KAMALIKA PIERIS
Philip
Gunawardena was given the Ministry of Food and Agriculture in the MEP
government of 1956. The portfolio included peasant agriculture, animal
husbandry and the plantations. He
was ably
assisted by GVS de Silva as Permanent Secretary. The combination of GVS and Philip offered the
country a socialist vision, said Garvin Karunaratne. I worked in his Ministry
throughout this period and I can say that the forceful ideas that he uttered in
his fiery speeches at last got channeled into action, said Garvin.
Philip was one
of the ablest minister seen in independent Sri Lanka, said Meegama. K. Alvapillai,
who was Permanent Secretary to Philip, said Philip was intensely practical with a desire to
see Sri Lanka achieve prosperity in the
shortest possible time. Hs vision was long range. He always looked far ahead but
did not ignore the needs of the present and immediate future. Alvapillai found that Philip needed very little in way of
guidance. He was a capable and
farsighted administrator.
Philip had
got down to work immediately after taking up the appointment, perusing files, talking
to officials, visiting state farms, research and experimental stations, talking
to farmers, and visiting Pettah to inquire into prices of rice and other food
stuffs, said Meegama.
Philip
had looked at the village surveys of Das Gupta and Shenoy, done in the 1930s. Also the more recent series
of economic surveys on selected areas,
Kegalle, Kalutara, Chilaw, Galle Kurunegala, Matara, Hambantota Puttalam and
Moratuwa. Philip studied these carefully.
That is evident from his speeches said Meegama.
In July
1958 Philip Gunawardene published an
Agriculture Plan prepared by the Planning Committee of the Ministry of
Agriculture. This was a substantial document, said
Meegama. It was prepared with the support of a
group of dedicated public servants. It had an overview of the
Agriculture sector, crop by crop, with
information on each, and what was needed. It
covered food and plantation crops, animal husbandry, distribution, credit, crop
insurance, multipurpose co-ops. It examined all the problems and was a
good starting point for anyone working on an agriculture plan of Sri Lanka,
said Meegama. The
plan was criticized by his opponents within the MEP.
A new
Department of Agrarian Services was established to implement the Paddy
Lands Act and also to take charge of the distribution of fertilizer to paddy
cultivators, implement the fertilizer subsidy scheme for paddy farmers, provide
agricultural credit, provide crop insurance, purchase paddy from
farmers under the Guaranteed Price Scheme and also minor irrigation, a subject
that was till then handled by the Government Agents of the Districts. All
functions dealing with paddy cultivation were taken over from the Marketing
Department.
A
Commissioner of Agrarian Services was appointed. All Assistant Commissioners were handpicked
from the Marketing Department and other services. All were experienced officers,
selected for their experience in handling development work, said Garvin Karunaratne.
They were screened for aptitude and orientation. Philip had the knack of selecting the
right person for a job, said K Alvapillai. He knew to
assess the capacity and ability of an officer and not put square pegs into
round holes.
Elmo de Silva
recalls, I was appointed as one of the Administrative Officers in the
Agriculture Department in 1957. In addition to my duties as Administrative
Officer, I was gazetted as an Asst. Commissioner of Agrarian Services, to
inquire into the grievances of the tenant farmers.
My monthly basic salary would be Rs. 340 plus
an allowance of Rs.300, and some other allowances making a total of Rs.740/=,
which was a handsome salary at that time when the dollar fetched six rupees and
a brand new Volkswagen could be bought for Rs. 8,500.
After I was
appointed to this post, I went for an interview held by the Central Bank for an
intake of officers. On being questioned whether I was employed, I stated that I
was functioning as Administrative Officer, Dept. of Agriculture. The interview
board informed me that they had instructions from the Hon Minister Philip
Gunewardene, not to select anyone who was functioning as an Administrative
Officer in the Agriculture Dept. This was because he wanted a cadre of
committed, trained and experienced officers to implement his well planned,
futuristic and visionary policies, said Elmo de Silva.
Hon. Philip
Gunewardena introduced a new system of Administration, said Elmo. All of us were
summoned to the Agriculture Department head office at Peradeniya for an official
briefing. The Hon. Minister addressed the new officers. Among the thoughts he
expressed, there was one outstanding statement which has guided me throughout
my government career where I have served
in several Departments and Ministries. Philip emphasized ‘that we could violate
any Financial or Administrative Regulations, if we could prove that this action
of ours was done in the Interests of the country and the citizens we serve’
This
exhortation has guided me throughout my public life. To give one example, when
I was Administrative Officer for the Matara District, there was a rubber plant
nursery to supply clones to peasants given land under the Land Development
Ordinance. They were to be given a subsistence allowance till they could get an
income from their rubber plantations. Delay in giving the nursery plants to the
peasants, would have resulted in extending the subsistence allowances given by
the Govt. to the landowners. There was severe a drought and the plants in the
nursery would have withered.
The position demanded immediate action to
maintain the nursery. Though I was yet a novice in the public service, in terms
of the verbal authority given by the Hon Minister, as referred to above, I
hired two water bowsers to water the nursery for about two months enabling the
plants in the nursery to survive. I did not seek the consent of any authority
or call for tenders. There were no queries from
audit.
Administrative
Officers were put in charge of the administrative and financial functions in
all the agricultural offices throughout the country. This new system was
bitterly opposed by the Technical Officers, as the removal administrative and
financial duties, was seen by the Technical officers, as a reduction in their
official powers and status. But the Hon Minister would not brook any
opposition. They had to comply with the Minister’s very progressive move, said
Elmo de Silva.
Philip
wanted efficiency. He did not like waste of time, waste of money, waste of
effort or poor co-ordination, observed Meegama. Work had to be done well. Every officer had to work to his best .
Philip
breathed fire into the departments under him and got them working at maximum
capacity like no other minister known to me in my 18 years service, said Garvin
Karunaratne. Officers worked as though the Minister was breathing down their
necks, agreed Elmo de Silva.
Hon Philip
Gunewardena used to make surprise visits to offices, and would fault officers
who had not completed their assignments, said Elmo. He somehow knew if we
faltered, we never knew how ,said Garvin. Irregularities at the Tripoli market were known to the Minister before I got to know, said Garvin who
was in charge there. Minister had his
own spy system which was very active.
When I worked
in Anuradhapura he knew of falsification in our store before we did. It was a
Gestapo service that no other minister known to me had and I have directly
worked under 20 or 30 ministers over time , continued Garvin.
But Philip was
extremely easy to work with, and a source of inspiration in the Ministry. Many
officials in the district rallied to him, said Meegama, Philip’s biographer. Philip did not hesitate to record his
appreciation of the services of
competent and hardworking public officers, as for instance when he placed on
record the good work done by several officers in formulating the implementing
the Paddy Lands Act (Hansard 1961.06.06 Col. 7197-7244).(Continued)