CHAPTER - I

APPROACH TO THE TASK

1.1 The One Man Committee for finalization of BMTCs strategy on

Human Resources Development for the coming decade (2006-2016) was appointed with Dr. D. Srinivasan, IAS (Retd.), as the Chairperson vide Office Order No.BMTC/CO/MD/ 68 /2005-06 dated: 29-06-2006. The Committee actually started functioning with effect from 18-08-2006. Copy of Office Order is at Annexure-I . 1.2 1.2.1 BROAD APPROACH TO STRATEGY ON HUMAN RESOURCES MANAGEMENT: All Organizations comprise unique bundles of assets. An access

to the assets together with the ability to make effective use of these assets constitutes the essential advantage and source and basis for the Organizations strategic for such strategy to offer continuing and ongoing results, unique to the Organization and must the fundamental resource and

the resources must be capable of value addition. The resources must also be, in their own way, specific and market. Human Resources not be amenable for easy emulation or duplication, quality-wise in the constitute important asset of any Organization. It is in the fitness of things that

BMTC has emphasized on Human Resources Development and has entrusted to the Committee the TASK to work out a strategy for Human Resources Development. The Committee has assumed a broader

2 comprehension and connotation of human resources and would rather attempt a strategy for HUMAN RESOURCES MANAGEMENT, since Human Resource Development is a derivative of Human Resources Management. Human Resources Management, while dealing with Planning, Recruitment, Training, Appraisal, Reward, Employee Welfare and Statutory Compliance, which are functions of the conventional Personnel Management, has larger realm and perspective. HRM is considered to be a seismic and strategic initiative in Management, which, as such, Five introduces a strong element of dynamism in approach to HRM. important components of the HRM initiative are :a) b) c) d) Recognizing and treating people as strategic resource for achieving competitive business advantage by the Organization. Meticulous planning as a tool and ingredient in HRM. Evolving a coherent and comprehensive employment policies and practices. system for

Integrating and Synergizing such policies and practices into the overall business strategy, so that the Human Resources are best utilized to achieve operational success and realize the Organizational goals. Adopting always a PRO-ACTIVE (and not Reactive) approach to every HR issue.

e) 1.2.2

Truly strategic contribution of the H.R. function arises from the

basic recognition of the core competencies and a building up of the Organizational capability, which means that not all HRM functions directly devolve and resolve into business of the Organization. policies in themselves do not prima-facie represent Formal HR truly the scarce and

inimitable resources. Therefore, it is important to realize and accept that what is required in addition is the higher order capability of continuously evaluating the potential contribution of Human Resources policy towards performance and modifying them, if necessary, for realizing the Organizational goals. Organizational capabilities would require to be

3 renewed persistently such that they always remain upto-date. CAPACITY TO LEARN. Such

perspective places massive emphasis on LEARNING, especially on the It has been increasingly realized in the Organizations all the world over, supported also by MANAGEMENT THINKERS, that the only true source of sustained competitive advantage in future will be the and capacity to LEARN AS FAST AND IS LEARN DOING EFFECTIVELY enhanced and put into use what has been learnt in terms of EFFICIENCY Enabling and facilitating such role in H.R.Management. The

efficiency

performance,

BETTER what is already being done. plays an inimitable and significant

process would be central to the strategic role of HR function. Training approach of the Committee in handling the task assigned to it has been derived from the aforesaid precepts and realities. 1.3 Public Transport, as an essential service provider, is an integral

component of infrastructure, which is a vital requirement for social and economic development. It has to be vibrant to be able to cope with the increasing demand in the context of the current focus on both Rural and Urban Development. There is no substitute or an alternative for an affordable and efficient Public Transport System. as basic resource of the Organization. People, who man the Public Transport System, deserve continuous attention for developing them There is quantum, variety, competence and exuberance of talents available in BMTC and all these have to be carefully marshalled and harnessed in proper manner to achieve the best results. an Organization. 1.4 The approach and the first step to evolving a broader strategy on It need hardly be emphasized that discipline is the bridge between goals and achievements in an individual, more so in

Human Resources Management and in turn, Development, was for the Committee to ascertain the strategy, if any, already existing in BMTC to get at the factual position. The Committee, therefore, enjoined on itself to

