By MAHINDA PANAPITIYA
Irrigation Engineer who has worked for Mahaweli Project since 80s
As originally planned, the present phase of the Mahaweli Project should be focused on social and economic development of the families settled in Mahaweli areas. It could be done by promoting food production in a sustainable way, to gain the return on investment of capital cost incurred on the infrastructure constructed for delivering water to fertile lands in the dry zone. The potential available in lands under Mahaweli Project, which cover about 1/3 of farming areas of the Dry Zone, could easily help the country to become self-sufficient in healthy foods, deviating from monotonous rice cultivation, provided it is managed with a right vision.
According to the concept explained below, there is a need to change the present management approach to a role focusing food production using limited water resources in the Dry Zone. For example, the term “Block Manager” in the Mahaweli Management System was used during the construction phase in the 70s, because areas were blocked for the purpose of managing construction and settlement activities. There are five such blocks, each of about 3,000 Hectares, under Kalawewa Reservoir. Now the project is in the production phase. Therefore, the Block Managers appointed earlier should now be named as Regional Production Managers, because the very word BLOCK implies negative at the production phase.
The role of a Production Manager replacing Block Manage is a completely different discipline from what was adapted during the construction phase. In the current production phase, Irrigation projects should be perceived as a Food Producing “Factory” – where water is the main raw material. A Production Manager’s focus should be to maximize food production, deviating from Rice Only Mode, to cater the market needs earning profits for farmers who are the owners of the “factory”. Canal systems within the project area are just “Belts” conveying raw materials (water) in a Typical Factory. Farm labor, fertilisers etc. are other inputs.
Required Management Shift
In order to implement the above management concept, there is a need for a paradigm shift at national level in managing large scale irrigation projects. In the new management paradigm, the farmers would be treated as clients, not the servants at the mercy of receiving water, according to rigid schedules decided by irrigation management staff. In this approach, the main purpose of managing irrigation systems is to deliver water to the farm gate at the right time in the right quantity.
It is also very pathetic to observe that main clients of irrigation projects (farmers) are now dying of various diseases caused by indiscriminate use of agro-chemicals. Therefore, there is a need to minimize the damages caused to the ecosystems where these food production factories are located. Therefore, the management objectives should also be focused on producing multiple types of organically grown crops, profitably without polluting the soil and groundwater aquifers.
Existing Engineering staff should either be trained or new recruitments having Production Engineering background, should be made. Water should be perceived as the most limited input, which needs to be managed profitably with the farming community – jointly. Each Production Manager could be allocated a Fixed Volume of water annually, and their performance could be measured in terms of Rupees earned for the country per Unit Volume of water, while economically upgrading a healthy lifestyle of farmers. Staff of agencies such as Central Engineering Consultancy Burro (CECB), established in 80s at construction phase of the Mahaweli Project, can be trained to play the role of Production Engineering. CECB could be renamed as Central Food Production Burro (CFPB).
In addition to the government salary, the staff should also be compensated in the form of incentives, calculated in proportion to income generated by them from their management areas. It should be a Win-Win situation for both farmers as well as officers responsible for managing the food production factory. In other countries, the term used to measure their performance is $ earned per gallon of water to the country, without damaging the ecosystem. Another advantage of this approach is that the young generation of the farmers automatically get attracted to commercial agriculture because of high income generation.
We were able to introduce some of the concepts explained in this note during 2000 to 2004, under a program called Mahaweli Restructuring and Rehabilitation Project (MRRP) funded by the World Bank. It was done by operating the Distributary canals feeding each block as elongated Village Tanks. Recently we tried to modernize the same concept at Pilot Scale in System B, by independently arranging funds from ICTA. In that project, called Easy Water, we introduced an SMS communication system to the farmers, so that they can order water from the Maduru Oya Main Reservoir by sending a SMS, when they need rather; than depend on time tables decided by authorities as normally practiced.
The World Bank also recognised the above concept in 2003, as the best water management approach suitable for South Asian countries. Due to the lack of vision of existing managers in the irrigation sector focusing on food production, the above approach has not yet reaped the full benefits. What we need in Sri Lanka, is a political leadership to create challenges for irrigation officials to play a role of educated profit-oriented farmers, deviating them from Rice only mode, by promoting concepts similar to above. Also note that while I worked for a project in Azerbaijan funded by the International Fund for Agriculture Development, I was able to introduce the same concept and they are now using it successfully. I do not see any reason why we could not practice here.
Mrs Paripooranam Rajasundaram- A Gracious Lady
I first came to know Mrs Pariapooranam Rajasundaram, who was born in Singapore on October 25, 1935 while serving a short stint in Jaffna with police intelligence. Her late husband who called her “Pari” was my very close friend, Mr. Vaithilingam Rajasunderam, the former principal of Victoria College, Chullipuram who was introduced to me by my friend and police batch mate, late Tissa Satharasinghe, who was the Personal Security Officer, to the late Mr T.B. Ilangaratne in 1971.
Mrs Rajasundaram was blessed with three sons and a daughter and several grandchildren and can be truly described as a very faithful spouse and dedicated mother, mother-in-law, grandmother and a great grandmother to the family of which she was matriarch.
My short spell in Jaffna in 1973 brought me closer to the Rajasunderams who celebration their 25th wedding anniversary in 1974. Theirs was an open house and my wife and sisters too came to know them well.
Mrs Rajasundram and her husband were good hosts and his assassination was a shock to all of us. It was then she became part of our family as she lived with us briefly till she obtained a UK visa to join her daughter and son-in-law there.
