Kundrakudi Adigalar has chosen to be autocratic, but patiently listen to
the ordinary people and has liberal in outlook. After he visited Russia, he
wanted to change the life style of village people to become entrepreneurs. He has organized Planning Forum, he got ideas
from the elite group for suggestions, and on the other side he seeks the active
participation of village people for implementation of village development
programmes. When he was a lay man, he was very much attracted by the high
thoughts of Ulaga Podhumarai Thirukural became his Pothuneri even at the age of
8 years old, since he was encouraged by the Tamil Professor Sethupillai and
recite and received quarter anna (25 paise) as appreciation gift every
day. After completed his school
education, he was joined as a bus conductor, a school teacher and an unpaid
apprentice in a paper factory for some time. But his heart was nerve in such
jobs his heart inclined towards spiritual, so he joined as a Accountant in
Dharmapuri Aatheenam in 1944 at the age
of 20 years old. His holiness of high
thoughts and practical thinking administrative skill made him to became the
head of the Aadheenam in 1947, where Aranganathan became the Kandasamy
Thambiran. His innovate schemes at Kundrakudi attract the iron lady of the
world Mrs. Indira Gandhi, who has sent the planning commission representatives
Dr. K.V. Sundaram, Joint Advisor and Shri K.V. Palanidurai, Senior Research
Officer to made a case study of Kundrakudi village, a brain child of Kundrakudi
Adigalar.
AIMS AND OBJECTIVES
Success stories in
rural development are few in India. Wherever the success story have occurred,
it is necessary to document the experience, analyse the factors that have
contributed to the success and consider their relevance to the country as a
whole in terms of their replicability, This approach is likely to yield
valuable insights for evolving a model for rural development for the country. "This
is what I should like for all other villages", was the observation made by
our late Prime Minister, Smt. Indira Gandhi after going through a report under
the caption "Gains at the Grass Roots" published in "The
Hindu" dated, 9th September, 1984. The report related to the
accomplishments in rural development made by the Village Planning Forum (VPF)
in Kundrakudi, an interior village in Tamil Nadu State. The Planning Commission
received a note from the P.M.'s Secretariat with the above observation on the
Kundrakudi Experiment for further possible action.
The objectives of the present
study are to analyse the Kundrakudi experience as all example of local-level
planning for rural development; and to familiarize Kuntrakudi Adigalar, a trend setter like Rochdale of
England. To made the readers to understand the powers and functions as a head
of Matt, who are not only spiritual head, but also social reformer,
philanthropist, pioneer of planning commission of India, extends into the
realms of economics, sociology and every walk of human progress, which is the
cornerstone of the rural development strategy.
To enable the readers
and researchers to understand these founding persons’ contribution, included a
social and religious leader, popularly known as 'Adigalar' and a group of
dedicated scientists from Central Electro Chemical Research Institute, located
in proximity to Kundrakudi.
To understand the
significant development works undertaken in Kuntrakudi industrial units
sponsored by the Village Planning Forum, the Community Wells, the Mulberry
garden, orchard etc. and held discussions with a wide spectrum of community—farmers,
industrial workers and women as well as various officials and non-officials.
HISTORIC INCIDENT TO BECOME A HEAD OF THIRUVANNAMALAI
ADHEENAM
As he was a
renowned scholar, Kuntrakudi Adigalar’s
intellectual refined thoughts attracted Thiruvannamalai Pontiff’s eyes fell on
him, later he was selected as 45th head of the Kundrakudi
Thiruvannamalai Adheenam in the year 1952.
He was a trend setter and began transformation period in Matt’s
activities. He changed the regular recruitment order, practices in temples.
The Mutt was headed by His Holiness
Srilasri Deivasigamani Arunachala Desiga Paramacharya Swamigal (popularly known
as Thavathiru Kundrakudi Adigalar). Sri Adigalar was a great scholar and a
powerful orator and above all a religious reformer with progressive views. He
was a follower of Gandhiji, an admirer of socialism and a staunch supporter of
the cooperative movement. He has widely travelled both in India and abroad and
visited the Soviet Union, China, Japan, SriLanka and Malaysia. The rural
development movement around Kundrakudi is closely inter-twined with the social
and spiritual activities of the Mutt.
