేంద్రమైన హైదరాబాద్‌ను వ్యూహాత్మకంగా ఎంచుకోవడం, ‘పార్టీ నాయకుడి’ కన్నా ‘జాతీయ నాయకుడి’ ఇమేజ్‌ను ప్రదర్శించడానికి ఉద్దేశపూర్వకంగా చేసిందేన‌ని స్పష్టమవుతోంది. పశ్చిమ బెంగాల్ తర్వాత తెలంగాణను తమ తదుపరి ప్రధాన వృద్ధి కేంద్రంగా బీజేపీ భావిస్తోందన‌డానికి ఇది సంకేతం.

ఈ సూత్రాల‌ను అనుస‌రించ‌డం ఆధునిక దేశభక్తిగా ప్రధాని  అభివర్ణించారు. సరిహద్దులో ప్రాణాలు అర్పించమని అడగడానికి బదులుగా, బాధ్యతాయుతంగా జీవించాలని ఆయన కోరారు. వ్యక్తిగత అలవాట్లను దేశ బ‌లోపేతానికి నేరుగా ముడిపెట్టి ప్రజల ఆమోదం పొందేలా ఈ విధానాన్ని రూపొందించ‌డం గ‌మ‌నార్హం. ఇదే పర్యటనలో ప్రారంభించిన ముఖ్యమైన ప్రాజెక్టులతో సహా, ప్రభుత్వం చేపట్టిన మౌలిక సదుపాయాల కల్పన కార్యక్రమాలకు ప్రధాని ఈ వ్యక్తిగత సూచ‌న‌ల‌ను వ్యూహాత్మకంగా అనుసంధానించారు.

ప్రకటించిన తొమ్మిది సూత్రాలకు హైదరాబాద్‌ను ఎంచుకోవడం, మరో కార్యక్రమంలో ముఖ్యమంత్రి రేవంత్ రెడ్డి వేదికపై ఉండటం వంటివి ప్రసంగానికి ‘పోటీ సమాఖ్యవాదం’ అనే కోణాన్ని జోడించాయి. కాంగ్రెస్ ముఖ్యమంత్రితో మర్యాదపూర్వకంగా పలకరించుకోవడం ద్వారా, ప్రధానమంత్రి ‘జాతీయ ప్రయోజనాలే ప్రథమం’ అనే వాతావరణాన్ని నెలకొల్పారు. దీనివల్ల, పార్టీ సమావేశంలో ఆయన చేసిన ‘తొమ్మిది సూత్రాలు’ అనే పిలుపు కేవలం ఒక పార్టీ నాయకుడి వాక్చాతుర్యంలా కాకుండా, దేశానికి ఒక రాజనీతిజ్ఞుడి సలహాగా కనిపించింది.

బీజేపీయేతర రాష్ట్రంలో ఈ సందేశాన్ని ఇవ్వడం ఆయన నాయకత్వ శైలిని ప్రజాస్వామ్యీకరించడానికి ఉపయోగపడుతుంది. ప్రతిపక్ష ప్రాబల్యం ఉన్న ప్రాంతంలో కూడా ఆయన భారీ అనుచరగణాన్ని సమీకరించగలరని, జాతీయ అజెండాను నిర్దేశించగలరని ఇది నిరూపిస్తున్న‌ది. ఈ తొమ్మిది సూత్రాలను ఒక సామాజిక ఉద్యమంగా మార్చడమే బీజేపీ వ్యూహంలో ప్రధానంగా ఇమిడి ఉంది. ఈ సూత్రాల పురోగతిని పర్యవేక్షించడానికి ప్రధానమంత్రి  ‘మైగవ్‘ వంటి వేదికలను ఉపయోగించుకోవచ్చు. ‘వోకల్ ఫర్ లోకల్’ సూత్రం పరిసర ప్రాంతాలలో తక్షణ ఉద్యోగ కల్పనకు దారితీయవచ్చు.

