Maxwell School of Syracuse University – Page 8

By myself in Bali by Sandeep Silas, published in The Hindu

Sandeep Silas visits the Indonesian island and comes back with memories of tourist beaches, the music of the angklun and glimpses of India everywhere

How do you see a country of 17,000 islands? That when 6,000 of which are inhabited! So you go to the place you’ve heard most about and which promises a generous share of the sun and beach.

The word ‘Indonesia’ has an India connection — “Indos” means Indian and “nesos” means islands.

India here is every where and in everything — statues from the Ramayana at road intersections; people greeting you with “Namaste”, temples, folk performances of the Ramayana, wood craft, the confusion of shops coming right up the street, and the unevenness of order. The reason was not far to find.

Indian traders brought Indian culture and religion here in 1st Century A.D. In 7th Century A. D. the Buddhist kingdom of Srivijaya in South Sumatra was epitomised in the building of the Borobudur Buddhist sanctuary. In 13th Century A.D. East Java saw the emergence of the Hindu empire of Majapahit, which lasted two centuries, uniting Indonesia and parts of the Malay peninsula. The Indian Government is helping restore the Prambanan Temple near Yogyakarta. Islam came in the 16th Century, again with traders, and today is the dominant religion here. Interestingly, Marco Polo came to Java in 1292 A.D. but the Europeans did not come until the 16th Century, when the fragrance and flavour of spices could not hold them back anymore. The Portuguese, Dutch, Spanish, British, Japanese… all have been players in the archipelago till Soekarno proclaimed independence in 1945 A.D.

The road took me to Nusa Dua. Once inside the Italy-like tip of the Indonesian shoe, I learnt it is an insulated area for tourists, with little or no interaction with Indonesian people save what is dished out by the hotels. Past the Namastes, floral greetings and bamboo music it was left entirely to me to discover the Balinese way of life.

Nusa Dua Beach in Bali. Photo: Sandeep Silas

A break took me to Kuta Beach, which, along with Jembaran, is a favourite with tourists. Crowded, confused and scarred by the memory of the 2005 bomb blasts, the place still buzzes like a bee.

A while later I saw the most stunning examples of woodcraft. Most of them celebrate Jatayu’s sacrifice as it tried to protect Sita from being captured by Ravan. Ram and Sita, too, were captured in wood.

I selected a depiction of an Indonesian couple in the rice fields as a souvenir, having enough of the Ramayana in my home country. The batik here is irresistible, so be prepared to be divested of a few thousands of rupiahs if you enter a showroom. One thing I must record is the simplicity of the ordinary Indonesian. They appear so human and appear so starry-eyed as they feel that your situation in life is better. The very mention of ‘India’ generated a friendliness.

I couldn’t hold my steps early next morning. I ventured out for the sea. But, wait, I was held in my tracks by the beautiful song of the Bali birds. Dawn was about to be. The sun was still in the sea. But, the birds knew it long before it is time to welcome a new day. There was an excitement and a welcome hidden in that chirping. I recorded a video clip.

The beach was calm. Sea-washed! I sighted fresh algae that the waves had brought to the shore.

Click, click, click went the shutter, capturing the golden road to the sun on the water surface. It lasted about ten minutes, this heavenly bliss before normalcy returned and it was like any other day. The virgin rays falling on the beach, the trees, the beachside temple and on my face were all in my camera.

Next day was a day full of diplomatic nuances, debates and a draft declaration. The evening promised Ubud — rice fields and ethnic dance. I travelled almost an hour from Nusa Dua and reached a restaurant complex called Laka Leke, situated amidst the rice fields. Everybody sits here in spacious pavilions and witnesses the Kecak and fire dance. The venue is illuminated by flickering oil lamps. When the queen enters on her palanquin, bare-chested men raise their hands and bow their heads in welcome. Kecak is actually the Balinese version of the episode of Sita’s captivity. The men play the monkeys, crying ‘cak-cak-cak’ and circling Sita as they dance, the fire adding an element of mystery to the scene. Hanuman, the monkey god, comes to rescue Sita, gives her the ring of her husband Ram and consoles her. Now, the only difference in the Balinese Ramayana and that which we know in India is that there the story ends with “lived happily ever after”, while in the Indian version she had to go through the ritual of Agni Pariksha (fire ordeal).

Nurturing culture: Ramlila in Bali. Photo: Sandeep Silas

The Taman Ayun Jagatnatha, is dedicated to god Sang Hyang Vidi Wasa. The capital Denpasar has many community temples. There’s Pura temple in Mengwi sits on a tableland. All temples have a turtle and two dragons in stone signifying the foundation of the world.

The Balinese dress and dance during festivals — Galungan and Nyepi are the main ones. The harvest thanksgiving festival is Makepung and held from August 8 to 12 at Jembaran. The islands’ most famous sea temple is Tanah Lot, where rituals were conducted and offerings given to the guardian spirits of the sea.

The simplicity of Bali’s music appealed to me a lot. There is the angklun, an instrument made of slit bamboo, which is held in hand and shaken to release the musical notes.

I carried an angklun back home, and whenever I think of Bali I just go and give it a little shake.