4 a study, which would be philosophical in depth, to get at the factual position, with emotional concern for the problems that existed in Human Resources related matters and to secure analytical clarity to draw up an appropriate strategy for the future. The Chairman himself, having been a student of Management, is well aware of the existence of a number of theories governing harnessing, Management and Development of Human Resources. 1.5 There is one theory relating to OD, that is Organisation

Development, which is applicable in conventional production Units engaged in manufacturing activities, for, planning (as is required for preparing a strategy for 2006-16) and putting in place all the resources required, including Human Resources. This theory has for its base certain specific man power in quantity and quality, with well defined allocation of duties and responsibilities and targets fixed at each level and for to each be individual. Development. Simultaneously, With this base, motivation and incentives were

assiduously built into the system of Human Resources Management and in case of any expansion or increase in activities, the OD theory allows for placement of proportionate quantum of Human Resources. For example, if certain unit was to produce X quantities of a certain manufactured products with Y number of personnel and the requirement of qualifications and experience defined by Z, in case the quantity is increased by X, under OD concept, straight away the Organization is expanded to increase by Y, Z being suitably adjusted, as it is a dynamic component by itself. The same OD theory cannot be applied in BMTC since the operations are essentially run by human beings, namely, Drivers, Conductors and Mechanics and not Automated Machines by themselves. Accordingly, the Committee could considering any Human not strictly follow a conventional theoretical approach in Management. An experiential approach was more appropriate in Resources strategy for BMTC.

1.6

Besides, other Management theories based on hierarchy and span of are not appropriate constitute in bulk a of situation operational where staff, as

control

Drivers/Conductors/Mechanics

strictly, proportionate Supervisory staff at various levels above the Cadre of Drivers/Conductors/Mechanics are not required to be provided. 1.7 posing All the world over to-day, scientific and technological research and a true challenge in keeping review and imposing a stupendous There In task is on thus the an the the resulting inventions and innovations proceed at incredibale pace, Organizations constant themselves and upto-date.

INHERENT ADHOCISM in all technological means to-day, which require monitoring, modification. otherwords, Organization should realize that they are in a permanent state of transitoriness looking forward to new technologies and their application. Updating technology, good allround management, efficiency and scientific methods to analysis of problems for finding solutions should form basic approach to management in Organisations. New technologies, like, GPS and RFID, with the new knowledge that they bring, bestow overwhelming benefits to the users by providing answers to many of their nagging problems that defy solution. After sometime, it is necessary to set up structures and mechanisms to analyse and evaluate new technologies, understanding their effect on managerial process and the employee-user to put in motion remedial measures for disrupting impacts and adaptive methods for beneficial ones. It should also be realized while evaluating the New Technologies, that systems have specific TIME LINE (aiming at reduction in overall time for operations), LEADING EDGE DISCOVERY (hitherto known as CUTTING EDGE) which leads to identifying factors for successful operations of the Organisation and redefining the very concept of the system as it is applied to the Organisation, in otherwords System Concept Invention for efficient use of the system inside the Organisation. It should also be kept in view that the user should remain in focus in

6 any new system, while recognizing the importance of logistics, maintenance and product support for the success of the system. The aforesaid reality has also served as background and guiding factor in the approach of the Committee. 1.8 Total Quality Management (TQM) in Human Resources Management HUMAN RESOURCES EFFECTIVENESS. The successful

would be the preferred strategy recommended by the Committee. TQM aims at operation of any Enterprise hinges on the attitude and behaviour of each of the employees towards the jobs they have been assigned, as also towards the Organisation, their colleagues and supervisors, which blossoms into appropriate WORK CULTURE, characterizing each Organisation, which facilitates the achievement of Organisational goals. The essentials of TQM endeavour and focus on bringing about the requisite unified attitude and Organisational behaviour through RIGOROUS PERFORMANCE APPRAISAL and an effective SYSTEM OF TRAINING. The performance appraisal system should be introduced at all levels with parameters for objective appraisal of performance being laid down carefully for each category of employees and for each component of the jobs they are expected to perform. A careful job analysis, job description and job evaluation and a set of Recruitment Rules which, in turn incorporate the outcome of the job analysis, job description and job evaluation should be in position. Similarly, training is to be understood as a dynamic concept, which basically aims at bringing about a change in the attitude towards jobs performed, inculcating a sense of commitment to the job and also help to perform the jobs better, if also with less effort due to innovations. Training should be a continuous process and should be available to every employee. The training should clarify to the trainee the organizational Training should also underline that skills and goals to achieve which he is expected to contribute through efficient performance of his duties.

