Business of Governance

With concepts like Autonomy, Sustainable growth, Forward Planning, HRD, etc becoming buzz-words in management circles, government babu’s couldn’t quite stomach the idea of being left out. So, they managed sponsorships for themselves to attend various seminars, workshops, and even full-time MBA courses, and worse still started introducing these concepts into their respective domains/ departments, irrespective of whether they fitted in with the overall government policy or not. Now, very clearly, at least in the earlier times, much of the content in an MBA course, for instance, was tailored to Corporates, with very little of it being applicable to government administration (Later, of course, IIMs, particularly Ahmedabad and Bangalore, started specific courses tailored to government administration). But, with the babu’s pursuing with them all the same, the damage slowly started getting done.

Time was when the Electricity Board (the predecessor of the BESCOM), and the BWSSB would give their respective connections only after the Occupancy Certificate was issued by the local Municipal authority, thereby ensuring compliance with the building by-laws to a much greater extent than today. Down the years, with the babu’s turning into management experts, the Boards started looking at themselves as ‘profit centres’, and the checks and balances of the earlier regime just crumbled, bringing in in its wake the chaos of the present day.

The sad part however is that controls continue in many other areas, pushing these organizations to the receiving end on very many fronts. The KPTCL and the ESCOMS (successors to the Electricity Board), for instance, do not have the power to charge remunerative rates to the farming sector, this leading to a subsidy regime whereby they have become totally dependent on the government. Similar is the case with water supplies to EWS colonies/ areas.

And, this is not confined just to power and water supply sectors. The Transport Department, for instance, draws up its annual budget based on the growth plan for its staff, the revenue shortfall being made up by release of fresh licenses for autorickshaws, unmindful of the additional chaos that it wreaks on the already dismal city traffic scenario. The Pollution Control Board charges its so-called ‘consent fees’ in far higher proportion compared to the actual work it is required to do, and blows up the revenue generated in putting up fancy office complexes in prime commercial locations. And, so on.

The imperative need of the day is for the government to redefine its role to being a facilitator, and thereafter as the regulator, for which it necessarily has to give up its role as a player. Simultaneously, it needs to become far leaner in its operations, down-sizing itself drastically wherever required, as also evolving a cost plus approach compared to the present revenue oriented approach.