Keywords: Indonesian island, Bali

(Published in The Hindu, May 27, 2012)

Note: 8 photographs added at the time of uploading.

Link: http://www.thehindu.com/features/metroplus/travel/by-myself-in-bali/article3462543.ece

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#Funny #Plastic #Money by #Sandeep #Silas in The #Pioneer

(The Pioneer January 27, 2001)

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#HAMPI: #City of #Dreams by #Sandeep #Silas

There are some people in the world who dream and forget; there are those who dream and dare.

Hampi, the last capital of the great Vijayanagar kingdom was one such dream. In this dream of the King, there was nothing missing—palaces, temples, baths, water tanks, market, platform to watch festivities, watch towers, elephant stables, long covered corridors, aqueducts and fortifications. And this was not bare. Each pillar of a palace or a temple’s gopuram and vimana, doorway, passage, was affectionately adorned with statues of gods, goddesses, humans and animals. The roof was a story in itself—on it was painted a legend or a complete scene. A 15^th century muslim envoy, Abdul Razaq, was forced by the beauty of Hampi to remark—“The city is such that the pupil of the eye has never seen a place like it, and the ear of intelligence has never been informed that there existed anything to equal it in the world”. The historians, Nuniz and Paes, praised the city as being greater than Rome, its palaces plated with jewel encrusted gold, simply ‘the best provided city in the world.’

First, to the name Hampi. It is said that Goddess Hampi (Parvati) attained Lord Shiva on the banks of the River Tungabhadra that flows through Hampi.

On her name lives the city and now the World Heritage Site. There is a Ramayana connection also with Hampi. It was originally known as Kishkindha, the monkey kingdom of the great monkey faced King Sugriva, who assisted Lord Rama in the fight against demon King Ravana of Lanka. Later, two brothers, Hakka and Bukka raised Hampi to a city in AD 1336. In the centuries that followed Vijayangar Kingdom surpassed all others in wealth, fame and status between the 14^th and 16^th centuries.

When I first arrived in the vicinity of Hampi, I was struck by the sheer beauty of the landscape strewn with boulders. Amazing shapes and designs peeped out of most naturally placed boulders.

How an earth could a heavy boulder be resting for ages on a smaller one? How could the wind and rain have shaped another like a pillar? How could two huge rocks be so moved to rest in a standing position converged at the top? There was despair and hope, both written across the landscape by the boulders.

The approach to the main living shrine, the Virupaksha Temple is across a hill. Dropped in the midst of the market place, the erstwhile Hampi Bazaar, I was moved to view with awe the sheer magnificence of the temple gopuram. In those days the gopurams used to tower above the earth.

Built in pyramidal style, profusely ornamented by statues of gods, goddesses and attendant females, this one makes you feel so alive.

Statues of voluptuous females with slender waists, adorned with ornaments, fill up corners of the rising structure. They reveal the concept of beauty and the popular style of jewellery worn in the period. Should your look be a lingering one, there is a possibility that life may fill up the statue and she may come towards you!

A group of women, walking in a row of three, dressed up in the colours of the Indian flag, marched decisively towards the shrine for worship. On their heads was carried puja material and an offering of coconut. They had a band of dancers and drummers following as accompanists. The whole atmosphere was charged.

The presiding deity inside the shrine is Shiva, represented by the lingam. Sprinkled flowers, coconut water, ritual of aarti performed by a flame of fire and the smell of incense completed the picture of worship in an Indian temple. Heads bowed, prayers were offered and the devotees trooped out on the other side.

I stopped to look at the frescoes on the ceiling. The colours have faded but the scene of Shiva’s marriage with Parvati is still visible in its completeness. The celebration is painted in natural colours and comes out with a vibrance that is visible unmistakably in the poise and the eyes of the godly couple.

Out of the temple, I climbed up the bend and halted at the monolith Ganesha. He sits inside the room in his glory while in the pillared hall outside dance maidens on the many pillars, their movement frozen in stone. I move further to a large green arena at one end of which is another Ganesha, much smaller, but sitting in the same style, gazing at the pillared hall in front. A nondescript road takes me further to the Ugra Narsimha.

Again a monolith statue, it now stands alone, as the structure above it was perhaps victim of pillage and destruction at the hands of invaders. The 6-7 meter tall Lakshmi Narasimha has an angered look on his face as he determinedly sits cross-legged. Just next to it is a small round tank, roof open, in the midst of which is a huge rock lingam, the Badavilinga. The water was still and sunlight opened a window on the water surface, half bathing the lingam with light.

I resumed my exploration as I entered the Hazara Rama Temple. The gopuram here is much smaller in dimension and rather full of signs of decay. Two amazing statues of women in dance poise, I caught on the sides as I entered the gate.

Just outside on the other side of the road is a water tank with steps leading down to the water. A covered corridor resting on pillars runs around reminiscent of the style of the Great Roman Baths.

More surprise followed later as I stood face to face with the first stone chariot I had ever seen in the Vithala Temple precincts.

Drawn by miniature elephants it is elaborately carved and has stone wheels that actually move. A ladder is placed in front to enter the chariot.