వంట నూనె వాడకం తగ్గించడం వంటి ఆరోగ్య ప్రయోజనాలు, ఇంటి నుంచే పని చేయడం వంటి సౌకర్యాలపై దృష్టి సారించడం ద్వారా, ప్రధానమంత్రి క్రమశిక్షణను ఒక విధించిన భారంలా కాకుండా వ్యక్తిగత లాభంగా చిత్రీకరించారు. అంతిమంగా, గత ప్రధానమంత్రులు సంక్షోభాన్ని తట్టుకుని నిలబడమని దేశాన్ని కోరగా, హైదరాబాద్ ప్రసంగం మాత్రం భారత వినియోగ విధానాన్ని మౌలికంగా మార్చడం ద్వారా, సంక్షోభం నుంచి నూతన ఆవిష్కరణలతో బయటపడాలని దేశాన్ని కోరుతోంది.

ప్రధానమంత్రి నరేంద్ర మోదీ హైదరాబాద్ ప్రసంగం వెనుక ఉన్న రాజకీయ వ్యూహం ‘సహకార ఘర్షణ’కు ఒక చక్కటి ఉదాహరణ. బీజేపీయేతర కంచుకోటలో, జాతీయ క్రమశిక్షణ కోసం ఒక రాజనీతిజ్ఞుడిలాంటి విజ్ఞప్తిని, పదునైన రాజకీయ సందేశంతో మేళవించడం ద్వారా, తక్షణ, దీర్ఘకాలిక ప్రయోజనాలు చేకూరేలా దీనిని రూపొందించారు. ‘తెలంగాణలో సంభావ్య రాజకీయ లాభాలను’ కొట్టిపారేయలేం. బలమైన మూడవ శక్తిగా ఉన్న బీజేపీ ఈ స్థాయి నుంచి కాంగ్రెస్‌కు ప్రధాన ప్రత్యర్థిగా మారాలని లక్ష్యంగా పెట్టుకుంద‌న‌డంలో ఎంత‌మాత్రం సందేహం లేదు.

హైదరాబాద్‌లో తొమ్మిది సూత్రాల‌ను ప్రవేశపెట్టడం ద్వారా, బీజేపీ తనను తాను కేవలం ఒక రాజకీయ పార్టీగా మాత్రమే కాకుండా, ఒక జీవనశైలి పాలనా ప్రత్యామ్నాయంగా నిలబెట్టుకుంటోంది. జాతీయ స్థిరత్వానికి వ్యతిరేకంగా ఉన్నట్లు కనిపించకుండా స్థానిక నాయకులు సులభంగా తిరస్కరించలేని ఒక జాతీయ అజెండాను నిర్దేశించడం ద్వారా ఇది కాంగ్రెస్ నేతృత్వంలోని రాష్ట్ర ప్రభుత్వానికి సవాలు విసురుతోంది. ఉదాహరణకు, ముఖ్యమంత్రి రేవంత్ రెడ్డితో ప్రధానమంత్రి జరిపిన చమత్కార సంభాషణలో, గుజరాత్ తరహా ప్రతిపాదన అనేది, రాజకీయ పొత్తు ఉంటే తెలంగాణకు మద్దతు ఇవ్వడానికి కేంద్రం సిద్ధంగా ఉందని చూపించడానికి వేసిన ఒక వ్యూహాత్మక ఎత్తుగడ. ఇది బీఆర్ఎస్, కాంగ్రెస్ పార్టీలు తరచుగా ఉపయోగించే ప్రాంతీయ అహంభావ వాదనను బలహీనపరుస్తుంది.

వర్క్ ఫ్రమ్ హోమ్, డిజిటల్ లావాదేవీలు, ఇంధన పొదుపుపై దృష్టి పెట్టడం అనేది ప్రత్యేకంగా హైదరాబాద్, సైబరాబాద్‌లలోని సాంకేతిక పరిజ్ఞానం గల పట్టణ వోటర్లను లక్ష్యంగా చేసుకున్న‌ద‌న‌డంలో ఎంత‌మాత్రం సందేహం లేదు.  భవిష్యత్తులో జరగబోయే స్థానిక సంస్థలు,అసెంబ్లీ ఎన్నికలకు ముందు పట్టణ వోటు బ్యాంకును పటిష్టం చేసుకోవడానికి ఇది ఒక వ్యూహాత్మక మలుపు. ‘దేశభక్తికి ఒక కొత్త నిర్వచనం’ స్పష్టంగా కనిపిస్తోంది. సరిహద్దు సైన్యాన్ని వంటగదికి, ఆర్థిక వ్యవస్థకు దగ్గరగా తీసుకురావడం ద్వారా బీజేపీ జాతీయవాద నిర్వచనాన్ని విజయవంతంగా అనుసంధానిస్తోంది. ఇది ప్రత్యక్ష భద్రతా ముప్పు లేనప్పటికీ, పార్టీ తన మద్దతుదారులను ఉత్తేజపరుస్తూ, దేశభక్తి నినాదాన్ని గట్టిగా వినిపించడానికి వీలు కల్పిస్తుంది.

