An Understanding Leadership

What can you tell us about the political inclinations of the Tissamaharamaya Pradeshiya Sabha?

Our PS has 12 members. At its inception, the Tissamaharamaya PS had a majority of members from the Sri Lanka Freedom Party (SLFP). Later, the majority was from the People’s Alliance. In the third election in 1994, the JVP obtained a majority with six members. The United National Party (UNP) has never obtained a majority here. Gaining7 a majority in this PS gave the JVP the ability to actively demonstrate that a PS member is a genuine representative of the people, and is thus dedicated to serving the people.

What major changes has the JVP leadership brought about in this area?

In comparison with other political parties, the JVP stands out as being unique. We have a leadership that understands the needs of those at the grassroots level. They are from among the ordinary people of this area, and have been directly involved and even intervened in solving their problems. The people in turn feel closer to them and that they understand their day-to-day issues. They cannot be distanced from the people; they live among them and interact freely with them. This is why in the elections of 1997, 13 members of the JVP were elected to the Pradeshiya Sabhas in the Hambantota District. These are the true representatives of the people, who are actively associated with the people in solving their problems and providing leadership in the life of the community.

We have allocated different subjects to the six JVP members. Separate groups have been formed for ongoing studies of the area. An assessment of work is conducted at a meeting of the PS every week where we look into the progress or shortcomings of existing work, and decide on solutions and prioritizing future projects.

The funds that are allocated as decentralized budgets are the funds of the people. A large amount is annually allocated by this means. Very often the people are ignorant or unaware of what happens to these funds. For example if an elected member used such public funds and obtained an electricity supply for a village, constructed a road or a community center, it is the member concerned who receives all the publicity. This has been the practice for many years. However, for the first time, the JVP was able to show in practice that the elected members had no personal claim over the disbursement of public funds allocated for specific purposes. We took every step to show that every cent of these decentralized funds belonged to the people; that they would not go to line the pockets of any individual; there would be no fraud or cheating involved. This example was shown by the elected members, and was among the reasons for the success of the JVP in this area.

 What happens to the allowances paid to PS elected members?

They do not take this money for personal use. Instead they spend it on public welfare activity. As a result of setting this positive example, in the 1999 election to local authorities, there were 25 JVP members elected islandwide. Of this number, three Provincial Council members were elected from Hambantota.

When considering the overall representation of the Hambantota District in different bodies, there were two Members of Parliament (MPs), three members of Provincial Councils, and 25 members in local government bodies. The funds allocated to all these make up a considerable sum. We set an example in the expenditure of these funds. The JVP Representatives Allowance Fund showed how these allowances could be best utilized, without waste and corruption.

Similarly, the Tissamaharamaya Development Foundation, set up to build the ‘City of Determination’, is open to contributions from anyone. The funds for this project for Tissamaharama are mainly from the fund created from the allowances of the Tissa JVP representatives and the Tissa Development Foundation.

There is complete transparency with regard to all financial transactions of the PS. Arrangements have been made to submit comprehensive reports on all projects and programs to the meetings of the PS. Similarly, an open statement of income and expenditure is made available to all members of the PS, and arrangements have been made to discuss this with the media as well. Copies of all these reports and recommendations are submitted to all members of the opposition in the PS.

What have you done about administration?

The administration of the Tissa PS had been completely eroded prior to us taking over. A general attitude prevailed that a local government body is one that is meant to extract taxes from the people and do nothing for them. It was difficult for us to bring about an immediate change of attitude among the people on this matter. For example we found it difficult to obtain the active participation of the people in the work of the PS. Those in administration were accustomed to doing any work only if there was some kind of repayment.

Therefore, it became our immediate priority to bring about an attitudinal change within the PS office. It was also necessary for us to ensure fairness for the people by launching welfare services for them. It was evident that we had to take urgent and innovative measures to make it function as a local body that works for and with the participation of the people. We introduced a system of obtaining personal information about the employees via a strictly confidential form. While maintaining the confidentiality of such information, we obtained employees’ suggestions for improving the structure and functioning of the administration. Gradually we were able to direct these personnel towards appreciating the need for welfare services. We gave them opportunities to gain computer literacy and obtain knowledge of English. We held regular cordial meetings with the staff where we inquired into their own difficulties and offered solutions. We provided medical clinics for the employees and members of their families. We arranged special visits to outside institutions to help them study new methods of administration. While we pay them the maximum allowable under regulations, if there is something additional that we could provide for them, we agree on that through discussion. As a result of these activities, we have now been able to bring about a major attitudinal change among the staff of the PS. They now realize that they are there to serve the people.