The biggest wonder is caged in the 56 elaborately carved hollow pillars of this temple. These emit different musical notes! Ever heard of musical notes emanating from stone pillars?

I tapped on one, then another, yet another dazed in ear and eye. How could music be caged in stone? What combination of arithmetic and art was employed to make them sound different and yet combine like in an orchestra? It is sound engineering of the highest order! It is a musical offering of stone to the gods! What better way to please the gods in heavens above! India in any case worships 33 crore deities so the music from these stone pillars will have to emanate equal numbers of days even if it is for one god each day!

The master craftsmen of Hampi, the master musician, and of course the vision of the King as the one who conceptualized the entire setting deserve kudos. I must mention the name of the great King Krishnadevaraya to whom Hampi owes much of its magnificent buildings.

A signage calling aloud ‘Lotus Mahal’ moved our steps. There was an outer wall blocking the view of the interior buildings. This indicated that it was the preserve of the Queen and other ladies.

Inside was a water tank to the right now overgrown with weed and wedded to neglect. To the left a platform is reminder of the royal ladies watching the Mahanavmi celebrations from its vantage position. On both sides of the enclosure are watch-towers, placed diagonally, from where eunuchs guarded the ladies of the Mahal.

In the center of the garden is an exquisite palace, called Lotus Mahal, residence of the Chief Queen.

Two storeyed, carved archways running through, ornamented on the exterior like the dress of a bride, the Mahal has a certain delicacy about it that pleases. It is said that this building was inspired by the beauty of a woman!

A strong desire to see the magic of Hampi come alive, filled up my mind. In my imagination water started filling up the tank, the rustle of silk in Lotus Mahal and oh, those dainty whispers, started wafting out. Soon the caparisoned elephants started lining up outside and eunuchs busied themselves. Dusk was approaching and earthen lamps were lighted all around, their flame protected by the niches that housed them in the walls.

There is no light more romantic than that of diya! When hundreds of them spring to life all about you there is no escaping their warmth. The Mahanavami Dibba became a focal point as royal ladies assembled there to watch fireworks in the city. The sky was soon ablaze with colours and so were the hearts of those who secretly desired someone.

The ruins of Hampi possess a power to captivate the mind’s eye and enthrall a visitor by the warmth of their images that are captive of the times that have gone by.

I walked out on the other side of the ladies enclosure and came to two huge buildings, one used then for the elephants as a stable, and one for their masters.

Further beyond are three small buildings, one of which my guide tells me was the massage and beauty treatment house for the royal ladies!

You hear more stories as you explore more. The King’s Balance is a place where the King was weighed in grain or gold that went for distribution to the poor. The Queen’s Bath is a lovely tank surrounded by arched corridors and lotus shaped fountains under which frolicked the royal ladies.

More excavations are revealing more facets of city life. The Muslim Sultans of the Deccan combined in war frenzy in 1565 AD and attacked this Hindu Kingdom. What followed was destruction, plunder and loot. Somebody won, somebody lost and Hampi was finished forever.

The river Tungabhadra crosses the Hampi valley meandering over rocks and becoming the silver line of this cloud. The river banks at Anegundi village are haven for tourists who wish to stay more at Hampi seeping slowly the beauty of the plundered city. The fortress town of Anegundi is trying to bravely revive the traditional arts of Hampi and the effort is laudable.

Yet in its ruins, those survived, there is a truth written all over; the truth of human endeavor, the truth of human beauty and excellence.

What Time then buried, Time is now revealing in faint blips of ecstasy and wonder!

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The #Sickle and #Honeycomb by #Sandeep #Silas

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The Sickle and Honeycomb by Sandeep Silas in Borough in the Mist (2007)

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(The Pioneer December 18, 2000)

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Tribute to a Mother!

Happy Birthday Maa!

September 29th

Maa by Sandeep Silas ‘deep’ in Ranai-e-Khayal, 2012

Translated Book in English available on Amazon Kindle:

https://www.amazon.in/BEAUTIFUL-THOUGHTS-Sandeep-Silas-ebook/dp/B0080RNI7C

BEAUTIFUL THOUGHTS by [Silas, Sandeep]

For original Hindi version Ranai-e-Khayal please contact me.

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#ISTANBUL…#Sweet and #spicy by #Sandeep #Silas, published in #The #Hindu

ISTANBUL Besides its famed mosques and tourist spots, this ancient city offers a heady mix of spices and herbs in its bazaars, experiences Sandeep Silas

TURKISH DELIGHT Yes, Istanbul is very crowded but this vibrant city is full of life and rich in history

Istanbul had long teased my imagination. I had heard of it as glorious Constantinople, in the days of the Byzantine Roman Empire, its subsequent fame under the Ottoman’s, as Istanbul. It is a city which has contributed to political power, civil law, codes, art and culture, architecture and religion for many centuries and has today become a bridge between tradition and modernity. It has entered into the realm of cities those that have shaped civilisation and impacted the world. The whole problem was where to begin. There was so much to absorb at the same time. I quickly learned that it was built on seven hills. But where are the hills? Human habitation has quietly placed all the seven hills firmly under its seat. Yes, Istanbul is crowded.