ఇప్పుడు స్వచ్ఛంద సంయమనాన్ని కోరడం ద్వారా, ప్రభుత్వం ఒక రాజకీయ భద్రతా వలయాన్ని నిర్మిస్తున్న‌ది. పశ్చిమ ఆసియా సంక్షోభం వంటి ప్రపంచ సంఘర్షణలు భవిష్యత్తులో ద్రవ్యోల్బణానికి దారితీస్తే, విధాన వైఫల్యాన్ని నిందించే బదులు, దేశాన్నిముందుగానే  హెచ్చ‌రించామ‌ని బీజేపీ వాదించగలదు. రాజకీయ పండితులు ఈ తొమ్మిది సూత్రాలను ‘భవిష్యత్ పౌర ప్రణాళిక’గా భావిస్తున్నారు. ఇది భారతదేశ ప్రపంచ ఆర్థిక స్థానం కోసం దీర్ఘకాలిక దృష్టి ఉన్న ఏకైక పార్టీగా బీజేపీపై ముద్ర వేస్తుంది.

జాతీయ రక్షణకు వంటగది కొత్త సరిహద్దు.

Poultry Legend Ponnala Lakshmaiah in the forefront of Development Initiatives : Vanam Jwala Narasimha Rao

 Poultry Legend Ponnala Lakshmaiah

In the forefront of Development Initiatives

Vanam Jwala Narasimha Rao

The Hans India (May 16, 2026)

{Water remained central to his vision for transformation. He became actively involved in movements improving irrigation access. His participation in initiatives like the ‘Godavari Jala Sadhana Samithi’ reflected a sustained effort in addressing regional inequities. Additionally, he supported localized interventions, including watershed development, check dam construction, and water body restoration. These measures enhanced groundwater levels, improved agricultural prospects, and ensured environmental sustainability demonstrating his commitment}-Editor’s synoptic note

Former Minister and TPCC (I) first President Ponnala Lakshmaiah, who at the age of 82+ years, while in conversation, honestly demonstrates his inimitable memory, precision, flexibility, expressivity, and comprehension, so meticulously, that the listeners turn simply spell bound. Every time a meeting with him would become an enthralling ‘Learning Experience.’ Despite knowing Ponnala for over two decades, and more closely recently, many of his multi-faceted avocations and contacts, such as, with Professor Jayashankar Sir, Professor Janardhan Rao, PV Narasimha Rao, Manmohan Singh, extensive knowledge on Telangana irrigation projects, and especially he being one among the very few who were part of ‘The first Call for Separate Telangana State’ few years ahead of others, are less known to me. He narrates them with discipline.

Ponnala’s life reflects a steady journey from rural deprivation to purposeful public service. Born in drought-prone Quilashapur, he grew up amidst agrarian hardship, where water scarcity defined existence. His steady rise through education and professional achievement demonstrates the transformative power of perseverance when supported by mentors and determination. Ponnala is a ‘Person with Difference.’ Lakshmaiah pursued higher education with distinction and moved to the USA for higher studies, excelling in a rewarding engineering role within aerospace research. He returned to India, leaving a prosperous career abroad, after nearly a decade.  

His return was not an act of renunciation, but a deliberate step toward catalyzing social and economic development, particularly for rural communities similar to the one that shaped his own resilient and determined character. This decision marked a pivotal turning point. Recognizing agricultural limitations in drought-affected regions, he sought alternative avenues for sustainable livelihoods.  Offering low investment and reliable income for rural households, Ponnala initially promoted poultry farming.

This generated significant employment and strengthened the poultry sector, eventually earning him recognition as a leading industry contributor. His pioneering efforts in this field earned him the ‘Poultry Legend of India’ distinction, marking him as a leader who consistently prioritized grassroots economic empowerment. His work illustrated a practical approach to rural development, identifying locally viable solutions that delivered consistent economic benefits. He also promoted dairy development as a complementary rural enterprise and helped increase milk production and create additional income for farmers.