In the past, the workday ended at 4.30 pm and employees left office exactly at that time or even earlier. However, I work here after regular hours on normal days and even on holidays. Now the employees are getting used to working longer hours to complete any work at hand and even to come to work on holidays. I am glad to say they have been given this incentive to work by example.

A special meeting of the PS is held every three months under the ‘City Awakening’ program and a meeting of the alternate representative body is held every one and a half months or six weeks, where the administrative work and functions of the PS are discussed.

How do you obtain the active participation of the people in the area, especially since they have been misled under previous regimes and hence do not wish to become involved?

The people were used to thinking of government or local authorities as places where work was done in any manner as those institutions thought fit, and in turn for the people to mind their own business. For example, previously if gravel was to be laid on a road, the people voluntarily did so but the PS recorded it as something done by it and so obtained the allocated funds. The people, therefore, began to think there was no purpose in them doing any work as the money for it was taken by those in the PS.

When we wanted to introduce Shramadana schemes to construct roads, we came across opposition from the people, as they considered it a method of benefiting those in the PS. In this instance, we brought 500 volunteers from other PS areas to carry out the work. During this week of Shramadana, we reduced the expenditure of the PS to a minimum. The PS only supplied the fuel for the tractors and other vehicles and the heavy equipment needed for the task. Accordingly, we were able to complete the job by spending only Rs73,000 on fuel, for which Rs600,000 was allocated. This was among our first moves to change the attitudes of the community with regard to local government administration and service.

What was the response of the people of your area to this bold move?

When people from other areas did this work voluntarily, the people in our area felt a sense of shame. Later, they inquired why their help was not required as well. It was at this stage that we outlined a policy of getting the people actively involved in welfare and development work.

There are no financial frauds in the PS. We are opposed to such activity. If there are persons engaged in such work, we immediately act against them. We first advise them but after such advice and warnings if any person persists in such activity, we do not hesitate to take the necessary legal steps to remove them.

Consequently the confidence of the people and also the staff of the PS were uplifted. Today the work of planning and prioritizing the needs of the area, participating in the work, and observing its progress are done by the people themselves, in participation with the PS. This is how we have laid the foundation for the ‘City of Determination’.

Are you restricted by circulars that govern the functioning of Pradeshiya Sabhas?

Yes, in a way we are, but we go beyond those circulars in the larger public interest. At present there are 10 projects undertaken by our PS that are based on the trust and confidence of the people towards the goal of a ‘City of Determination’. Some of these are to be handled by the Provincial Council; but we have gone beyond such restrictions in the larger interest of service to the public.

It is our belief that we should not be unduly restricted by regulations and legal bottlenecks, as long as the work is done honestly and in the public interest. We are aware that it is the local government authority that builds the bridges for the country’s leaders to participate in good governance. Thus there should be the least restrictions for the work carried out by the PS, so long as there is no breach of public trust, fraud or corruption. One cannot be satisfied by referring one issue to the Provincial Council and another to the central government, when they can be handled at the PS level. We go beyond such bureaucratic limitations.

Tissamaharama is an area that has been enriched through irrigation. We have now introduced a project named ‘Kiri Ethiliyen Obbata’ (Beyond the Curd Pot), which combines the resources of five villages engaged in the clay industry. With this program, we have gone beyond the strict confines of subjects allowed for Pradeshiya Sabhas. The initial rationale for this project arose from our observation of the lack of technology for those engaged in the clay industry in our PS area, the entry of plastic pots and pans into the competitive market, and the rising cost of pots for the curd industry. We saw the dangers that lay ahead for the clay industry and hence launched this project to safeguard its future and the creativity of those engaged in this industry.

Our participation in this project took several forms. We distributed six electric furnaces among the villages, ensured work for a minimum number of hours to offer proper training in new technology, and set levels of quality for the products and ensured the adherence to these quality standards. The advisor to the program is Ajith Mohan Perera, who does this work in a voluntary capacity and is also an advisor at the Moratuwa University.