7 knowledge, which it tries to impart, form the basic component of human capital. 1.9 DATA COLLECTION ACCORDING TO TERMS OF

REFERENCE: To collect the basic data, the Committee requested the Heads of Departments to make presentation covering all their activities, with suggestions, keeping in view the TERMS OF REFERENCE OF THE COMMITTEE. The Committee is happy to record that the Heads of the Departments did make useful Power Point Presentations and supplemented the same through further discussions and providing additional information called for by the Committee covering all points specified in terms of reference, which the Committee analyzed and kept in view in making recommendations. 1.10 The Committee had to work out the strategy on Human Resources

Development, as part of the HRM. Development pre-supposes existence or availability of Human Resources. It was, therefore, inevitable for the Committee to recognize the availability, whether adequate or not, human resources in each Department. of It was also necessary for the

Committee to ascertain the pattern of staffing in each Department at the time of bifurcation of KSRTC and coming into existence of BMTC on 15 th AUGUST 1997. The Committee could not escape from another fact that to almost four times of that the number of schedules have gallupped

obtaining in 1997-98. Accordingly, where the increase in the quantum of work was far too evident, the Committee had straight away recognized the need for strengthening, the actual strengthening being left for decision on the basis of existing norms, if any or proper work study (work measurement and method study). 1.11 The Committee is happy to note that the essentials of dynamic,

humane and inspiring leadership of the Managing Director, BMTC, is

8 almost iconic and pervaded throughout the Organization and the

employees genuinely feel that working for BMTC has been a matter of prestige and respectability for them. At the same time, stagnation of The Committee has certain remedial personnel belonging to core operations has led to perceptible decline and sapping of initiative and enthusiasm of employees. endeavoured measures. 1.12 BMTC has been one of the few Public Transport Enterprises in working results. Matching this success, BMTC has been to analyze the situation and propose

this Country with positive and progressive management practices and profitable employees. benevolent and liberal in providing a variety of welfare facilities to its BMTC has emerged as a leader among Public Transport Enterprises in the Country and is way ahead of the other Organisations in providing traditional as also innovative welfare facilities. 1.13 With the background BMTC described to in the foregoing paras, the

Committee

subjected

broader

SWOT (Strength-Weakness-

Opportunities-Threats) Analysis.

In this process, the inherent overall

STRENGTH of BMTC, derived from that inherited from KSRTC in the form of certain professionalism and experience among Officers and staff together with worthy assets of fleet of vehicles and that subsequently and persistently value added by BMTC on its own, was amply visible and recognized. specific The shortcomings to rectify in each Department to constituted bring the WEAKNESS, which could be remedied and the Committee has made suggestions these shortcomings about improvement in functional efficiency and performance. The Committee has not classified the recommendations into long term and short term since, in the opinion of the Committee, the recommendations merit immediate implementation. Once these recommendations are implemented, the Committee is hopeful that there is bound to be perceptible overall improvement. This will also be providing reinforced foundation of HRM,

9 which, in the opinion of the Committee, will equip and enable BMTC to meet the challenges of the coming decade. of its predominant devoted to operational Depot Management merited significance, in Human exclusive and separate analysis for appropriate recommendations, in view and strategic Resources Management and Development. Accordingly, separate Chapter has been Depot Management. BMTC will have undiminishing OPPORTUNITIES in the coming decade to expand its business in the form of new routes and operations and should gear up to hold on to and benefit from those opportunities. The Committee can also affirm on the non-existence of any serious THREAT to BMTC in the form of any stiff and unmanageable competition in the Public Transport. 1.14 It has been observed by the Committee that even when review and

strengthening of staff is called for, based on the accepted bus staff ratio (akin to norms), BMTC has to be content with the over-all ad hoc bus staff ratio fixed by Government of Karnataka. The Committee is strongly of the view that such ad hoc restrictions, which appear unrealistic and irrational will seriously affect the growth potential of BMTC and also the Human Resources Management/Development, since inevitably, in order to achieve the targetted schedule of operations, BMTC may have forced itself to resort to stretched service schedules for vehicles and stretched shift schedules for staff to operate on reduced ratio, which may ultimately have a serious adverse impact on both the fleet of vehicles as also the Human Resources potential of BMTC, since the provision for leave and other reserves will not be really available because of such restricted ratio. This situation is in a way indicative of some indirect over burdening of the human resources available, which is not desirable. UNSCIENTIFIC AND DISTORTED It may also lead to justifiable and MAN-MACHINE MANAGEMENT,

since BMTC will be still, rightly so, cruising towards

ambitious operational plans to maintain its position as LEADER AMONG PUBLIC TRANSPORT ORGANIZATIONS IN THE COUNTRY.

