Poetry for the soul & wit for mind
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]](https://images-eu.ssl-images-amazon.com/images/I/51T%2BzYeK4uL.jpg)
For original Hindi version Ranai-e-Khayal please contact me.
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
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
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!
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
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.
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.
© Sandeep Silas, Delhi, India
www.garlandofpeace.com
www.sandeepsilas.com
JAI HIND!
*********
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…?
Please visit www.garlandofpeace.com
Coincidence by Sandeep Silas ‘deep’
Be grateful for your coming or treat it like a coincidence
Life is taking a sweet turn, this much I realize
Two days I don’t meet you and then it seems to me
That my life is ebbing out, with each breath I take
The heart’s yearning is now being revealed by the eyes
Your thoughts bring those of the angel Gabriel to me
Before your coming several questions surround me
Ti’s strange, only beautiful thoughts fill me, once you come
How do I tell you to stop for me during your own journey
Before you too, many others could not become my custodian
I roam restless with a measure in hand, from door to door
Never know when the beloved may appear as a doctor to soul
My days have started shrinking betwixt a few words
My musings narrate my story without you, to everyone
One ‘love’, brought ‘deep’, one ghazal, another time two
How will she ever understand, such intimate conversations
Ittefaaq 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
…
Who Can Tell…by Sandeep Silas in Rainbows Don’t Last Forever (2012)
Book available on Amazon:
https://www.amazon.in/RAINBOWS-DONT-FOREVER-Sandeep-Silas-ebook/dp/B007VDJEX8
Hope
Intoxicated with the wealth of your beauty am I
Mirthful is the dawn, dew is spread all around
I remember you sweetheart every day and night
You are the utmost of grace, my playful light
That the lamp of hope, be not extinguished my lady
Therefore ‘deep’ dwells in poetry and is on the rise
Ummeed 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
#Yvoire One of the most beautiful villages in France, Yvoire is full of flowers and cheerful local population, writes Sandeep Silas
G ive me a choice to choose a place to live the rest of my life. An idyll by the lake, amidst flowers livening up my window; stone houses those seem to have travelled back in time; thin pedestrian lanes without any machine monster emitting black smoke; spires surprising you at the end of a street; a village market that comes up informally in the square; laced window panes; lazy boats in the lake; and great food. Yes, I am talking of Yvoire, a village in France, a member of the most beautiful villages of France.
Barely 45 minutes from Geneva, creeper roses welcomed me at the entrance. Flowers seem to be the passion of every inhabitant. Each window was like a beautiful vase distinctive in colour and presentation. Ranked in France as one of the “Four Flowers”, Yvoire is full of flowers – lilies, gourdon, iris, roses, daffodils, gerberas, poinsettia, wisteria vines and the rosemary bush.
Yvoire is located in the Rhone-Alps region of France under the department of Haute-Savoie. This small village, just 3.2 sq km. with a population of 810 only, has access to two faces of Lake Geneva, as it separates the “petit lac” from the “grand lac”. The village just celebrated its 700 years of existence in 2006. Set in the 14th Century, as usually done then with fortifications, a castle, ramparts, mansions, and stone houses, the village continues to look the same. The St. Pancras Church that dominates the village heights dates to the 11th Century but has been rebuilt and attended many times. Its slender green-onion like dome is representative of Savoyard and Piemontese religious architecture of later centuries.
Homes were not homes, they were more! Some had portions running as boutiques selling designer garments, locally made souvenirs, cheese and cakes, and a lot doubled up as restaurants. Survival had placed the village between the horns of “character” and “commerce”. It obviously gets a lot of tourists who come to dip their souls into the sponge of delight for a day.
From the square, under the church steeple, you can buy things you may not need, but would like to take back. Though each window here was very beautifully done, one particularly caught my attention from the square. A vivacious green Boston Ivy creeper half encircled it, with purple, pink, and red gerberas raising their sprightly heads from the pot placed on the window-sill. Each leaf of the creeper had three tongue-like lobes, one each to taste the sweet, sour and salty breeze, I thought. Behind the glass window-panes was a beautiful lace curtain. Only a face, like that of Helen of Troy was missing. A perfect window for a Romeo and Juliet conversation!
A village surviving since 1306 AD in the same time warp is an amazing spectacle to visit and see. In its earlier years it was on the trade map through the Alps and along the Lake Geneva. In the 16 {+t} {+h} Century fishing became a primary occupation for the residents.
Now, in the 21s {+t} Century it is heritage that makes the place important. Actually, I felt that the place has been blessed because its importance over the centuries never diminished despite changing times and trade preferences.
Invigorating
Past paper boats hanging in the air I moved to the lakeside. Walking down a stone paved path beside yellow lilies was invigorating. Once beside the water I sat down to look at the mountains. Across the Lake Geneva (Lake Léman) are visible the Jura Mountains. A pair of ducks frolicking in the water accentuated my loneliness. Couples sat, walked and boated enjoying every moment of togetherness. I resumed my walk and halted at a letter-box made in cast iron, fixed on the outside wall of a home. It had a rider on his horse, embossed on the front face. Its letters – “ LETTRE”, and its stylisation immediately transported me back to the medieval ages when horses served as car, train and plane. Another wooden door to a godown carried a pasted poster appeal carrying instructions, with this slogan at the end of the page – “Vive La France! Vive L’ Empereur!” This was how official orders/notifications were communicated to the public in those days. Lunch was freshly caught fish from Lake Léman, what else!
The faces I recall from this trip were unusually charming – a woman with two spaniels under a signboard, the boy at the cake shop, the woman who entered the boutique hurriedly, the man making a straw hat, and the girl who served us food in the restaurant. The names, those people gave to describe their homes and themselves – Les Murailles, La Maison Fleurie, La Maison d’ Historie, La Gangière, La Bentellière and Coup d’ Coeur, continue to stay in my memory. Especially Coup d’ Coeur, as between the suspended flower baskets from the balcony, at the entrance, were hung many red coloured hearts made of round pieces of wood glued together. I left my heart amidst the wooden ones in France, beating for someone.
(Published in The Hindu, December 27, 2010)
Link:
http://www.thehindu.com/todays-paper/tp-features/tp-metroplus/an-enchanting-village/article981735.ece
