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'"-~. .{.

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~

,

.~

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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

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;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'

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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.

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I .

Pr~-schooleducation in ruralareas : a . study

. .

V. K. NATARAJAN

Faculty o"l~lHuman Resouf(e~tDe\clo(.mt:Dl, N1RD, Hyderabad

, , ~" " " " ' " .