10

CHAPTER - II (a)
2.1 traffic

TRAFFIC

DEPARTMENT (OPERATION)

Traffic Operation Department handles all matters related to traffic demands, routing, framing of schedules, deployment of crew, and the implementation of operational plan. This is the most

operations beginning with preparation of Action Plan after due assessment of monitoring

important operation of BMTC. The presentation made by this Department giving comprehensive details is at AnnexureII. 2.2 Public Transport is a vibrant sector and demand for this category of Even if

transportation is ever on the increase, particularly, in a city, like, Bangalore, where there is no satisfactory, affordable and dignified alternative. the Metro Rail comes into operation, the psyche of the people would be to prefer to travel from point to point with one ticket only, as they do in BMTC (if they want to use Metro then they may have to get more than one ticket and also change from one mode to another involving quite some

11 time). The Committee is, therefore, of the view that BMTC would still be a very much preferred mode of transportation in the choice of the public. Over the years, the number of schedules have increased phenomenally. revenue per day and providing transport to approximately passengers were being operated. 2.3 Apart from the Officers and staff at Section level, the majority of staff The normal pattern of staffing in the As on 1/11/2006, 4125 schedules, covering 9.76 lakh Kms., earning Rs.2.00 crores 35 lakhs

are operating from the Depots.

Depot under this Department are ATS, TI, ATI, and most importantly and vitally, Drivers and Conductors. At present, there is a sanctioned strength of 9608 Drivers/Driver-cum-Conductor 38.33%. with an in built leave reserve of The actual number of Drivers and Driver-cum-Conductors

working as on 1/11/2006 were 7489 and 3610 respectively, as against the sanctioned strength of 9608. 2.4 The Committee has taken for scrutiny this basically important category without hesitation, be called the pillars of the

of functionaries, who can,

Organization. A visit to a few Depots (No.11, 7, 19) - which represented a very heavy, medium and average duty Depot - indicated the following facts relating to Drivers:a) There was rampant absenteeism, reckoned as indiscipline. which would prima-facie be

b) The absentee Drivers could not be reformed because inter alia of bad habits, like, alcoholism and gambling, indifference to duty, as other substantial sources of income, like, private sundry trade and real estate business, are easily available in a developing city, like, Bangalore. c) Though BMTC arranges periodical health check-ups for Drivers, still, a good number of them are suffering from chronic ailments relating to lungs, heart, legs and eyes and spinal problems. 2.5 It is in the interest of BMTC to ensure that Drivers available at any

time are kept fully fit and motivated, so that they could carry on their duties without interruption and help BMTC in maintaining planned schedules of

12 operations. This is also important for the safety of the commuters as well as property of BMTC. Any let up in this endeavour will directly impact the operational results and profitability of BMTC. In the circumstances, it is essential to have a multipronged approach through proper recruitment, and inservice preventive health care for fitness and also adequate incentives and channels for promotion to this category. 2.6 The salient features of KSRTC (Cadre and Recruitment) Regulations, a) Driving Licence b) Qualifications c) Physical standard : : Valid heavy passengers/goods motor license and badge, duly endorsed by RTA Karnataka. Must have passed SSLC. : Must possess the physical standards prescribed in the regulation-5 and Annexure-B of these regulations. :

1983 pertaining to Drivers are as under:

d) Age limit 2.7

Must have attained the age of 24 years and must not have attained the age of 35 years. Driver and Driver-cum-Conductor in BMTC are appointed by Direct

Recruitment only. As on 1/11/2006, the age profile of Drivers is 20-25 28 24 26-30 1716 1715 31-35 1417 1476 36-40 1342 380 41-45 1371 15 46-50 922 51-55 562 56-58 131 Total 7489 3610

Driver DrivercumCondr. 2.8

It will be seen from the above Table, that a good number (2986) of In the category of Driver-cum-Conductor,

Drivers are in the age group of 40 years and above, though the bulk of them (4503) are under 40 years of age. years of age. 15 of them are above 40 years of age and the remaining 3595 are below 40 It would be a good strategy to pay critical attention to the so that they It Drivers and Driver-cum-Conductors above 40 years of age,

continue to render service without any impairment of their aptitude, fitness, motivation and keenness to perform their duties with optimum efficiency.