The most famous monument I visited had this unmistakable stamp of history and the ages of Constantinople. The Hagia-Sophia is pronounced Aya-Sophia. This Church-Mosque-Museum of faith has been built thrice. The name means ‘divine power’ and the saga of its history says — 1,000 years as church, 500 years as mosque and thereafter museum. As it stands today, it was built during the reign of Emperor Justinanus and opened in 537 A.D. The plan is traditional basilica with a central dome. Together with three naves and its 107 columns it forms a splendid edifice. You look around and up and you keep wondering how huge it is and how delicately it has been decorated. Gold, silver, glass, colourful stones have been used to create an unparalleled effect. The grand mosaic work of the 6th Century is visible on the walls. A celebrated spot for the crowning of emperors was the famous mosaic floor under the central dome.

Haiga-Sophia side view

It was turned into a mosque by Sultan Mehmed II in 1453 A.D. after Istanbul’s conquest. The Mihrab, pulpit, muezzin gathering place, preaching table, were added inside Hagia-Sophia in 16th & 17th centuries. More precious gifts came in from Suleiman the Magnificent and the later sultans.

Spectacle of faith

Once Turkey became a republic, Hagia-Sophia became a museum. What is of immense value today to humanity is the presence of the Mihrab and the mosaic image of Mother Mary holding infant Jesus at the same place — one on the ground, the other on the roof. It conveys the oneness of humankind and so much of God. I enjoyed this spectacle of faith present here because of history unfolding the way it did, now become a grim reminder and unifying symbolism. I greatly treasure the time spent here watching the carved pillars, discovering the seal of Theodora and Justinian in the columns, the other mosaics, the weeping column (originally part of the Temple of Artemis in Ephesus) and the streaming sunlight from the many windows of Hagia-Sophia.

True respect for different religions inside Haiga-Sophia

Close by is the Sultanahmet Mosque, also known popularly as The Blue Mosque, as the semi-domes and the inner of the central dome are decorated with blue calligraphy. It was built between 1609 and 1616 A.D. and in a way was viewed as a structure equalling Hagia-Sophia. One admirer has described it as the “unreachable symbol of lightness and elegance, with its six thin minarets and dome layout.”

Blue Mosque

In front of this Blue Mosque is the Hippodrome, now known as Sultanahmet Square. It was built by Roman emperor Septimus Severus in 203 A.D. and served as a meeting place for politicians, for chariot races and such other activities. Two Egyptian obelisks stand in the square sculpted with animals and motifs.

Stained Glass inside Blue Mosque

The jewels and precious thrones inside Topkapi Palace remind you of the ultimate luxury in which sultans lived and ruled. First a Byzantine Acropolis in Seraglio overlooking the Marmara Sea, Bosphorus and the Golden Horn, it became the residence of the Ottoman sultans. It was built between 1460 and 1478 A.D. over 70,0000 square metres. The Bab-i-Humayun Gate separated it from the city and the Bab’us Selam connected it to the inner courtyard. All the administrative buildings are in this section. Most of the Turkish treasures are displayed in the museum here. Crowns, necklaces, the 86-carat Spoon Maker’s diamond, rubies and emerald studded turbans, weapons including Nadir Shah’s famed emerald dagger, thrones, porcelain, manuscripts and murals are not only captivating in sight but also in terms of being witnesses of history. Amongst the most holy and precious exhibits are the Staff of Prophet Moses, the hair from the beard of Prophet Mohammed, the cup and coat of The Prophet and his holy mantle. Little did I know that the most famous opera of Wolfgang Amadeus Mozart, “The Abduction from the Seraglio”, completed in 1782, is inspired by a sad tale, with Topkapi (Seraglio), as the scene of an agonising separation! It tells of a Spanish nobleman, Belmonte, whose beloved has been kidnapped by pirates and sold to The Pasha who dwells in Seraglio. Dolmabahce Palace, on the bank of the Marmara Sea, became home for the sultans from 1856 A.D. onwards. It was ordered to be built between 1843 and 1856 A.D. Two interesting facts about Dolmabahce deserve mention. One, that its architectural design has eclectic elements from Baroque, Rocco and Neo-Classical styles blended with traditional Ottoman architecture. Second, that about 14 tonnes of gold in the form of gold leaf was used to gild the ceilings of the 45,000 sq. metre mono-block palace! The world’s largest Bohemian crystal chandelier in this hall, a gift from Queen Victoria, has 750 lamps and weighs 4.5 tonnes! Now, people flock here to see Mustafa Kemal Ataturk’s deathbed in Dolmabahce. The founder President of Turkey died in this room in November 1938 after an illness.

Dolmabahce Palace Gate

At the Egyptian Market, the Nazar Boncuk was everywhere. It characterises Turkey, protecting the holder from affectation by the evil eye. Two tastes and colours were prominent here—a sweet called Turkish Delight and spices.

Egyptian Market

I think these are the two distinctive tastes of Istanbul—sweet and spicy! Spicy, in the sense of taste that enhances the flavour; and sweet, which makes time measure up to a cup of delight! My last image while leaving Istanbul is of the Byzantine City Wall, which has been preserved wherever possible.