Water remained central to his vision for transformation. Lakshmaiah became actively involved in movements improving irrigation access. His participation in initiatives like the ‘Godavari Jala Sadhana Samithi’ reflected a sustained effort addressing regional inequities. Additionally, he supported localized interventions, including watershed development, check dam construction, and water body restoration. These measures enhanced groundwater levels, improved agricultural prospects, and ensured environmental sustainability demonstrating his commitment.

As Minister for Irrigation, during Dr YS Rajasekhara Reddy’s tenure as CM, he played a crucial role advancing large-scale water infrastructure projects, contributing to the conceptualization and execution of initiatives that expanded irrigation coverage statewide, thereby fulfilling a lifelong mission to bring sustainable water solutions to drought-prone regions. Most notable, recalls Ponnala always, was that, the ‘Jalayagnam Program,’ accelerated irrigation development through a comprehensive project network.

His technical background and grassroots understanding enabled him to contribute meaningfully to its planning. The initiative reflected a broader philosophy: infrastructure designed with long-term vision can transform agricultural productivity and rural livelihoods. His involvement ensured these large-scale projects remained grounded in the practical needs of the farming communities. His contributions extended beyond irrigation into vital social sectors.

In healthcare, his efforts identifying children requiring critical heart surgeries helped shape the early conceptual framework for the Aarogya Sri Health Scheme. By advocating for systematic treatment mechanisms, he pioneered a model providing financial protection for medical care to economically vulnerable populations. Similarly, his deep engagement with rural housing and village development influenced the evolution of programs like ‘Indiramma Illu,’ which successfully provided essential housing and basic amenities to thousands of disadvantaged families across the state. His work illustrated a practical approach to rural development, identifying locally viable solutions that delivered consistent economic benefits, and reflected his deep understanding of the challenges faced by agrarian communities.

Lakshmaiah’s approach is combined methodological insight, organizational involvement, and an understanding of ground realities. His journey illustrates how individual initiative, aligned with public purpose, yields lasting impact. His life is not series of isolated achievements but a continuum addressing interconnected challenges: livelihoods, water, health, and infrastructure. These efforts’ outcomes extend beyond immediate visibility, influencing systems and opportunities that benefit future generations, marking a legacy of dedication to the sustainable progress of society.

PV Narasimha Rao, under whose guidance he joined the Indian National Congress, encouraged him to enter public life. Lakshmaiah was elected to the Legislative Assembly and served in pivotal roles, including as a minister. His journey, shaped initially by PV Narasimha Rao and continuing through evolving political contexts including his later association with K Chandrashekar Rao, reflects a remarkable adaptability anchored in consistent public purpose. Throughout his public career, including tenure as President of the Telangana Congress Committee, he managed organizational responsibilities during critical political phases.

Equally significant are the formative experiences that shaped his outlook. Witnessing a village tank’s restoration in childhood and observing major dam constructions during his student years fostered an early appreciation for water’s transformative potential. These impressions anchored his professional and political priorities, reinforcing a lifelong focus on irrigation and rural development as essential pillars for regional progress and social equity. His story serves as a factual account and a broader message. It demonstrates that meaningful change results from sustained, cumulative contributions rather than singular acts.

It also underscores the importance of returning knowledge and opportunity to the communities that shape individuals in their formative years. Through vision, persistence, and grounded action, Ponnala Lakshmaiah’s life reflects how one individual’s commitment can contribute to the long-term progress of society, leaving an indelible mark on his homeland. In assessing Ponnala Lakshmaiah’s public life, defining contributions stand out for their enduring institutional and social impact.

His clarity and grounded experience earned him significant leadership confidence, reflected in the respect with which he was widely addressed as ‘Mantri Saab.’ Beyond formal roles, certain moments capture the spirit of his engagement and visionary continuity. One such was the Srisailam Temple episode, where a reflective exchange on large-scale irrigation possibilities occurred, stands as a symbolic precursor to his transformative agenda. Earlier, his contributions to rural enterprise, advancing poultry as a sustainable livelihood model, brought recognition and tangible economic benefits to countless families.

