BHUTAN has come a long way since the introduction of planned development, evident in improvements across all development indicators. Many of the non-tangible improvements in the promotion of spiritual and psychological well-being have also added to the confidence in our development philosophy of Gross National Happiness. The significant increase in life expectancy, reduction in infant mortality, higher survival rates of both mother and child through timely interventions and care have significantly reduced deaths, and immunization coverage has dramatically increased to include nearly all children.

Most dzongs and lhakhangs of historic significance have been renovated and restored to their former glory and continue to inspire new generations. The splendour of our traditional architecture lives on in new lhakhangs commissioned and the local artisans have opportunities to create masterpieces. There is both political commitment and public support for the improvement of the living conditions of the men and women who have embraced the monastic way of life. The general public has much to be grateful for and this finds expression in new gilded pinnacles on old lhakhangs, personalized ways of giving thanks for the good fortunes enjoyed and in the hope of accumulating merit for the future.

Following a unique development philosophy of Gross National Happiness, the country was able to make sensible decisions with regards to the development choices it made. Bhutan was able to make tremendous strides in a short period of time. One can get a glimpse of the changes that the country is embracing as one looks at the very short planned development history. The country is in the middle of its 10th five year plan period. The first road in the country was open to vehicle travel only in 1964.

 

In the face of all these developments and visible progress in the country, some pockets of poverty stubbornly linger on despite all the well-intentioned efforts. The mountainous terrain and the scattered nature of our villages add to the difficulties of service delivery to these communities. At the national level poverty was reported at 23.2% at the start of the 10th five year plan period in 2008 and poverty reduction is the overarching focus of the 10th FYP. The government is committed to bringing poverty down to 15% by the end of the plan period in 2013. Bhutan is a small country where it is easier to talk about absolute numbers rather than in percentage points. This is the premise for the following calculations to show that the eradication of poverty is doable particularly as political will, resources and national consciousness converge in seeking sustainable solutions.

As a country with a small population base to start with, the goal set in reducing poverty to 15% is a small target for the government mechanism to strive for. What are the numbers we are talking about? The population of Bhutan is 634982 people as indicated by the National Statistical Bureau in their Infrastructure Mapping of Bhutan, 2008. For ease of calculation let us use 650,000 as the population of which 150,800 (23.2%) are reported to be below the poverty line. The objective of reducing the poverty figures to 15% by the end of 2013 translates to reducing this figure to 97,500 individuals. The annual target of the government is thus only approximately 10,660 people to be lifted out of their current poverty stricken condition. If this is further looked at with the households in mind, we are talking of approximately 2132 households every year of the plan period. The target set for the 10th FYP is thus very achievable.

 

Looking at the various mechanisms being put in place towards the realization of this reduction in the poverty levels, one is shocked to find that there are limited concrete steps mapped out. There is common consensus on the need for targeted strategic interventions. What these strategic interventions are is, however, not so commonly understood. For us at Tarayana, we have taken that to mean ‘wholistic’ community development.

Tarayana is currently working in 36 villages, providing midday meals in three community primary schools (Jangbi, Migtana and Tongtongphey). We focus on community mobilization, helping local communities to take up a more active role in their own development. True empowerment is visible as the confidence of the communities grows and as they become equipped with the necessary tools to meet the challenges that impede development.

The growth and development of the community is an essential step in getting them ready to take up and benefit from larger governmental initiatives and programmes. In addition to giving them relevant skills such as carpentry and masonry, a better understanding of the various processes, an awareness of the programmes and projects outlined for their areas, several income generating initiatives are also supported.

All school going children in these villages are sent to schools. Non-formal education caters to the needs of those who had missed the opportunity earlier. Teams of people working in informal work exchange modes help each participating household get an improved house, built by the community themselves.

In the process of building these homes, the members of the group interact with each other on several levels of trust, tolerance and understanding so that most issues are resolved amicably within the course of their working together. The visible outcome of their interaction and cooperation is not just the improved homes, but also improved relationships and better appreciation of the interdependence involved in moving ahead together.

 

The women actively participate in organic vegetable cultivation activities and also attend cooking classes for better nutrition. Traditional paper making, nettle weaving, cotton weaving, soap and candle making, cane and bamboo basket weaving, clay pot making are some of the activities that have been picked up by the local communities in an effort to bring in cash income. The children are healthier, cleaner and better attended to as the mothers begin to understand the linkages of hygiene and health.

The productivity of these communities has increased several folds as they slowly reduce their alcohol intake and stay engaged in work the whole day. The drinking malice in many of these remote communities was one of the biggest challenges to productive utilization of their time. Fortunately, this is changing as adults realize the need to help themselves out of the poverty trap and most children in school learn why drinking alcohol is not cool!

 

There are more than 4700 volunteer student members of the Tarayana School Clubs in at least 89 schools and institutes around the country. These young individuals go into their local communities and take up social work at the household and village level. In many heart-warming stories, our young club members find innovative ways of reaching out to those who need a helping hand to till the land, fetch firewood and water, wash and clean the dwellings of senior citizens, in repairing dilapidated huts, providing a patient ear, a smiling face and, above all, an engaging compassion for service from the heart. Many of our young members write in and tell us that they get a sense of deep satisfaction in being able to help others and we hope that this ‘feel good’ factor will grow and deepen as they develop into more caring and selfless adults.

