Leadership in Governance

MEN AND IDEAS

Blueline solution in Indore

GURCHARAN DAS

 

To be able to kill 113 persons in less than 12 months in broad daylight is something of an accomplishment. The distinction belongs to Delhi’s Blueline buses. Desperate citizens tend to blame drivers, police, politicians, or transport officials. They are all guilty, of course. The real problem, however, lies elsewhere. A few months ago a prominent public figure even blamed ‘privatisation’. A staggering comment, i thought, considering that major cities in the world (including in France and England) have excellent, privately run bus services.
   Closer to Delhi lies Indore, a city of 20 lakh people. Vivek Aggarwal, a 34-year-old IAS officer, became its collector in 2005. He had a hobby — he studied bus services in different cities. With a tiny capital of Rs 25 lakh, he launched a public-private bus partnership in Indore based on best practices in the world. Two years later, Indore has a fleet of 98 modern, low-floor buses with computerised ticket-vending. Electronic signboards at bus stops announce when the next bus is due based on satellite data. Investment in the system has risen to Rs 40 crore, all done privately. The city has made a profit since inception; so have its six private partners who run the buses. Soon, it will have 500 buses. Indore is now quoted (with Bogota) as having the best bus service in the world.
   What can Delhi learn from Indore? First, it must ditch the old socialist idiocy of ‘one bus one owner’ — a product of the ‘small is beautiful’ thinking of the Eighties. This same stupidity made India reserve 800 industries for the ‘small scale sector’. Economists believe this was perhaps the most harmful industrial policy of the past 50 years, which has effectively prevented our industrial revolution. Indore did not have such socialist hang-ups — it selected the most capable entrepreneurs and companies to run its buses. Secondly, Delhi must not allow two operators to compete on the same route. This leads to speeding and accidents as drivers scramble to maximise revenue. Bus owners must get exclusive routes and earn revenue based on distance travelled, and this can be easily monitored by an affordable satellite system that tracks bus movement. Indore has a daily and monthly electronic pass, whose revenues are shared between companies. Tomorrow, if Delhi switched to a system where Blueline buses earned revenue per kilometre, traffic deaths would disappear.
   Delhi must also have a regulatory body which assesses demand, plans routes, fixes fares, gives out tenders, and monitors daily performance. Indore has a five person team which does this continuously, and this is the secret of its success. Delhi is finally planning to have a Unified Metropolitan Transport Authority, but unless it gives it teeth, it won’t succeed. Some will argue that Indore is too small to be an example for Delhi. These are the same second rate minds who scoffed at Japan’s miracle in the Sixties and Korea’s in the Seventies, arguing that these countries were too small for India to copy. Just think of Delhi as 10 Indores!
   Another painful lesson from this tale of two cities is that it takes a bit of luck to throw up officers like Vivek Aggarwal, who have the knowledge and the will to deliver. The average IAS officer spends a lifetime pushing files and still gets promoted. Vivek Aggarwal, i fear, may actually be punished by a system that puts down achievers. But before that he would have had the moral satisfaction of bringing a smile on 20 lakh faces in Indore — something that most of his colleagues will never experience in an entire lifetime.