Ponnala’s trajectory demonstrates that when personal experience, technical understanding, and public intent converge, they produce outcomes that serve society over generations. In that sense, Ponnala Lakshmaiah’s work stands not only as a record of achievement but as a powerful reminder that sustained individual commitment can quietly, yet decisively, influence the course of collective progress and inspire future leaders.

Last but not the least, nevertheless, the best part of conversations with Ponnala Lakshmaiah, was the revelation made by him. During the discussions he mentions with humility and in all sincerity, that the general belief of ‘Telangana Movement was born in 1969’ is a partial truth, and not actually factual and accurate. He recalled that, it was he, after Bhupathi Krishna Murthy, who first raised the voice for Telangana State with the Blood Boiling Slogan of ‘Vishala Andhra Vaddu, Telangana Muddu (Do not want United Andhra, instead prefer only Telangana)’ in his early  school days as far back as in the year 1955 itself.

Ponnala also recollected that, in 1964, five years before the 1969 first phase of recorded Telangana statehood agitation, in Osmania University Campus, in the company of like-minded friends, he raised the demand of ‘Andhra Vice Chancelor DS Reddy Go back.’ This ‘Heart Touching Slogan’ which eventually took off and became popular, and spread over the Telangana Fraternity, served as an early catalyst for the 1969 Telangana Movement, reminisced Ponnala.

Civilizational Memory, Leadership Ethics, and Contemporary Reflection in an Informal Collective Dialogue >>>>> 14th Friday Gathering at Press Club, Hyderabad : Vanam Jwala Narasimha Rao

 Civilizational Memory, Leadership Ethics, 

and Contemporary Reflection 

in an Informal Collective Dialogue

14^th Friday Gathering at Press Club, Hyderabad 

Vanam Jwala Narasimha Rao (May 15, 2026)

The Fourteenth Friday Gathering at the Press Club Hyderabad, held on May 15, 2026, marked yet another important stage in the continuing evolution of these now well-established weekly interactions among senior journalists, communication professionals, academics, and like-minded friends. If earlier meetings revolved predominantly around journalism, institutional memory, governance, media evolution, public communication, social commitment, and lived professional experiences, the fourteenth gathering introduced a deeper philosophical and civilizational dimension while simultaneously retaining the informal and participative character.

Present at the gathering were Bhandaru Srinivasa Rao, Lalita Iyer, GK Murthy, BS Ramakrishna, Attaluri Aruna, Yajulu, Saye Sekhar, myself, and first-time participant Hanumanth Rao, former officer of Door Darshan Kendra Hyderabad. The interaction evolved through discussion, exchange of views, stable stand on certain issues, dynamic approaches on others, reflective disagreement, and analytical observation. The familiar yet invaluable culture of ‘Agree to Disagree’ prevailed effortlessly.

The evening began with broad reflections on Indian civilizational thought across the Mahabharata, Bhagavata, and Ramayana, with the Valmiki Ramayana emerging as the central reference point. Participants highlighted Andhra Valmiki Vavilikolanu Subbarau, whose enduring Telugu translation was celebrated not merely as a literary achievement, but as a vital contribution to civilizational continuity. Building on this legacy, the group collectively explored the epic’s multi-dimensional nature, examining its role in philosophy, ethics, psychological insight, and modern leadership.

The discussion then shifted to how the Ramayana should primarily be approached: whether as a sacred spiritual text, an epic of moral imagination, a civilizational document, or a timeless secular narrative. This inquiry naturally brought out differing viewpoints, embodying the core concept of 'Collaborative Confrontation'. Through this framework of constructive debate, participants harmonized their diverse theological and intellectual perspectives to deepen their collective understanding of the epic's enduring relevance.

One broad observation was that, the Ramayana represents far more than a story of the past. It was viewed as an enduring pulse of Indian Civilization itself: a continuing moral and ethical compass that quietly reasserts the values of balance, humility, restraint, righteousness, responsibility, and truth whenever societies risk losing equilibrium. The discussion interestingly moved toward the often-spoken word of ‘Rama Rajya.’