Sri Adigalar was deeply
moved by the poverty and 'unemployment among the people living in Kundrakudi,
and the nearby villages. He realised that preaching spiritualism to
semi-starved citizens would not help propagate the objectives of the religious
institution of which he is the head. Being a firm believer in Gandhiji's
ideals, he wanted the village to be self-sufficient at least in food grains and
other essential items.
ABROAD
VISIT BROADEN HIS THINKING:
Adigalar visited to some foreign countries, particularly the
Soviet Union, influenced his thinking and ideas on the socio-economic
upliftment of the villagers. He became convinced that organising the villagers
for collective self-reliance and utilising the local natural resources of the
area in the most optimal manner constituted the essential strategy of rural
development. In order to give shape to these ideas, he launched a Village
Planning Forum in Kundrakudi on 2nd October 1977, the birthday of Gandhiji.
OBJECTIVES
OF VPF:
The main objective of
the Village Planning Forum, as envisaged by him, is the achievement of
self-sufficiency and eradication of unemployment in the village. In this task,
he decided to bring together the three
essential actors in the development drama, viz., The Government, the financiers
(represented by the State Bank of India) and a third party planner (represented
by the scientists of CECR1) for mutual interaction/cooperation in the
development process. The idea was to primarily revolve around the government
development programmes, modify them according to local' requirements and to
facilitate their implementation in a successful' way by bringing about access
to capital (provided through the commercial banks) and the scientific inputs
and knowhow (provided by CECRI, the third party planner).
The main aims of the
village-planning forum, as stated. in its constitution, are quite
comprehensive, consisting of some 15 items as follows :— 1. To uplift the
economically weaker sections of the society. 2. To improve the skills of the
local artisans. 3. To impart training to the local people for self-employment.
4. To train the local people for leadership through formation of cooperative
society, task assignment, participation in discussions etc. 5. To utilise the
available resources in the village for the development. 6. To improve the
awareness of villagers and to educate them in better health and family welfare
measures, sanitation and clean environment. 7. To introduce modern methods of
agriculture. 8. To encourage cooperative movements and to train villagers for
different functions in cooperative society like Directors, Presidents,
Vice-Presidents. 9. To improve irrigation facilities. 10. To improve cattle
wealth. 11. To bring the entire wasteland under cultivation. 12. To create an
atmosphere conducive to formation of integrated society free from race,
religious and caste-differences. 13. To take Science and Technology to the
village.
14. To improve the academic performance
of students in-villages. 15. To make the villages self-sufficient in all
aspects in paddy, vegetables, milk, meat, fish, etc.
MEMBERS OF PLANNING FORUM:
The Planning Forum is
broad-based in composition with different interests represented in it. Sri
Adigalar is the coordinator of the Planning Forum. The following are the-other
members: 1. Selected village citizens (including women). 2. Presidents, Vice-Presidents
and Secretaries of the various, cooperative societies. 3. Local industrial
interests. 4. Representatives of commercial and cooperative banks. 5. Panchayat
Union Officials. 6. Scientists from CECRI, Karaikudi. 7. Officials of
the Agricultural Department. 8. Officials of the Animal Husbandry Department.
9. Officials of Agricultural Engineering Department. 10. Officials of Education
Department. 11. Officials of Electricity Board.
12. General Manager of District Industries Centre,
Ramnad. 13. Officials of Khadi and Village Industries.
14. Village officials.
During the planning commission members visit, they saw extensive tracts of barren
and degraded wasteland in the area. A sizeable portion of the land must be
government land, probably with the forest department. A concerted effort should
be made to profitably use this land. Such lands on which there are no plans for
afforestation in the next twenty years or so, may be given on lease to
registered cooperatives of landless labourers and small and marginal farmers
who live around such lands (for a period ranging from .20—25 years) so that
they may be put to appropriate economic use. The Government of Gujarat has a
scheme like this for the development of the wasteland.