The wall has crumbled with ravages of time, empires have been broken, the republic is born, and Nazar Boncuk now keeps Istanbul safe.

Sandeep Silas at Istanbul

(Published in The Hindu, February 13, 2012)

Note: Except opening picture, all other photographs added now

Link:

http://www.thehindu.com/todays-paper/tp-features/tp-metroplus/sweet-and-spicy/article2886865.ece

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#REFORMING AND #REVITALIZING #INDIAN RAILWAYS’ by Sandeep Silas; strategy paper presented in 2014 to High Level Committee on Railway Restructuring chaired by Dr. Bibek Debroy

REFORMING AND REVITALIZING INDIAN RAILWAYS’

Sandeep Silas

Dated: June 9, 2014

Presented before the High Level Committee on Railway Restructuring chaired by Dr. Bibek Debroy

Executive Summary

Nowadays we do not need a framework, which acts as a fortification against the public aspirations, but on the contrary one that is responsive, sensitive and attached to the public needs. What we have today is a traditional and control oriented organization. What we need is a learning and efficiency oriented organization. We have to get Railways out of its captivity of “skilled incompetence”. We should be brave to try out a new world order—“The fact is that every company, has a business diamond. Re-engineering can be thought of as replacing a diamond that has lost its luster and brilliance with a new one”. (D Aprix, Roger; Communicating for Change).

In this short paper I bring some new ideas, which are required to be implemented to have the Railway’ back on rail! I shall give the bullet points here briefly as an overview and at-a-glance!

Reframing the Organization— Star Model approach rather than the top-down management we have today
Amalgamation of the 10 different services we have today to form one single senior management level service, to prevent the silo growth pattern and heavy departmentalisation, which is suffocating the organization and preventing it from getting the best
Strategy Planning, HR Management and Independent Director-Generals for Safety, Public Relations, and Commercial Publicity
One Nation, One Budget
E-Governance initiatives and Accounting Reforms— today we do not know what is the cost of running “a” particular train service!
Set-up a Tariff Regulation Authority and a professional Disaster Management team (stop sending relief by Accident Relief Trains which take hours to reach, instead fly relief team by choppers)
Mapping of assets by GPS
Develop International Class Railway Stations with lease of space to commercial/business organizations
Business orientation in decision making
Project Management to be done professionally
Double Decker Shatabdi’s to be introduced to bridge demand supply gap and increase revenue

Bold decision making is required to govern effectively. I submit a short paper on the reforms Railway’ require to pull itself out of the quagmire it has slipped into. What I will place below are reforms— short-term and long-term (which need to be set into a process now to get the desired results).

1.0 REFRAMING THE ORGANIZATION

The Railway administrative structure is governed by the Act of 1905 through which the Railway Board was set up as the decision making body for the Railways. This suffers from a self-limiting factor of the full Board, being on board, for a proposal to become a decision. Very British! And may be correct for the past times, but now become a major obstacle for progress and development as Railway works with a heavy departmental bias. Each Department has a Member, those who do not, have their Department vested into a Member. Each Member guards his Department like his kingdom, and contests every proposal, unless it is supportive of departmental interest.

To understand an organization very simply let us see what an expert writes: “The structure is the total of the ways in which labor is divided and coordination achieved among those tasks”. (Mintzberg)

How we coordinate these tasks is our expertise!

The most limiting factor of the present system is the boundaries it places on the political executive to give a direction and move the system. You just cannot go past the Railway Board, should it decide to be unanimous and engage the Minister in a confrontation. Even if it doesn’t, it adopts the go-slow approach to make a mess. Now, this can be a safety mechanism in times like we have seen in the past with different Parties being in seat, but the safety mechanism went into the waste paper basket as individual Member’s were willing to oblige in return for a position above or, from ranks below, to be elevated as Member.

I am suggesting a legislative reform to bring the Railway’s in sync with the rest of the Union Government. The reform is, “Break The Board”! Replace it with the system like that in any other Ministry, a Principal Secretary, and individual Secretaries, reporting to the Minister.

Advantages, those flow, would be quick decision making, sense of urgency in follow-up, clean-up of departmental bias in decision making, more emphasis on implementation, and easier monitoring and evaluation by the Minister. Of course, the thrust towards decision making based on the ideology of the ruling Party and manifesto guidelines would improve Railway’ tremendously. The amalgamation of the Railway’ into the rest of the Government of India will be a big achievement as today it functions as a separate Government within Government, insulated from outside, unmindful of the demands of the time and concerns of the Prime Minister. We have had instances in the recent past when an ally of the ruling coalition did not follow the tradition of Parliamentary democracy but assumed to itself the role of an independent satrap.

The Railway Budget is a relic of the British times, when it was found necessary to adopt an approach of a separate Railway Budget. Now, the times have changed and in order to make Railway a buoyant part of the Indian economy, we have to adopt One India, One Budget policy!