By means of workshops on the use of electric furnaces during a period of one year, ‘Beyond the Curd Pot’ was able to successfully introduce new sustainable technology to the five villages concerned. The PS intervened to find a market for the clay objects produced, and even succeeded in finding an export market for these items in the Maldives.

There were public displays of these products, made under the guidance of a voluntary advisor, every weekend during the period of training. We arranged for five prominent persons to see this work on each such occasion, which included officials of the Ministry of Local Government, Minister of Industries, Chief Minister of the Province, District Secretaries, Divisional Secretaries, and Grama Niladharis. We gave the products of the workers as gifts to these visitors. As a result, there was a great awareness about these artifacts and this initiative among officials throughout the Southern Province.

We are now in the process of launching the second phase of this project. In phase one we were able to discover more than 15 artisans from these five villages, who went on to achieve international recognition for their creativity. There is now a large number with a well-accepted level of capability in this work. We have constructed a dedicated building to showcase these clay items, and we are currently discussing with the local government minister the possibility of obtaining more electric furnaces and other essential machinery to develop the clay industry further.

Can you explain your program for pre-school children in Tissamaharama?

The special program is called ‘Binduvai Ekai Dekai’ (Zero, One and Two). Sadly we have still not included pre-school education in a systematic manner into our national education system. In many instances, those who have no qualifications for this work establish schools for children. There is no doubt that the most important stage of an individual’s growth is in childhood, when one is most impressionable. This is why proper pre-school education should be given the highest priority. If a child is disappointed or develops, for whatever reason, a dislike for learning at this stage, it will be reflected in the child’s future development.

As a PS, we have set up two model pre-schools that were constructed at a cost of Rs5 million and have been designed to create the proper environment for the minds of children. It is the mission of our PS to provide an exemplar of pre-school education to the country. To observe and offer guidance for these pre-schools we have a Board of Observers, which includes qualified advisors on pre-school learning and the principals of some leading national schools. The activities of these pre-schools remain under constant observation. Children who attend these schools also undergo medical examination with necessary treatment administered, and are provided with school uniforms and the required educational material free-of-charge by the PS.

We have conducted a survey and gathered information about the 50 pre-school facilities functioning within the entire PS division. We are currently in the process of analyzing how the standards in these pre-schools match those in the two model pre-schools, and where necessary how these standards could be raised according to the set criteria.

We have established a Teachers’ Society with all the teachers from these schools who do not have the same facilities and training that are found in the model pre-schools. We are now working on raising the knowledge levels of these teachers. Most importantly, the Tissa PS has initiated action to conduct workshops for these teachers using as resource persons those who have specialist knowledge of children and child psychology.

We are certain that the Tissamaharama area will soon have some of the best pre-schools in the country, based on the actual needs and development of children.

In terms of higher education, we utilized money from the allowances of our elected representatives and the Tissa Development Foundation to provide computer literacy to the area’s youth. There is now a computer education center in the town where volunteer instructors who are qualified and experienced in computer science, conduct classes according to a well-planned study program.

You mentioned the ‘City Awakening’ program. What is it about?

The ‘Puravara Pubuduva’ (City Awakening) program is a means of bringing together the resources of all villages within the Tissa PS Division. The PS has six JVP members and there are 44 village divisions, which covers a very wide area. It is no easy task for six members to deal directly with 44 villages that have nearly 16,000 families. This is why we have initiated this program by which we obtain the active participation of the people in the administration of the PS.

Accordingly, we have established 44 ‘City Awakening’ movements in the 44 village divisions, together with an executive committee to see to their functioning. Organizational secretaries have been appointed to represent each of these villages. They are considered unofficial representatives of the people, and are viewed by the PS as the member for that village. In dealing with any concerns relating to particular villages, the PS acts in consultation with these organizational secretaries. Similarly, the people of the village aired their grievances or other matters to the PS through these unofficial representatives.

We have established an alternate representative body that includes all these 44 unofficial representatives, as well as the six elected members of the JVP in the PS. While all problems and recommendations regarding the various villages are discussed at this alternate body, the matters that are agreed upon as needing immediate attention are brought to the notice of the PS by the elected members. By this means we have established a model to ensure active participation of the people in the administration of the PS.