The VPF in Kundrakudi that have contributed to the
success story in Kundrakudi. Re-stated in terms of broad principles at the
level of generality, these are: (a) Building up a responsible and responsive
Receiving Mechanism which will be a people's institution for planning and development,
to provide a forum for various people to interact and to prepare an acceptable
framework for planning. (b) Ensuring a willing, understanding and adaptive
Delivery Mechanism which, in effect, implies bringing about attitudinal changes
among the functionaries engaged in development administration. (c) Bringing
into existence a 'Think-tank' or 'Third Party Planner' which can play both an
advisory role in planning on a continuous basis, as Well as a catalytic
motivational role in implementation With some degree of involvement (not mere
association) in the planning and implementation process, (d) Identifying a
local leader of high personal integrity who is respected by all sections of the
people and who can integrate the functions mentioned in (a), (b) and (c). (e)
Ensuring a style of functioning (of the planning mechanism) which will be
informed by an informal group dynamic approach to decision making and which
Would be neither compelling nor absorbing in its performance and which Would be
able to eliminate any conflicts fluctuations arising during the planning
process. (f) Adopting flexible procedures and consensus building techniques as
well as healthy conventions in the working process.a dynamic role in the
transformation of wastelands in the area.
The factors that have contributed to the success story
in Kundrakudi were as follows: Re-stated
in terms of broad principles at the level of generality, these are: (a)
Building up a responsible and responsive Receiving Mechanism which will be a
people's institution for planning and development, to provide a forum for
various people to interact and to prepare an acceptable framework for planning.
(b) Ensuring a willing, understanding and adaptive Delivery Mechanism which, in
effect, implies bringing about attitudinal changes among the functionaries
engaged in development administration. (c) Bringing into existence a
'Think-tank' or 'Third Party Planner' which can play both an advisory role in
planning on a continuous basis, as Well as a catalytic motivational role in
implementation With some degree of involvement (not mere association) in the
planning and implementation process, (d) Identifying a local leader of high
personal integrity who is respected by all sections of the people and who can
integrate the functions mentioned in (a), (b) and (c). (e) Ensuring a style of
functioning (of the planning mechanism) which will be informed by an informal
group dynamic approach to decision making and which Would be neither compelling
nor absorbing in its performance and which Would be able to eliminate any
conflicts fluctuations arising during the planning process. (f) Adopting
flexible procedures and consensus building techniques as well as healthy
conventions in the working process. (g)
Devising a network of informal consultative groups outside the regular
institutional mechanism for group action, which would expand the scope of
public participation and also ensure, voluntary agency participation. (See
Annexure IV) (h) Imparting Training both formal and informal for the local
youth inducted into the development projects to provide both the skills as Well
as moral qualities. 5.23 The principles stated above need to be interpreted
appropriately to suit every situation. There can be no fixed rules of the game.
Each situation is unique in itself and demands a different approach.
CONCLUSION
Department of Central and State Governments are implementing numerous
schemes in every part of the country. Unfortunately, these have tended to
acquire a certain uniformity because of Central/State direction and guidelines
provided by the State/Central Governments. Although these guidelines provide
for flexibility of operation with reference to area peculiarities and
specificities, the normal government machinery at the lower levels does not
exercise this prerogative for various reasons, which we may not go into. It is
only when an enlightened local body is present, which is in a position to
intervene and can articulate the local area specificities and needs, that these
considerations enter explicitly into the formulation of plan schemes and
appropriate modifications in these schemes are made to suit local resources,
local peculiarities and local needs of the village. 3.2 Part of the success of
the Kundrakudi experiment may be ascribed to the fact that the Village Planning
Forum was able to exercise some thinking as to the choice of schemes relevant
to the village area and in this way rendered the government schemes both area—
specific and people-specific. It is proposed to discuss here only a few of
those schemes which may be considered significant from the point of view of
their 'trigger potential' for area development. The emphasis in this discussion
is not so much on the physical details of a particular scheme, as on its social
dynamics, i.e. the part played by the people in its formulation and
implementation. He was not only a
village development planner, but also
work for inter religious harmony during Mandaikadu riot, and work for social
justice at keelvenmani incident in Tanjore district, active participant in
Bhoodan Movement for land for landless.
He lived as a saintly life and thought what a saint can do as a servant
of God for social justice with humanity. He is a man of multifaceted
personality lived for peace, harmony by shown his love on humanity and being a
pioneer of Indian Planning commission by spreading his service as social
movement like Rochdale of England in
Tamil Nadu. Hence, rightly called him
as Rochdale of Tamil Nadu.