13 would be worthwhile to build up within this category of Drivers/Drivercum-Conductors, definite channel for movement to higher levels, with suitable augmentation of remuneration, besides providing for lateral movement for those who find Drivers aptitude for related jobs. 2.9 2.9.1 2.9.2 CHANGING THE NAME DRIVER: Motor Vehicle Act uses the term Driver. It has come to the knowledge of the Committee that all over this country, Doctor, Nurse, Teacher and Lawyer, is a job related What is job strenuous due to age and have shown

as also in the whole world Driver is always and everywhere called Driver only. Driver, like them. designation, which directly, easily and precisely indicate the jobs done by Thus, strictly there seem to be no need to change it. required is to give them some channels for promotion and enhance their remuneration within the existing Scale of Drivers, the value of which should bring in some esteem and prestige to the job. 2.9.3 However, since BMTC has rightly adopted the Kannada word CHALAKA for all purposes and the Kannada translation of M.V. Act also been adopted by BMTC, nothing more seems to be required. It is to be ascertained from the Drivers whether they are happy with the term CHALAKA. 2.10 SELECTION GRADE FOR DRIVERS: According to present policy, Drivers who have completed 15 years of service are given Selection Grade in the Scale of Driver, which gives them an effective increase of Rs.70/- p.m. ( through fitment and fixation of pay) in their emoluments. In this context, it is observed that even Drivers with defaults, for which enquiries are pending through to their 15th year of service, are entitled to the Selection Grade. In other words, an amnesty seems to be granted to all those Drivers even though enquiries are pending against them. Though this is a benevolent policy, it erodes into the normal approach and requirement of

14 blemish-less service to deserve a Selection Grade. This arrangement of While the

Selection Grade is also one of the wage agreements with the Unions.

Committee recognizes that Drivers have to be given all encouragement and motivation, it is difficult to accept such a situation, where wrong doings and lapses are condoned in a sweeping manner, whatever the circumstances and compulsions behind such a decision. BMTC could re-consider and review In order to distinguish and whether this is a commendable strategy to build up and duly encourage a cadre of dependable, efficient and clean Drivers. encourage Drivers with blemishless service through 15 years, as against those with enquiries pending against them at the time of fixation, at Selection Grade, one more increment could be considered for the former category. This will eventually in the long run act as a deterrent to Drivers prone to indifferent attitude to rendering service without faults, at the same time with abundant confidence that the Selection Grade will not be denied to them under any circumstances.

2.11

POSSIBLE CHANNEL OF LATERAL FOR DRIVERS. LATERAL MOVEMENT:

MOVEMENT/PROMOTION

Suggestions have been received that Drivers after the age of 40, who are willing and keen, could be retrained in other trades and redeployed within BMTC. BMTC could explore the possibility of such training free of cost, BMTC could also devise a course akin to ITI and enable the within BMTC.

Driver to take that course free of cost or subsidized cost. (It will not be out of place to mention here that in the IT sector today, employees are sent for full post graduate courses both in India and in India run by foreign universities and also abroad, the cost of which is totally met by the employer). Drivers, who play a pivotal This will be a good It would, gesture on the part of BMTC to show that they care for the career of the role in the operation of BMTC. therefore, be a good strategy to recruit, in future, persons with ITI trade