For example, if it is decided that there should be two new roads constructed for each village, we inform the people. They are then requested to get involved either by doing the clearing work for the road or providing food and other assistance to those who do voluntary work. By this means we have been able to carry out road construction work for a maximum cost of Rs50,000, instead of the estimated Rs100,000. There is no compromising on standards and quality. We have now learned that any community related work could be done to acceptable standards at half the cost of the approved estimate.

The Tissa PS does not believe in handing out work to contractors. Instead, it gives its staff the necessary knowledge about different aspects and areas of work through regular workshops. If we do not have sufficient knowledge resources within the PS, we obtain it from outside. However, we faced challenges in this respect. When we took control of the PS, the central government was controlled by the UNP, the Provincial Council had a PA majority, and we belong to the JVP. We had to deal with three institutions that were acting or thinking in sharp contrast to each other so we received little support. At that early stage we could not tell the people that our funds had been reduced because the people had voted for us with different aspirations. We thus needed to find an alternative solution. Since our allocations were reduced, we in turn put a stop to all existing practices of waste, corruption, fraud, and robbery in order to save money. In addition, we launched a program of efficiency to gain the maximum possible from available funds, without wastage. The money so saved was utilized for beneficial projects and we were able to carry out our work despite obstacles. Accordingly, we completed work valued at Rs35 million.

We have completed work that the average PS would not even attempt to do. We have invested Rs8.7 million in a metal grater, purchased a motorcycle for the PS, and acquired two tractors to suit our special needs. We also provide facilities for our staff to do their work. The double cab that was at the PS when we took over was in poor condition. Mechanical engineers estimated the cost of its repair to be nearly Rs500,000. We did not agree to hire any company for the job but instead obtained the assistance of those who were experienced in such repair work. As a result, we were able to fully repair the vehicle for Rs180,000. In the past two years since this repair was done, the double cab has not been sent to the garage for any major repair work. By these means, we have not only saved money, but also utilized such additional funds for other important needs.

What is the taxation policy of your PS?

No sooner the JVP took over the administration of this PS, we abolished the sales stand tax (pola badda) levied from cultivators who brought their produce for sale at a local fair. This was the first time a local authority tax was abolished. The PS had earned Rs1.2 million from this tax but there had been instances when farmers had to face death threats for not paying this tax. Yet, as a result of it being abolished and the farmer receiving a better profit, the PS now obtains nearly Rs2 million as taxes, without hurting the cultivator.

The former PS had not put in place an appropriate policy with regard to the collection of taxes. They had imposed certain taxes on commercial traders only. However, with systematic tax collection, we have been able to provide better facilities for the people, without increasing the taxes they pay.

Today many more lorries bring produce to the weekly fairs organized by the PS. With the intervention of the PS, the fair grounds have been better equipped with electricity, water, toilet, and sanitation facilities. There is also better security with the cooperation of the police. Furthermore, the PS intends to provide better facilities for bathing and sleeping for the farmers who bring their produce to these fairs.

As a small institution, the Tissa PS has taken every step to avoid waste. One such area is the saving on fuel. Vehicles are not used for unnecessary purposes and there are records maintained of vehicle movements. I as the PS Chairman travel mostly by motorcycle. The double cab provided for me is used only for official work. The PS has organized its projects to ensure that the money saved is ploughed back to public welfare activities.

What are your policies about environmental conservation, a worldwide concern today?

The Tissa PS has a dedicated project for environmental conservation, which aims to curb environmental threats and damage in the entire PS division and its neighborhood, as well as to ensure biodiversity in this area. The advisor for this program is the well-known environmentalist, Piyal Parakrama. This program works at both the school and village levels. We held workshops to identify one suitable teacher for this project from each of the 27 schools within the Tissa PS division. The program includes showing films and videos about environmental protection and enrichment, and conducts study tours to nearby sites such as the Yala Wildlife Park and Bundala turtle breeding project. The next such tour is planned to the Sinharaja area. The teachers who participated in these tours have already commenced projects in their own schools for environmental protection. In addition, the PS encourages compost production, tree planting, environmental awareness, special Shramadana projects related to the environment, street dramas, and similar activities through the schools.

