There is absolutely no doubt that
what we are staring at right now is a mess of an absolute order in the mammoth
railway system of the nation, a mess that is also experienced with amazing
regularity by the rank and file of the nation. Yet in the perception of a rank
outsider the primary issue with the railways remains to be undue political
interference by its own very minister.
Surprisingly this perception can at best be only marginally true.
It is a fact that the Indian
Railways, a commercial (sic) organization in monopoly in a sellers market in an
overpopulated nation has no justification to be in the state of affairs it is
in right now. It is also a fact that despite its apparent negatives, the
railways remains the most visible symbol of dynamic delivery in a nation where
almost anything associated with the sarkari machinery is perceived as a symbol
of sloth and inefficiency. In this backdrop, it is indeed a matter of concern
that even a dream business scenario has failed in inspiring the railway system
to strive for excellence and inadequate facilities and services in unhygienic
and overcrowded stations and trains has over time emerged as its hallmark. This
dichotomy in the environment and the performance apparently defies logic and
needs to be appreciated before contemplating solutions.
Bashing of politicos has
unfortunately emerged as the favorite pastime of the nation. Even the great
Indian Railways has not been left unscathed in this regard, perhaps because
this appears to be the easiest option that also appeals to the masses. That the fundamental issues with the railways
are an offshoot of its burgeoning bureaucracy that is heavy, complex, feudal
and archaic yet well looked after has unfortunately remained under cover.
The separation of the rail budget
from that of the general exchequer in 1924 had its genesis in the deep rooted
philosophy of the then federal government that the operations of the railways
being commercial in nature would flourish in a financial environment that is
free of the controls normally inherent in government budgeting and expenditure
systems. Notwithstanding this fine appreciation of commercial needs that the
then powers to be displayed in abundance, considerable distortions in the last
few decades have resulted in a total reversal of the entire scenario including
the mindsets.
Railways took root in India in
1853 and by 1947 it had extended to over 53500 kms, while the next sixty five years
witnessed an addition of a mere 11000 kms despite advancements in technology
and processes. At this juncture in the life of the railways, it is almost
impossible to fathom that in a span of a mere twenty odd years that too almost
a century and a half back, the entire golden quadrilateral was built. That all
the five hill railways that are icons of engineering excellence could be built
from scratch in around a decade each, around the turn of the nineteenth century
also defies present day logic in times when even completion of petty works is regarded
as a laudable achievement. The railways in the first hundred odd years were
identified with rapid building of quality infrastructure and providing immaculate
services to its clients.
Where have we stalled?
In tune with the railway systems
in the developed world where the railways arrived only marginally earlier our railway
system was initially structured along departmental lines. While other railway
systems changed/evolved with the passage of time, our railway system still
continues with an archaic management and operational structure, the continuance
of which defies commercial sense. Moreover the system has been considerably complicated
and distorted to the extent that there is now a total mismatch between
authority and accountability in all verticals at almost all levels. The
situation is further aggravated by the presence of as many services as there
are departments resulting in a scenario that the entire system has only
departmental officers and not true railway officers. An overall view therefore almost
never gets taken.
What needs to be done?
The absolute lack of clarity on whether
railway is a commercial organization or a body like other ministries of the
nation has always been a core concern. Logically however, its expenses being
met by its own earnings convey an impression that railway is a commercial
organization, an impression substantiated by the rising public expectations from
its services. Unfortunately however its absolutely non commercial way of
working has expectedly failed in living upto the expectations of the burgeoning
middle class. Restoring commercial sense in its operations is necessary and
merely having a commercial department is at best tokenism. This however would necessitate
a concerted effort taken with clear short and long term perspectives in view.
In the short term, the ridiculous
complexities and distortions in the decision making and contractual mechanisms
would need to be addressed, besides putting in place a mechanism for a periodic
rationalization of the fare structure that puts an end to the adhoc handling of
fares. Simplification of procedures and empowerment of the almost disempowered
functionaries at all levels is an obvious natural corollary.
Concurrently long term measures
that handle major structural and operational anamolies would need to be
undertaken.
It is also true that the middle
tier in the railways structure, the zonal headquarters have ceased to be of any
positive relevance. Highly overstaffed with focus only on control and
conformance, the headquarters offices should be the first bastion to be
demolished in the interest of efficiency. For operational matters there needs
to be one policy making body, a trim and efficient Railway Board and a single
functional tier of divisional offices. The infrastructure and manpower vested
in zonal offices at present can be put to better use.
We also need to pay an immediate heed
to the oft recommended step of doing away with the plethora of services that
presently exist and creating a single Indian Railway Service on the pattern of
other services of the union. The crying need
to organize the entire structure on business lines after demolishing the
present departmental structure would also need to be addressed.
After ages we see light at the
end of the tunnel, yet sunshine would engulf us only if we move forward.
Rly. is so much treasured by the Rly. bureacrats that though almost all of them enjoy the fruits outside Rly.s on deputation however, not even a single non-rly. bureacrat is permitted inside.
ReplyDeleteHow so ever strange it may look but it seems that even the political bosses have also been unable to usurp this tradition. This reflects both the power n the mindset aka true picture of what rly.s is in the minds of who manage it.
It sometimes seems that it is also the true reflection of our country, how rich but unbelievingly poor. How much is there to share but, how it is being shared. Also by whom the rules for sharing are drawn. I remember a quote, if you cannot win, change the rules.This is so true of our inherent tradition. We are so afraid of anything fresh that before any gain or loss, the mindset guides of the future lost ground.
how to overcome the fear ingrained is the question to be answered.
If we are able to understand us, the assessment of any gain/loss will not arise. for the fearless, nothing is certain than self belief.
pl. comment.