Participants reflected upon its deeper ethical and philosophical architecture as revealed through the Valmiki Ramayana itself. Reference was made to the early dialogue between Narada and Valmiki, where the search for the ‘Best among Men’ or the ‘Greatest Virtuous Person’ ultimately led to the portrayal of Rama. The observation was that, Narada’s description of Rama effectively functions as a concise yet comprehensive conceptual outline of the Ramayana itself.

In that portrayal, Rama emerges not merely as divine figure, but as an embodiment of disciplined humanity where divinity remains concealed within ethical conduct rather than displayed through power. Through this lens, ‘Rama Rajya’ was discussed less as monarchy and more as a framework of value-based leadership, social trust, accountability, emotional steadiness, and ethical governance.

The conversation then moved to dreams, symbolism, and psychological interpretation across classical literature. Participants reflected upon significant dreams experienced by Dasharatha, Bharata, and Trijata in Ramayana, observing how each dream ultimately foreshadowed unfolding events. An interesting comparative reference emerged linking such civilizational understandings to Sigmund Freud’s later psychological exploration of dreams.

The observation was like an illustration that ancient Indian literature often treated dreams not merely as illusions, but as symbolic spaces where emotional, ethical, and existential truths surfaced meaningfully.  As the evening progressed, the Valmiki Ramayana increasingly came to be viewed not only as literary or spiritual masterpiece, but as a profound meditation on leadership and governance.

Participants noted how the epic transcends the limitations of monarchical context and continues to retain relevance even within contemporary democratic systems. The discussion highlighted that societies, irrespective of political structure, ultimately depend upon leadership that is attentive, balanced, responsive, restrained, ethically grounded, and publicly accountable. In this context, the Ramayana was seen as offering enduring insights for disciplined conduct.

The interaction naturally widened when references emerged to Rama’s counsel to Bharata. This revealed how classical Indian thought consistently engaged with questions of governance, statecraft, secrecy, accountability, restraint, loyalty, public responsibility, and moral ambiguity.

One particularly striking segment of the evening revolved around a relatively under-discussed yet psychologically rich episode from the Ramayana: the conversation between Shoorphanaka and Ravana after her humiliation at Panchavati. Participants reflected upon the extraordinary descriptive detail employed by Valmiki. What drew attention, was Shoorphanaka’s emotionally charged narration, which were discussed as examples of how epics often combine poetic imagination with ‘Directive Principles of Governance in the Contemporary Context.’

Participants observed that Valmiki’s genius lies not merely in storytelling, but in his ability to portray human psychology, ethical dilemmas, administrative foresight, emotional vulnerability, and political complexity with astonishing depth. The Ramayana, in this understanding, was seen as simultaneously literature, philosophy, ethical discourse, and a subtle ‘Masterclass’ in leadership, governance, and personality development.

The discussions later moved naturally into contemporary public life and recent political developments. One important segment revolved around Prime Minister Narendra Modi’s recent announcement relating to the ‘Nine Disciplines’ or behavioural expectations articulated during his Hyderabad meeting. While participants broadly appreciated the emphasis on discipline, responsibility, and work culture, the conversation explored questions relating to timing, implementation, public communication, and electoral context.

A reflective observation emerged suggesting that had certain announcements been made prior to the recently concluded elections, they may have demonstrated a stronger model of anticipatory leadership. Another perspective countered that some aspects, particularly those touching upon work culture and administrative flexibility such as ‘work-from-home’ related approaches, might themselves have influenced electoral perceptions, possibly explaining why the announcement was deferred until after elections. Importantly, the discussion never drifted into partisan argumentation. Instead, it remained analytical, examining broader implications, practical feasibility, public psychology, governance strategy, and implementation challenges.

In another culturally revealing segment of the evening, participants engaged in an animated discussion regarding the suggestion made by TG CM in a conclave, that children may increasingly be named after the River Musi (evolved from convergence of its two upstream mountain streams: the ‘Musa and the Esi’), much like names inspired by Rivers such as Krishna, Godavari, Ganga, and Kaveri. This too evolved into a broader reflection on cultural identity, local belonging, and an emotional geography. (Incidentally the original, ancient name of the Musi is Muchukunda)

Similarly, a lively exchange emerged around the social custom of saying ‘Cheers’ before taking the first sip during social drinking gatherings. What began playfully gradually expanded into reflections on ritualized social behaviour, collective symbolism, inherited habits, and the human tendency to convert ordinary actions into shared cultural gestures.