Nowadays we do not need a framework, which acts as a fortification against the public aspirations, but on the contrary one that is responsive, sensitive and attached to the public needs. What we have today is a traditional and control oriented organization. What we need is a learning and efficiency oriented organization. We have to get Railways out of its captivity of “skilled incompetence”. We should be brave to try out a new world order,—“The fact is that every company, has a business diamond. Re-engineering can be thought of as replacing a diamond that has lost its luster and brilliance with a new one”. (D Aprix, Roger; Communicating for Change).That is what I propose as a new order world with my “Break the Board” scheme!

The Star Model, which follows, could be adopted rather than the top-down model approach of governance we have today:

As a beginning a short Consultancy can be given to the Maxwell School of Citizenship and Public Affairs (#1 ranked in the US) to suggest ‘reframing of the organization’.

1.1 CHANGING HOW WE GOVERN RAILWAY’

At present the Railways is organized into 10 services of the Government of India! IRTS, IRAS, IRPS, RPF from the Civil Services Examination and IRSE, IRSS, IRSME, IRSSTE, IRSEE, from the Indian Engineering Services Examination, and the Railway Board is staffed by the RBSS, a secretariat service.

Each reports to its Member, who virtually is their King. The 60 positions of DRMs, 16 of Zonal GMs, 9 GMs of Production Units are distributed as per a quota system distributed amongst the many services. This has imposed rigidity upon the system and a mind-set of being in a department, belonging to a department and fighting for the survival of a department. Where is the organization and the organizational interest? Of course, that is a casualty of this present structure of the organization.

I suggest amalgamation of all services into one Indian Railway Service, after every civil servant has rendered minimum 12 years service in his/her parental department. This amalgamation should come about as a result of a qualifying performance review held by the UPSC and those who do not qualify should continue within the technical streams. Those who qualify should be placed on positions of DRMs and GMs and Members / Secretaries.

Some amount of merit based selection is necessary in the emerging times as India is passing through a very important phase in its development. If we do not recognize the currents, which are flowing towards us from all across the world we shall end up as the story of the frog that got baked in a glass, the one who was baked to death, because it did not pay heed to the rising temperature of the external environment. It missed to see the hot air currents coming from all around! It thought the rise in temperature was gradual and started rather enjoying the hot water, till the water boiled and baked the frog.

I place before you the web of inclusion, designed by Helgesen. In a system where inclusiveness is the guiding approach in policy, planning and implementation, this model deserves to be adopted in governance.

The biggest advantage of this above approach is that we shall convert the Railway into an organization that thinks and acts as one and harness all resources for development according to the needs expressed by the public not as governed by respective departments for survival and expansion of self-interest.

2.0 IMMEDIATE REFORMS AGENDA

The Railway Minister’s priorities could be:

2.1 Status Papers

A Status Paper from each Member on the functioning of his department.
A White Paper to be brought out in Parliament on Railway finances, which shall set the ball rolling for reframing the organization as suggested above.
A Status Paper on the Projects in hand (Railway is one of the worst Ministries with large time and cost over-runs of projects). It often keeps projects alive on marginal funds to maintain establishment and is adept at shifting timelines five times over!
Ask for a Business Plan from each Member of the Board indicating the results his/her department is going to produce in 1 month, 3 months, 6 months and 1 year!

2.2 Member Strategy Planning

Create a Member, Strategy Planning in the Railway Board who shall oversee all development of strategy. This should become the pre-cursor to having national activity thrust at the heart of Members, not departmental Members. “Strategic Planning is the heart of strategic change”. It is a “process by which the guiding members of an organization envision its future and develop the necessary procedures and operations to achieve that vision.” Pfeiffer, Goodstein, Nolan. So how can we have such a big Railway, without strategic planning?
2.3 HR Management

HR Management is a big question mark in the Railways. Again we see an ad hoc approach visible in handling the vast human resource. As a result officers (11,000) do not give their best to the system, and the staff (14 lakhs) have an unending list of grievances.
To begin with all service record, Discipline & Appeal cases, Pay Sheets, Career Profile should be fully computerized. Officers to be posted as careful thought of a well-rounded career rather than pure pick and choose approach that we see today. Actually, the ones who can gratify by other means are posted to lucrative positions ignoring merit and standing in the system. Professional acumen and specialization does not matter in the system today. We need to manage HR professionally.
Merit based selection should be introduced for Board Members, till the new system as proposed in my first point comes into effect by way of legislative reform.
Culture of subordination to be replaced by respect for work and expertise of an officer, not just hierarchy based behaviour. Actually, corporate culture should become the management culture.
2.4 E-Governance Initiatives

Set in pace E-Governance interventions immediately for transparency and reducing corruption. An E-Governance Team can be formed to suggest applications matching the requirements of the people of India, which the Railway transports. For example, Freight Booking by internet interface, D-Mat RRs, RRs to be made negotiable instruments, E-payment of parcel traffic, free sms alerts for those who book on-line with train running position updates.

Form an IT Solutions Team to report directly to the Chairman.

2.5 Accounting Reforms

Accounting Reforms- costing of all services should be done and all decision making to be business like. Today, if you ask the Railway Board Chairman what is the cost of introducing a new train service and the recurring cost to run the service daily, you will draw a blank!

2.6 Developing International Class Railway Stations

The Station Development Authority has been formed, which is a welcome step. It should be asked immediately to identify and go in a big way to make plans and develop major stations, T-3 Terminal style, to generate more revenue from commercial activities and providing to the public better stations of international standards.