15 qualifications also as Drivers, so that the choice for eventual career advancement and relocation becomes easy, natural and smooth. candidate for the respective posts. only. 2.12 PROMOTION: Keeping in view the fact that by 2017 or 2020 the number of Drivers may increase by not less than 50%, the Committee strongly feels that identification of channels of promotion for this important cadre can no longer be put off. Two possible Departments where Drivers can be provided channels of promotion, which is a natural and related avenue because of their familiarity with actual running of buses and also the electrical and mechanical parts of the vehicle, are the Mechanical Department and the Stores Department. The younger among the Drivers, who could be motivated and persuaded to acquire ITI trade qualifications and also Diploma in Material Management could be easily provided this channel for promotion. the Stores Department. They could be fitted in as Vehicle Examiner in the Mechanical Engineering Department and Stores Assistant in The respective Recruitment Rules should be suitably amended so that the Drivers with the qualifications mentioned above could be considered for the respective posts. 2.13 2.13.1 TRAINING AND RE-TRAINING: Training and re-training should be considered must for Drivers, While some basic features in driving are No doubt, they should be eligible under the respective Recruitment Rules for entry as a Departmental Those Recruitment Rules should be amended, where necessary. Such Drivers should retain their lien as Drivers

keeping in view the fact that technological innovations are introduced in the operations quite frequently. incorporated in the induction training for new Drivers, a large number of Drivers with long years of service have not been exposed to training and given access to benefits of training in a proper way. The Committee recognizes that it is a mammoth task to train a staggeringly large number of Drivers at one

16 place simultaneously. It would be worthwhile to decentralize training and is

relocate in the Depots till the proposed well equipped Training Center courses at Namakkal, Pune and other places. 2.13.2

established and starts functioning, in addition to mandatory training/refresher

In the Chapter on HRD (Training) the Committee has dealt

with in detail the basic short comings in concept, approach, planning and implementation in the existing training system, as there was no evidence that the basic tenets of training and need for meticulous and detailed planning have been comprehended in this Department. 2.13.3 While the responsibility of just co-ordinating training of Drivers Officers of the Mechanical

will be with the Training Department, a cadre of trainers could be built up from BMTC from among Depot Managers and Engineering and Traffic Departments to manage and run the training in each Depot by the Training Department. For this, the Training Department could prepare a capsule of modular course, in consultation with Traffic and Mechanical Engineering Departments for Drivers for the management and running of which, Depot Managers and other Officers of Mechanical Engineering Departments could be systematically trained. Those who volunteer for becoming trainers could be paid a lumpsum honorarium. The Committee feels that once all the Drivers are trained, it will be an asset to BMTC. BMTC, in the long run, could legitimately be proud to have trained all the Drivers for the good of the Organization.

2.13.4

BMTC have adopted online GPS system as means of sophisticated It has already been put to use in 1200 vehicles. the

vehicle tracking technology.

Among the parameters and information available through this system, following are relevant to Drivers/Conductors Non-completion of trips Deviation in trips

17 2.13.5 Cancellation of trips Extra trips operated Skipping of bus stops Evaluation of correct running time required The Committee would feel that since the above mentioned

parameters are directly and literally related to the function of the Drivers, they must be made aware that GPS system exists to keep track of and correct their aberrations and deviations from their duties. It also helps in measuring the In fact, in some form, this extra trips operated systematically without loss of time, on the basis of which they are entitled to some monitory compensation. could also be included in the training capsule for Drivers and Conductors. 2.14 2.14.1 AWARDS: There is a Scheme for rewarding Accident Free Driving. The

Committee is of the view that the Drivers with 10 years of Accident Free Driving could be rewarded to recognize their excellence and higher achievement in Accident Free Driving by institution of a new Award HEERA/VAJRA insignia for the 10 years of Accident Free Driving. This can be slightly modified as follows: 2.14.2 Criteria of period of Accident Free Driving: Colour of Uniform (To be duly considered and decided) 3 (Rajatha) (Swarna) (Heera or

Criteria of specific Name period of Accident-FreeDriving 1 2 Drivers with 3 yrs. Of Chalaka accident free driving Drivers with 7 years of Chalaka accident free driving *Drivers with 10 years Chalaka of accident free driving Vajra) * proposed modifications

18 2.14.3 The other consideration for eligibility to Award is a basic one, This is to exclude habitual absentees. The

namely, attendance of 240 days.