A significant activity in the environmental program is the identification and conservation of areas that need special protection. These include riverbank and river basin protection from erosion and pollution, home garden cultivation, the use of organic fertilizer in home gardens, etc.

Another feature is a garbage recycling project that has been undertaken by the Tissa PS. Steps are also being taken to create awareness of the garbage issue with descriptive and instructive hoardings. Already there is a program underway for the collection of polythene in the town under Shramadana on two days of the week. We obtain the services of the public health inspectors and other relevant officers to assist in this activity.

A major challenge faced by the Tissa PS is that of supplying drinking water to 22 of the 44 villages in this PS Division. This is also the most costly task for the PS. At present, we use the only bouser available to the PS to distribute drinking water to the deprived villages at regular times in keeping with a well-planned timetable. Twenty large plastic tanks, purchased for Rs150,000 utilizing funds from the allowances of our PS members, have been distributed on the basis of one tank for 15 families, as a measure of easing this drinking water shortage. Exclusive water committees have been appointed to manage the distribution of water and a representative of the committee decides on the quantity of water given to each family, paying heed to equitable distribution. In this manner, at least 35,000 liters of water are distributed from these tanks, while during the drought conditions this amount has increased to 45,000 liters per day.

This drinking water supply scheme that has received assistance from the Asian Development Bank (ADB), is part of the ‘City Awakening’ project. The success of this program is seen by the fact that at the recent World Water Day, the Tissamaharama PS was placed first among all local authorities with regard to the best methods of meeting the drinking water needs of the people.

How do you manage your health services?

Our separate program for health services covers the entirety of the Tissa PS Division and was initiated to improve the standards of the people’s health. This project lays emphasis on special health clinics, which have been held in every village in this division. As many as 30 medical officers from national and teaching hospitals in Colombo, Peradeniya, Karapitiya, etc, voluntarily participate at these clinics. The accommodation for the doctors who come to work at these clinics is provided at the respective villages. This project provides free medicines to patients, free medical examination, and most importantly, creates the conditions for friendly interaction between the doctors and the people.

Road development is a well-known problem in these rural areas. Have you any special projects for this?

The ‘Maagala’ Road Development Project is our response to this need under which we have thus far developed and improved nearly 60 roads within the PS Division. There are 450 km of gravel or sandy road here. We do not intend to have them continuously maintained by adding layers of gravel or earth. We hope to have them paved. According to current estimates of the Road Development Authority and the Southern Provincial Council, we cannot bear the cost of this exercise, which is estimated at nearly Rs1.2 million per kilometer. Therefore, we are considering the possibility of having asphalt and a road maintenance unit under the PS to carry out this work in sections, with minimum of expenditure. As I mentioned earlier, we have already purchased a metal grater and two tractors. Other equipment required costs Rs4.5 million. We also need a heavy metal roller and two tippers. We also hope to have a metal quarry under the PS.

Another important activity is the Town Development Scheme that is being conducted with ADB assistance. The ADB had previously given the Tissa PS a loan facility of Rs100 million but this was not being properly utilized. We have avoided the weaknesses, corrected many faults, and signed agreements with the relevant authorities. Those who controlled this PS before the JVP had begun a project to build drains in the town, but this was not done properly. We are currently considering the possibility of taking legal action against the project authorities, if necessary steps are not taken to rectify the faults and carry out the necessary work on the drains.

With regard to other areas of town improvement, the Tissa PS has completed construction of 74 shops under the Town Development Scheme, and will be taking several other measures for the planned development of the town.

Furthermore, under the Agricultural Expansion Scheme, during the last planting season we had a model project covering 25 acres with special seed paddy. We obtained the help of higher officials of the Department of Agriculture for this, and the reports are promising.

What is your hope for the future of the PS?

As a result of our honest and determined approach to work, we have been able to change attitudes and provide the people of the area with a wide variety of facilities such as constructing a crematorium at a cost of Rs6 million, improving the sports center, and repairing dilapidated schools. We intend in the future to initiate a mechanical engineering service in keeping with our financial capabilities. At present, the town is urgently in need of a better playground, a town hall, and a library with internet facilities. These projects are at the drawing board stage