2.7 Standardization

Standardization of every identifiable service and product.

2.8 Tariff Regulatory Authority

Set up a Tariff Regulatory Authority rather than having a totally non-professional “Rates” department. Why can’t we have dynamic pricing of tickets as per the season?

2.9 Disaster Management

Creation of Disaster Management Units at different points in the country equipped with expertise, technology and air rescue support in times of major train accidents. We have the system of Accident Relief Trains in every Division, which means effectively handling a train disaster by the relief team coming in a train. This is often many hours away as every ART has a defined beat. Where in the world do we handle railway accidents like this? People cannot be left to die on the tracks just because we have a rudimentary way of handling emergencies, which require speed and attention within the golden hour.

3.0 GPS Mapping of Assets

Introduce GPS mapping of assets. This will produce a paper showing how unproductive many assets are! Whys should the system carry burdens unnecessarily?

3.1 Open Lateral Entry

Allow lateral entry at different levels from the other civil services especially finance, land amenities, and Rates, as encadrement of posts promotes mediocrity and denies the organization its right to benefit from specialization. Vice versa encourage Railway officers to move more in other Ministries to gain from the experience of serving in other Ministries. At present Railway’ is very insulated and continues in its drift of a slow stream.

3.2 Formation of independent Director-General office for Safety, and similarly for Information & Publicity, and Commercial Publicity

Safety of trains should become one of the priority factors in governance. Of late major accidents have happened killing innocent people even in slumber. Formation of a system of a Directorate under Director-General, Safety reporting only to the CEO is a must. Accordingly, the Safety officers down the line should take directions from this Directorate rather than the local General Managers. Place Addl. DGs in Zones.
Director-General, Information & Publicity to be created like above to deal with the subject of publicity professionally rather than the present ad hoc approach adopted by Chairman in Board and General Managers in Zones, who are only interested in their photograph appearing in the media rather than placing the organization ahead of themselves.
Director-General, Commercial Publicity to be created to find out more opportunities and generate additional revenue. It cannot continue to be an activity of the established routine red tape, but has to be a function, sensitively and imaginatively handled. Railways own prime land at prime locations and this is lying waste or encroached. Should there be a Directorate to oversee and enter into Public Private Partnership models with full authority Railway’ can generate revenue equal to what it generates from sale of tickets.
3.3 Business Orientation in Decision Making

Business orientation in decision making to be adopted. Today all decision making is technology based. History is witness that organizations who follow this route take decisions for the sake of technology and not the people. The people’s interest should govern the technology to be adopted. It shall also have the added advantage of making the organization lean, and not fat with the burden of unwanted technology or technology desired for it brings benefits in purchase to pay its master.

3.4 Project Management

Separate classification of projects justified on social and strategic grounds for which the financing pattern should see flow of budgetary support from the Union Budget.
Project Teams should be in place for each and every project. At present the General Manager distributes the big projects to the CAO (Construction) under him and passes on the petty projects to the Divisions. It is not a professional approach and the Government loses a lot in cost over-runs, the people lose in time over-runs.
Development Radar concept should be adopted for better monitoring and evaluation of projects with financial and physical progress indicators.
Projects should have a fair regional distribution rather than be on the mercy of the chance of having a Minister from your State to hope for some railway project. In any case the development of the North-east deserves special mention by giving those states railway projects, which would help them come faster into the mainstream.
3.5 Outsource Peripheral Activities

Peripheral activities should be outsourced rather than the do-it-yourself approach. Today an activity like linen supply management is in-house with the Government spending tax payers money in building mechanised laundries! Why can’t it be given to the private sector to manage rather than involve huge expense of this management upon the finances and the much essential “time”? Officers who should rather concentrate on core activities of train operations are busy in linen management, that’s why safety activities become a casualty! Railway’ has to identify core activities, which it must do itself and peripheral activities, which should be passed on to the private sector.

3.6 Use of I-Pads for Ticket Checking

Introduce ticket checking with I-Pads linked to the charting base. All tickets to have a bar code and the I-Pads to have bar code readers. This shall be a people friendly decision and reduce heavy corruption on trains. Today, on TTE of a Rajdhani train takes home almost Rs. 20-25,000 per trip by way of selling berths illegally and surreptitiously!

3.7 Think Tank

Set up a Think Tank with advisory panel drawn from Universities and IITs. This can be a body for the Railways to advise and direct policy formation. The Railway’ is in the grip of a mind-set that policy is what we think the people want, not what the people actually want. In my paper above I have earlier brought out the fact that technology is dictating policy, not the public demand. Where are the stakeholders, those who are so vital to policy formation?

3.8 Annual Conferences

Annual Conference with State Governments, Ministries like Transport, and one technical international Conference to appreciate new useful technologies emerging internationally which can be adopted or customized.

3.9 Wagon Leasing

Introduce Wagon Leasing. Today Railway’ manufacture and own wagons. This activity can be passed on to the private sector, which has the capacity and financial prowess to do this.