As throughout earlier meetings, the evening repeatedly demonstrated how serious reflection and lighter interaction coexist naturally without contradiction. Philosophy did not exclude humour. Governance did not eliminate informality. Civilizational reflection did not prevent contemporary analysis. This balance itself is the defining strength of these gatherings.

Earlier Friday meetings transformed professional memory into reflective dialogue, and widened the circle toward social commitment, governance, activism, ethics, and institutional understanding. The Fourteenth Friday Meeting represented not only continuation of an established weekly interaction, but also an important enrichment of its logical character. It further demonstrated that these evenings are increasingly capable of accommodating deeper civilizational, philosophical, and psychological reflection while retaining openness, informality, and human warmth.

And perhaps that itself is the enduring significance of these Friday gatherings.

In an age increasingly marked by hurried reactions, polarized exchanges, and fragmented attention spans, these evenings quietly reaffirm the value of unhurried conversation, thoughtful disagreement, shared memory, reflective listening, and civilizational continuity. The evolving essence therefore continues to deepen: ‘Meet. Reflect. Share. Include. Continue.’ And now, perhaps with an added dimension born of the Fourteenth Gathering: ‘Revisit civilization, so that wisdom accumulated across ages may continue to illuminate contemporary life with balance, restraint, and understanding.’

Sixth Job as Faculty in Dr MCR HRD Institute-1 >>>>> (National Training Policy: The Guiding Framework) >>>>> Professions, Checkered Career, and Lessons-10 : Vanam Jwala Narasimha Rao (May 15, 2026)

 Sixth Job as Faculty in Dr MCR HRD Institute-1

(National Training Policy: The Guiding Framework)

Professions, Checkered Career, and Lessons-10

Vanam Jwala Narasimha Rao (May 15, 2026)

This narrative brings together, in a single incessant flow, my sixth professional engagement at the Dr Marri Channa Reddy Human Resource Development (MCR HRDI) Institute and my association, experiences, and learnings with the Institute as it evolved into a nationally and internationally respected Centre of Excellence, to the extent possible, maintaining chronology, and retaining a wholly positive orientation.

Soon after Dr V Chandra Mouli assumed charge as Director General of the then Institute of Administration in 1995, one of his first decisions was to seek my deputation from the Handicrafts Development Corporation to the Institute. At that point, Rajaji, the then Chief Secretary, and a close friend of Chandra Mouli, expressed initial hesitation, as deputation from a public sector organization to a government institution involved procedural complexities.

Though the proposal initially encountered procedural hesitation, it moved forward with due approvals, and I joined the Institute on September 5, 1995 as Faculty, initially on a one-year deputation. That date coincided with a significant political transition in the State, but for me it marked the beginning of a defining professional phase. What was conceived as a one-year engagement extended organically into a continuous association of nearly nine years, despite changes in leadership at the helm of the Institute. 

During this period, the Institute witnessed changes in leadership, with Director Generals including Dr V Chandra Mouli, VK Srinivasan, PV Rao, Urmila Subba Rao (In-Charge), and PVRK Prasad. Amidst these transitions, my responsibilities deepened, and I was entrusted with higher academic and managerial roles, eventually serving as Senior Faculty.

What followed was an exceptionally enriching phase of my professional life. Working alongside a galaxy of eminent, intellectually accomplished, and deeply committed Director Generals was an experience of rare value. I also had the privilege of collaborating with several Additional Directors General and Joint Directors General drawn from diverse fields, each bringing with them distinct perspectives and expertise.

When a formal objection was raised by the Finance Department, seven long years, regarding prolonged deputation, I complied with the only option available, returning briefly to my parent organization, resigning, and rejoining the Institute on contract. This entire process was completed within a single day, and I was appointed as Additional Director, allowing continuity of work with enhanced responsibility.

            These years coincided with a transformative phase in the Institute’s history. When I joined, the Institute, then still widely known as the Institute of Administration, was relatively obscure, its location unfamiliar to many, its programs largely traditional, rule-based, and classroom-oriented, and its resources modest. Faculty members often waited anxiously for participants, budgets were limited, and training was not yet systematic. What followed over the next few years was a remarkable institutional metamorphosis.