True empowerment of local communities cannot be remote controlled. It is only through daily engagement with the community members and establishing confidence in our intention of helping them to help themselves that we are able to mobilize sufficiently to effect positive change.

Thus one village at a time, the socio-economic transformation is reshaping marginalized communities in the country. It is hoped that within the next decade there will be no one below the poverty line and that all who have made the transition manage to continue their trajectory into even better and brighter futures. We at Tarayana are humbled by the opportunity to facilitate the socio-economic transformation of those at the bottom rung of the economic and developmental ladder. We believe that this is a two-way learning process and are amazed at the myriad dimensions to human growth and development.

It is only when we can treat our beneficiaries as equals and give them the respect they deserve that they begin to truly open up and let the new possibilities excite them against the backdrop of the sanctity of old norms. The delicate line between knowing when to listen and when to nudge the dialogue forward is intricate even by normal diplomatic standards. This calls for all the negotiating and problem-solving skills one can muster, particularly in taking strategic interventions in non-conventional areas.

 

Getting the communities to look within for solutions and answers to their own growth and developmental needs required some committed facilitation in the beginning. It was difficult to get the communities to switch from ‘waiting for the government to do everything’ to ‘rolling up their sleeves and seeking ways of helping themselves.’ However, once they began to see what they as a community could do for themselves, they were more confident and then there was no turning back.

We were able to facilitate and bring about greater synergies as different development partners and relevant agencies were contacted and synchronized interventions were taken up by the communities. The local governance mechanism was more receptive as the communities proved that they had the absorptive capacity to take part in some of the larger local development initiatives. The success of the non-formal education programme resulted in many community members picking up functional literacy. Access to information was improved in a small way.

Tarayana’s interventions in the community differed from those of the government in some critical ways. The sectoral approach adopted by the government was not very practical at the household level where the needs of the individual family are more integrated. The presence of a field officer on site in the project areas made it possible for Tarayana to be sensitive to the needs as well as opportunities developing on the ground. It also made for better season and workload specifications and time sensitive strategic interventions to be taken up.

 

National GNH is the sum total of all individual level GNH achievement. It is crucial to recognize that happiness is very subjective and that it includes both tangible as well as non-tangible aspects that can only be experienced. In rural Bhutan, most villages have access to clean drinking water, the air is not polluted and there is a strong sense of traditional culture and way of life. The traditional power structures in the villages continue to evolve in response to the changes that the country is undergoing, both politically as well as socially. The local governance structure is expanding to include several village committees set up to handle specific tasks. There is a much better appreciation for the need for participatory inclusion during village meetings. The office bearers are nominated by the community through consensus. This selection is generally based on the usefulness and proven track record of being dependable and useful to the community.

In some communities we have noticed very young office bearers as the community feels that it is important to have younger individuals who have had some level of schooling as they can make better sense of what is going on in the world beyond their own villages. Moreover, the energy and strength of youth is appreciated, particularly in far flung villages where there are no motorable roads.

 

The governance structure is loosely structured with the Gup at the Geog (block) level serving as the main bridge between the people and the government. The Gup is assisted by the Geog Administration Officer who is a civil servant, a graduate with a college degree, topped with a year-long post graduate diploma in public administration. The Gup is elected by the people of the Geog and is an apolitical post. He is assisted by the Mangmi, also an elected post. A Geldrung (clerk) assists both the Gup and the Mangmi at the Gup’s office. Tshogpas (village representatives) assist the Gup and the Mangmi in the discharge of their responsibilities.

The Gup’s office is the smallest unit of local government and its functions are critical to the overall achievement of the annual plans and programmes. Local fiscal decentralization is being initiated in certain areas wherein the local taxes collected can be utilized for local development. However, this is still in its infancy and the Gup’s office is still dependent on the central government for budgetary support. The government’s role as a facilitator providing all necessary policy frameworks within which each citizen can achieve his or her full potential would contribute significantly to the overall national goal of GNH.

It was customary for children to look after aged parents and relatives in the past. This is still prevalent in rural Bhutan and is a way of life in many villages. The senior citizens continue to live with their children and grandchildren, making themselves as useful as possible. It is common to see grandparents minding the children in the house or tending to the cattle in the fields. Later as they become incapable of these responsibilities, they spend whatever time possible in prayer and in circumambulating the monasteries and stupas. There is a certain yearning abandon as they take in this last leg of their journey, sharing animated stories of yesteryears with such clarity even as they forget what day of the week it is.

There is no old age home in the villages as family members look after their old and infirm. In the absence of immediate family members, distant relatives take on the responsibility. Often times the entire community chips in to provide the care needed. Senior citizens in rural Bhutan talk candidly about death and work hard to earn merit so that their journey in the continuum of rebirths will be in a better place. While local customs vary greatly from community to community, a common thread is the quiet dignity that is accorded to these men and women who have lived life largely on their own terms. The group insurance scheme initiated by the royal government provides a small amount to ensure a decent cremation and prayer services for those who pass on.

 

At the end of the day, GNH is another name for enlightened governance, keeping in mind the needs of individuals and communities to lead healthy, productive and harmonious lives. It is the constant awareness that win-win situations are preferable to the win-lose equation that is the norm in a GDP society. It is the sincere commitment to ensure that future generations are not compromised by greedy lifestyles of today, where consuming for the sake of consumption is leading to unsustainable utilization of our resources. Bhutan’s collective merit brought us visionary kings, who have gifted us this precious concept of GNH, an enlightened developmental path to proudly call our own.