4.0 Cash Less Transactions & Service Improvements

Promotion of cash-less transactions on physical sale points, which shall drastically reduce corruption. It is the petty everyday life corruption that bothers the general public as it affects a person directly. If we can evolve systems to reduce corruption faced by the common man in everyday life we would give the people immediate personal relief.

Set up a Billing Department for Sundry earnings.
Booking of Public Retiring Rooms on the internet.
Escalators for the public at major railway stations.
To stop the Rs. 30/- charged on every credit card transaction to the passenger by Railways.

4.1 Art of Analysing and Thinking
The whole problem of Railway’ is that today much of the the top executive have not developed the art of analysis and thought. They keep themselves immersed in taking “train running” position 24 X 7, the job they first learned as probationary officers attached to the Chief Controller in a Control Room. This is true of all departments as hierarchy subdues talent. Is this the CEO should be doing and expecting others to do? True, it is important, but cannot be allowed to occupy the total management time available. There has to be a system and process approach encouraged in the organization rather than the ‘dog under the engine’ approach (the dog started moving when it saw the engine move and then started thinking that he is making the engine move).

“What is the vision of Indian Railways?“No one has ever done the visioning exercise for IR till today. And so no one down the line is aware of any shared vision. How do we expect the 14 lakh employees to give their best to the organization? This is the fate of a huge and public need organization today.

4.2 Introduce new Double Decker Shatabdi trains

Last, but most important and visible decision should be to introduce a new genre of Double Decker Shatabdi trains. Proposal about increase of more trains would be met with a line capacity constraint, so I feel, if you cannot go horizontal, go vertical! These could be viewed as a gift to the people from Hon’ble Prime Minister who has shown the courage and determination to give good governance to the people. In our country one has to keep doing, keep doing, and keep doing, for the challenges are so immense and public demand insatiable. I think if the challenges are many, so are the opportunities!

In our country the most unfortunate thing is not to recognize talent till the west has appreciated it. A friend of mine with less experience, less skills, less maturity, much less contribution, who studied with me in Maxwell School of Citizenship and Public Affairs, NY, was placed on return as member in the National Security Council in Afghanistan, but here we are captive of imposed situations unless something dramatic happens to us for our skills to be used for much more advantage for the people than in the present circumstance.

I submit this Paper on Reforms required by the Railway’ for kind consideration, with humility and my personal respect for this great country.

www.garlandofpeace.com

www.sandeepsilas.com

JAI HIND!

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Today is #International #Day of #Peace…make a #Garland of #Peace!

On September 21, 2009 my original and innovative idea “GARLAND OF PEACE- Declare War Ruins As Peace Heritage Sites“, was launched and dedicated to the world by Hon’ble Minister of Labour & Employment, India, Shri Oscar Fernandes.

A video of the Launch Ceremony follows:

News and Views:

https://www.maxwell.syr.edu/SandeepSilas.aspx

http://www.garlandofpeace.com/photographs_launch_ceremony.php

http://www.garlandofpeace.com/genesis_idea.php

http://www.garlandofpeace.com/expert_says.php

http://www.garlandofpeace.com/related_news.php

I recall my Professor Mr. Steve Lux, Director, Executive Education Program at Maxwell School of Citizenship & Public Affairs, Syracuse University, New York, USA telling me, “Sandeep, this is an idea worth living a lifetime!”

Professor Catherine M. Gerard who serves as Associate Director of Executive Education Programs and Director of the Program For the Advancement of Research on Conflict and Collaboration at Syracuse University’s Maxwell School of Citizenship and Public Affairs, my favorite Professor, encouraged me on this path and supports the idea with full enthusiasm. She says,”The Vietnam generation is out, the second world war generation is almost out. The time for this idea has now come.”

I would also like to acknowledge ‎Louis Kriesberg, ‎Maxwell Professor Emeritus of Social Conflict Studies Professor Emeritus of Sociology and Associate Program for the Advancement of Research on Conflict and Collaboration who started me on the work of building peace bridges between nations and communities.

Professor Dr. Michael Tomlan, Graduate Chair of Historic Preservation, Cornell University had invited me to deliver a talk on Garland of Peace at Cornell.

Dr. Kapila Vatsayayana, a renowned international expert on culture and Member UNESCO Committee on Heritage, told me in a conversation after watching the presentation: “You are attempting to change the memory of war, the human cognition. I am with you. Run to the Prime Minister and request him to take it to the UN. The moral prestige of India will reach the heights of Swami Vivekananda days.”

Ms. Bhaswati Mukherjee, former Permanent Representative of India to the UNESCO writes: “The proposal is interesting and innovative and closely linked to conflict resolution, peace education and peace building. These issues would need to be discussed among interested delegations in the UN General Assembly in New York.”

I remember in Syracuse I was fondly called the Garland of Peace Man!

My website www.garlandofpeace.com stands for global peace and requests all citizens of the world who crave for world peace to participate and transform it into an international peace movement.

I invite all lovers of peace to kindly participate in this peace movement, visit the site and write comments on the Peace Wall.

Please nominate such sites from your countries on the Nomination page as you think are deserving to enlarge the garland of peace!

Together we can make a difference!

How long do we wait for peace…?

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