2008-03-24 (8)
TRANSCRIPT
-
7/25/2019 2008-03-24 (8)
1/20
-
7/25/2019 2008-03-24 (8)
2/20
'"-~. .{.
J - - t : .t Self~uffitiency and surplus for-
exPort ~n ~tce~. ~rc the prime
objective.s orlit_cei Industry in India.
The new20-point
programme:
Publicenterprises
"
Million tonn~s
of crude ojl is
extracted from
earth using in-
digenous cquipw
ments, work
in progress in
Nunamati Oil
Refinery.
Point No. 20.: .Improve tbe working,of public enterprises hlc t increasing
efficiency, capacity ntilisation and generation of inter-
nal resources
The public sector today embr~ces a wide spectrum of eCOltomicactivities
like manufacturing and mining, transportation, trading a~d marketing,
project consultancy, general contracting, etc. It plays a commanding
role in tl.e development of vital industries like steel, atomic Cltergy, min-. ,
ltJg, petrolet1m, chemicals and fertilizers and heavy engineering. It has also. . 'entered into areas of consumer goods like te"tiles and newerfields like e!ec-.'
ttonics~
,
.~
-
7/25/2019 2008-03-24 (8)
3/20
.,
-,
4CO.ORDINATED ACTION AND li'lTFoGRATEDRURAL DEVEL()PMENT
R: Tiwlln
~ H u t u k s h e t r a(India's Jomnal of Rural Development), .. ,.
Editorial
EDITOR
~- " . -~~~~.~. . . . .
S. L. J:AISWAL
N. N .. SHf\,RMA
SUB.EDITOR
RATNA .TUNE.TA
\
C. SIlrya-narayal1G
ASSiT. EDiTOR
PARAMJEET G. SINGH
CONTENTS
BUSINESS MANAGER
THEY SHOW THE WAY ...
Assrf. DIRECTOR (PRODUCTION)
K. R. KRISHNA!'!
1/,i_~ ' .'> . '" -~~ :~' ,-~: . ~ . , . . . .-
'" , . ,-:~ 1 '" -~ j''''~ . "
I.1'1.THE CONTEXT',OF developmcn~ it
-
7/25/2019 2008-03-24 (8)
4/20
\
;
':~j .
,'
\
;Co-ordinated action andint~gratedrural development
',i!l'
,R. TIWAR]':~
Distt. Planning 3 ':ld Development Council;' Collectorate, Osmanabad
\, . . , .of"
KURUKSHETRA January 16, 1983
Co-ordination among different Government.
Agencies; . < . . . ,
Co-ordination a~ong financial in~titutions;-
and ftnally
Co-ordination between the above two..(3)
.' (2)
tions, are, ho~ever,,preSented in vague form. Most
of the 'time it' is proposed to have dug wells' in every
Gram Panchayat rather than in those villages having
favourable groundwater survey report and electricity
connectiol). Again, the emphasis is always on local
variety of cows or buffaloes as the exotic varieties
are said to be prone to diseases or not' suitable to
local conditions. ,Banks would not finance fbr local.
variety of cows as they are not economical. It is ,;not always easy to bypass' such popular but mis-':
guided demands. The result is that one has to work
much 'harder for co-ordinating these activities.Similarly' administrative decentralisation which is
basically designed to facilitate quick and sound deci-
sion also causesalot of problems: The District
.Rural Development Agencies in Maharashtra are
headed by the Chief Executive Officers of Zilla'
Parishads. They have to implement the schemes with
the' help of a dozen of other officers, These officers
are under their administrative control but arc alsocontrolled by their heads of departments.' These'
officers'concentrate oil two targets:' the departmental
target and the IRD target. The Department of
. Animal Husbandry would nOt agree to the "roposal,.of. setting up A.I. Centres of the BAIF as they fee(
' "that their department is doing much better than thoSe "
of the BAlF. .It is necessary to examine whether'
a separate agency like DPAP would give better'
results. The whole problem of co,ordination can be
divided into three sections:"
(1)
ANY PROGRAMME of uplifting the rural poor
, 'needs' co-ordinated action by all those ,entrusted
with 'the task. It is 'just like serving a' full mea'[
consisting of all the required nutrients to make him. . ,
healthy. A single item, however rich i'n content,
y;ill on,ly,lead to' further atrophy and side-eftect~;
Co-ordination is still more necessary in implementing
the 'Integrated Rural Development 'ProgramIJ.l~.
because it is a multi-dimensional approach. ' It .i~multi-sectional becanse it aims at benefitting the runil
"poor consisting of small .farmers, landless labour;village artisans and scheduled castes and scheduleo
tribes. It is also mnlti-sectoral because the various
, sectots included in the progra=e are agricuIture~
ind~stry; transport, social forestry etc. . And finally
the; apprm,ch is muiti-level as it has to be planned,
implemented and evaluated at different'levels froni"
village to.district. The Integrated Rural Develop-'
ment Programme aims. at tackling almost all seCtions
of the rural poor, its activities extend. to a. large
number of sectors and it requires a large number of
agencies'at all levels to join hands"for its successfu
implementation. Co-ordinatio'n thus become's "'iIfeo"
keyword' for successful implementation cif the' pra:gramme. .. ,
~'.