Many years later when she was living in England, I had joined KLM Royal Dutch Airlines and my family used to spend vacations with them in Cockfosters in North London. Mrs Rajasundaram treated us to sumptuous meals lavishing attention on us. She was very fond of my wife and two children and had a heart of gold. A devout Hindu she never failed in her religious obligations, lived within her means and was never greedy for what she could not afford. She firmly believed in being patient and willingly gave to those in need.
She was a lady who was selfless, full of compassion, kindness, humility, gentleness, patience, very virtuous, and full of love and character. I can say of her: “People may forget what you did, but people will never forget how you made them feel!”
My prayer as a Christian is that God grants you eternal rest.
NIHAL DE ALWIS
Independence celebrations for whose benefit?
Celebrating what? Bankruptcy, corruption and nepotism to name a few. Surely isn’t there one MP among 225 who feel we have nothing to celebrate. We say we cannot pay govt. servants’ salaries in time, the pensioners’ their entitlements. A thousand more failures confront us.
In our whole post-independence history such a situation has never arisen. We should be mourning our lost prestige, our lost prosperity our depleting manpower. Our youth in vast numbers are leaving the country for greener pastures. We should be conserving every cent to live, not to celebrate a non-existent independence. We should be mourning, walking the streets in sack cloth and ashes in protest at this wanton waste of money by an irresponsible government.
I can’t understand this mentality. The forces are also our young men who feel for their fellow men and women. Maybe their lot is a little better than the rest of us. But how can you order them to go parade? They cannot refuse. It is an unwritten or written code that they have to obey orders without question. I feel sorry for them. All that spit and polish – for whose benefit? Definitely not ours. We will be mourning in silence in our homes.
Aftermath Of Mr. Ranjan Wijeratne’s Assassination
It was on Saturday March 2, 1991 when that fateful LTTE bomb blast shattered the life out of Mr. Ranjan Wijeratne, Minister of Plantations and Deputy Minister of Defence, in front of the Havelock Road University Women’s Hostel opposite Keppetipola Mawatha.
Mr. Wijeratne used to take the same route from home to office every day. The LTTE had monitored his movements and found that it would be easy to target him on his way to office from a strategic point after receiving the information of his departure from home.
The LTTE targeted his vehicle right in front of the University of Colombo Women’s Hostel opposite Keppetipola Mawatha. The suicide bomber crashed into the Deputy Minister’s vehicle and killed the Minister instantaneously.
I had dropped our elder son at Royal College for scouting and then went to the public library to return some books and borrow new ones. After having done that, I was returning home when I saw a large cloud of black smoke going up from somewhere on Havelock Road. As I neared Thummulla junction, a university vehicle (I was Registrar of the Colombo University) was going in the opposite direction.
I stopped it and asked the driver what had happened. He said the Shanthi Vihar restaurant at the Thummulla had been set on fire. The police did not allow vehicles into Havelock Road from Thummulla. I parked the car on Reid Avenue between Thummulla and Lauries Road and walked down the Havleock Road to see what exactly had happened.
As I got onto Havelock Road, a policeman accosted me and told me that I cannot be allowed to proceed. Fortunately, at that moment the OIC of the Bamabalapitiya Police station, Mr. Angunawela, came to that spot and recognizing me told the police constable to allow me to proceed.
As I walked down I saw the damage caused. But there were no signs of any vehicle or any dead bodies as the police had got everything removed. There was a large gaping hole on the road where the blast had occurred. But immediately this was filled up and that section of the road carpeted.
I do not know who had ordered it and why it was done in such a hurry. There were pieces of human flesh hanging from the overhead telephone wires. The blast had also affected the house in front where there was a P& S outlet and a lady who had come to buy something had got her eyes blinded by the shrapnel thrown by the blast.
The parapet wall and the Temple flower (araliya) trees that had been grown just behind the wall were all gone. As I went into the hostel, I saw that the front wall of the hostel building badly damaged. When I went in the girls in the hostel were looking terrified and shivering with fright.
Two of the undergraduates who had gone out of the hostel as they had to sit an examination in the university had got very badly injured and they been rushed to the national hospital. Later one girl who was from Kobeigane, a remote village in the Kurunegala area, succumbed to her injuries. The university paid for her funeral. The security guard who had been close to the gate was thrown up and landed back on the ground. Fortunately, he had no injuries other than feeling groggy.
The next job was to evacuate the hostelers from the building. I telephoned the university office and found the Senior Assistant Registrar in charge of examinations was in office. I told her what had happened and to come to the hostel in a van. Thereafter both she and I packed all the hostelers in the van and sent them to the Bullers Lane Women’s hostel. This was done in three trips.
On inspecting the damage done to the hostel I thought the building would have to be demolished and a new building constructed to replace it. However, I contacted an Engineer, Mr. Upasena, at the Central Engineering Consultancy Bureau (CECB,) who came, inspected the damage to the building and stated that he will get it repaired to be stronger than what it was.
He stated that it might cost around Rs, 20,000/- to get the repair done. I contacted NORAD and they agreed to give the funds required for the repair and renovation. Mr. Manickam from NORAD came and inspected the building and agreed to get much more done than what we wanted repaired and renovated. The repair and renovation were done very quickly and the hostelers were able to move in again.
The reopening ceremony was attended by the then Ambassador to Norway, Mr. Manickam and the Vice-Chancellor. The Vice- Chancellor thanked the Ambassador, Mr. Manickam and the CECB for getting the hostel repaired and renovated to be used again. He never mentioned what I had done to get this hostel repaired and habitable again. That is gratitude!
HM NISSANKA WARAKAULLE
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