A decisive impetus came with the leadership of PVRK Prasad, an exceptional administrator, institution builder, humanist and spiritualist, whose association with me spanned nearly five decades. His tenure as Director General marked a turning point. Under his stewardship, and with the active encouragement and vision of the then Chief Minister N Chandrababu Naidu, the Institute was renamed as Dr MCR HRD Institute, with a clear mandate to develop competent, future-ready human resources for the State Government.

PVRK Prasad as Director General, was ably supported by a dedicated team that included Urmila Subba Rao, Ravulapati Seetarama Rao, MP Sethy, Ranjana Shiva Shankar, Usha Ashok Kumar, and many other professional colleagues. The National Training Policy became the guiding framework, and a comprehensive State Training Initiative was launched with the ambitious but necessary vision of ‘Training for All.’ This growth was not confined merely to capacity building, but it marked a decisive shift towards true capability building within government systems.

One of the earliest and most pioneering steps in this direction was the Systematic Training Needs Analysis of government employees using Optical Mark Reader Technology. Beginning with nearly five to eight lakh employees and later expanding further, this exercise was among the first of its kind in the country. I was closely involved in conceptualizing, coordinating, and implementing this initiative, which laid the foundation for structured, evidence-based training across departments.

Infrastructure grew in parallel with intellectual ambition. The campus at Jubilee Hills expanded into a vibrant, state-of-the-art training environment, with modern classrooms, auditoriums, conference halls, hostels, guest houses, sports facilities, and a lush green setting spread over thirty-three acres. District Training Centers were established across the State under the leadership of District Collectors, decentralizing training delivery and embedding learning within administrative practice. A separate training budget head, equivalent to 1.5 per cent of the salary budget, was institutionalized, reflecting the seriousness with which training was accorded priority.

I was involved in developing structured training modules and introducing DVD-based training. A landmark development during this period was the establishment of the Centre for Good Governance (CGG) within the Institute campus, aimed at identifying best practices and developing replicable models of governance. The inauguration of the Centre by the then UK Prime Minister Tony Blair, and his extended interaction with the Chief Minister Chandrababu Naidu on campus, symbolized the global relevance the Institute had begun to command. I was always part of the Institute’s frequent interactions with the CM, who visited the campus almost thrice a week over a span of nine years.

Alongside institutional growth, my own professional journey deepened in both scope and substance. I consciously invested in strengthening myself as a training professional, undergoing rigorous programs in Systematic Approach to Training, Design of Training, Management of Training, Director Trainer Skills, and related trainer–training certifications, largely through the Government of India’s premier training institutions. These learnings were not mere academic exercises. They were continuously translated into program design, module development, and training delivery.

I learnt how to conceptualize and organize programs such as Governing for Results to suit the needs of the government of the day. I gained clarity on the Right to Information and on designing Citizen Charters, and all these learnings were consistently translated into training inputs delivered to participants.

One of the most fulfilling recognitions of this work was the design and development of a module on ‘Reform Initiatives in Administration’ prepared at the instance of the Department of Personnel and Training (DoPT), Government of India. OP Agarwal, then heading DoPT, was highly impressed by this work resulting in Its subsequent adoption at the national level. Thet led to my selection for a three-week Indian Trainer Training Program at Thames Valley University in the United Kingdom.

That exposure significantly enriched and deepened my understanding of facilitation, mentoring, training needs analysis and contemporary training methodologies, while also offering moments of cultural and intellectual reflection that remain deeply cherished. It also gave me the opportunity to visit several places in the UK, including the British Museum, which remains close to my heart.

Another defining contribution of mine was the conceptualization and implementation of the ‘Orientation to Management of Training (OMOT)’ program. Designed to seek ownership and commitment from senior leadership, this module was conducted for nearly two hundred senior IAS, IPS and non-cadre officers, first time at MCR HRD Institute, under the explicit direction and support of the Chief Minister Chandrababu Naidu, coordinated by me and MP Sethy. Over time, this initiative too evolved into a nationally replicated model, reinforcing the idea that training succeeds when leadership leads by example.

{{From my Forthcoming Book

PROFESSIONS, CHECKERED CAREER, AND LESSONS

(From Librarian to CPRO to CM KCR)

A Journey from Khangi School to Center for Excellence}}