Problems -of cO-brdinatiofi. ~i''''i" l
CO-ORD~NATION, HOWEVER, is a looseword wh ich
. nor mally, means co-operation." There are ;;1 .
large. number' of structural . 'aI}d operational is s u es " H
which make co-ordination difficult.. Democratisation'and decentralisation have also added to the problem.Democratisation has decentralised the centres of
decision-making. Elected representatives represent '.hehopes and aspirations of the masses. These aspira'
-
7/25/2019 2008-03-24 (8)
5/20
5
Goverili:i:ientAgencies will have to continue to
co-ordinate with one another even in the disburse-
ment.of the loan. We have come across cases where
the' Bhariiya Agro-Industries Foundation Centre 'is
running the A;I. Centre without health coverage or a
Zilla Parishad Centre is having health ,care but not
the A.I. Centre. A co-ordinated effort wonld . cer-
tainly give better resnlts.
;Co-ordination among FinancJD"gInstitutions.-Co- '
ordination among different financing institutions
are equally important. The volume ot finance is 'so
much that it is not possible for one bank to" do'
everything. 'Ihus co-ordination between the Lead
B,'Ulkand the non-lead banks becomes very 'impor-
tant. Our experience show~ that the non-lead
banks do not co-operate whole-heartedly in theimplementation of the District credit plan. The very
c~~c~pt of Lead Bank envisages that a bank which
is~.sUPposedto play leading role in one area becomes
non-lead bank in another area. Despite this, I have
come ,across cases where the non-lead banks
argue that the target has been fixed in therr' aosence
or_.imposedupon them. This goes to the ridiculous
level when'the Lead Bank is not able to get even
their non-performance report. The way out is to
wr.ite to the. Head Office of the Bank which has not
co-operated. This does not give any . resnlt. Thereyiew meeting proves useless. . It is high time we'
sh}'uld think whether some structural changes are
required. Why not strengthen the hands ~f the Lead
Bank Officer? Co-ordination reqrnres a little
coercion. We have not come across instances where
a ,~ollector has not been able to secure co-operation.
There are some difficnlties in its implementation.
The Lead Bank Officer belongs to a particnlar bank
and he may not be able to extract co-operation. Itrnay,not be desirable to make him head of all' the
branches of different banks. Why not extend the
concept of Lead Bank to the Block level?' We havebeen talking of 'Block Plans' ann 'Single' point of
~ (Collled on p. 2,1)
A massive brain-washing of the staff of the lowest
level is urgently required. Gram-sevaks and
Patwaris working at the village level have hardly
changed their approach towards the poor. Most of
them are indifferent or ignorant. They still feel tna'
it is the poor who have to approach 'them and bot
vice versa. I have come across people who still feel'
. ~that. the thii:sty has to go to the well. Frequellt
_changes in the ~chemes have confused them as. they
lack knowledge abont these schemes.' Refresher
courses for higher level staff is not .soimportant as for
them. It is these "Weaker sections of bureaucracy"which have to be raised above the line of ignorance
and indifference before we think of raising the manbelow p~verty line. .
. Different Government ageucies will have to' co-
rdinate these activities at the processing level. The
Block Development Officer normally collects appli-
ations but there are dozens of columns. that they
generally confuse them. His land holding . is with
he Revenue Department, we . have to find out
whether he is a defaulter and whether the Electri-
ityjGroundwater Survey Agency have no objection
o the proposed economic activity. We have re-.
ommended cases for wells where there is no under-
round water and the Electricity Board has no plans
o extend their lines in near. future. The resnlt is
hat thousands of wells have been dug'up and pumpets purchased but there is 110 electricity. A study made
n this district has revealed that 400 pump sets
urchased during the last financial year are yet to
e energised. Beneficiary has to pay interest on the
oan. The best way is to circulate the copies of hiS.
pplication to departments reqnesting them to send
heir comments to the Block Development Officer.
The other way is to have a data bank. at the block
evels 'where we come to know whether our cluster
as the facilities required for the schemes. The
Development Officer can have periodical meeting to
emind officer of the pending cases. It may be co-rdinated by the Sub'Divisional Officer at the next
evel .and finally by the Collector at the district level.
URUKSHETRA January 16, 1983
Co-ordination among Goveriiment Agencies.- thenecessity of co-ordination arises from the very begin-
ning. Proper identificationof the poor is bot possible .
without co-ordination among Government agencies: A '
person belonging to the target gronp shonld not have
more than 5 acres of land and his income bot exceed-
ing Rs. 3500. Number of family members is also im-
portant. There is no Government department having
all these facts. This will have !o' be collected fromdifferent agencies. We will have (0 crosscheck them
as' our. poor are very clever. If you rely on the dula
collected by the Civil Supply Department, it would
never tally with those collected by the Department ot
Family Plan:ning. Again co-ordination is required
while selecting the cluster. . It will have to be examin-
ed whether there is adequate infrastructure or is' likely
to be made available in the near future. A cow wonld
not prove "Kamadhenu" unless the forest department
has some scheme of providing fodder. There is a
ciefy to purchase milk and the P.W.D. has proposed
o construct a road. Thus it is necessary to sitogether before we finalise the cluster. It is also
possible that a cluster has 90 per cent of the infra-
structure required for undertaking an economic acti-
vity bnt the financial institutpns are likely to hesitate
because of remaining 10 per cent. It is here that
we come to the rescue of the poor by co-ordinatedaction.
-
7/25/2019 2008-03-24 (8)
6/20
'I'
I .
Pr~-schooleducation in ruralareas : a . study
. .
V. K. NATARAJAN
Faculty o"l~lHuman Resouf(e~tDe\clo(.mt:Dl, N1RD, Hyderabad
, , ~" " " " ' " .