Committee feels absence of booking against traffic violation should also be part of criteria for eligibility for the award. also potentially safe driving habits. This is to encourage really good and Total absence of cases of drunken driving

and also reputation of having normal and good relations with spouse and family members could also be added to this criteria which will help him develop into a respected member of the society and a good citizen. This will, infact, be creating social and moral capital from out of Human Resources of BMTC. Inclusion of the new conditions suggested above to form part of the criteria for award would justify some monetory incentives. The Committee would suggest a slight and token increase of Rs.50/- (Rupees Fifty only) per month for each category by way of motivation for the aspirants. 2.15 2.15.1 PHYSICAL FITNESS WHILE IN SERVICE: The facilities available to Drivers on duty, like, brief rest between The Committee also feels that the periodical preventive

trips, during night outs and night duties take care of the minimum needs of human fatigue and monotony. medical examination of Drivers should not be a routine matter and oriented to just fitness for driving, but also be diagnostic and become real health care measure for the future as well. back and knee pain and burning eyes. For instance, Drivers complain of Though ergonomically designed

Drivers space and seat in the coach are available, it requires continuous monitoring, review and innovation based on the inputs obtained during the preventive medical examination. 2.15.2 number A system of staggering working hours and putting maximum of Conductors and Drivers during peak-hours should also be

worked out, so that in non-peak hours certain normalcy is built in the actual working of the Drivers and Conductors to enable them to relax and recoup.

19

2.16

PERFORMANCE APPRAISAL OF DRIVERS: At present, there, is no formal appraisal of performance of Drivers.

Possibly, as Drivers are entitled to Selection Grade after 15 years of service inspite of deficiency and default in performance (as already mentioned earlier), the need for formal appraisal of their performance is not felt. However, in the long run, as the cadre of Drivers will grow into staggering numbers and new channels for their promotion would have to be thought of, it would be worthwhile to introduce a formal Performance Appraisal Report. This could be simple and focus on their efficiency in mechanically running the buses and also their blemishless driving habits, for an Objective appraisal. This will eventually help in considering suitable Drivers for elevation to higher levels. This will also help in developing a dependable cadre of Drivers, as the philosophy behind performance appraisal every year. INTER-ALIA is to bring about correction of deficiencies identified and perceptible improvement in their actual working If this is strictly followed, BMTC can transform this cadre of basic personnel into a talented, formidable and valuable asset. 2.17 DRIVER-cum-CONDUCTOR: RECRUITMENT:

2.17.1 For recruitment of Driver-cum-Conductor, the eligibility criteria are as follows: a) Driving license: Must possess Valid license and badge to drive heavy motor transport passengers/goods vehicles in Karnataka and must possess valid motor vehicles conductors license and badge. Must have passed SSLC or equivalent Must possess the physical standards prescribed in the Regulation-5 and Annexure-B of these Regulations.

b) Qualifications: qualification. c) Physical standard:

20 d) Age limit: Must have attained the age of Twenty four (24) years and must not have attained the age of Thirty five (35) years. BMTC deploys the persons recruited as

2.17.2

In actual practice,

Driver-cum-Conductors as either Driver or Conductor or both, based on the needs of their schedules and operations with due adjustments of respective allowances. This is more to be looked upon as expedience determined by the fluctuations in availability either in the category of Drivers or Conductors to cope with the schedule of operations and rigorously maintain it. Ultimately, as technology develops, BMTC may consider the position where one person functions both as Driver and Conductor with dependable Ticket Vending Machine and Automatic Electronic /Lever Operated entrance to the left of the Drivers space and a control panel and screen in front of the Driver. 2.18 DRIVER-cum-CONDUCTOR-cum-MECHANIC: RECRUITMENT: BMTC has already decided with to go in for Driver-cumand trade

2.18.1

Conductorcum-Mechanic

appropriate

educational

qualifications. Once this mode of recruitment gets good response and such category of persons are in place, after some experience, they will automatically have channels for promotion in related Departments, like, Mechanical Engineering as also Stores, as already identified and recommended by the Committee.

2.18.2

The relevant Recruitment Rules could be as under:

21 2.19 PERFORMANCE Proposed APPRAISAL OF DRIVER-cum-CONDUCTOR AND Sl. Existing DRIVER-cum-CONDUCTOR-cum-MECHANIC: No. Method Educa Method of Educational Qualification of tional RecruitRecruit Quali- ment ment fication 1 DrivercumConductorcumMechanic Class-III Remarks

1) Must possess a valid Licence and Badge to Drive Heavy Motor Transport Passengers/Goods vehicles in Karnataka and must possess valid Motor Vehicles Conductors Licence and Badge as on the last date fixed for receipt of applications and in addition, must have passed SSLC or equivalent examination with a pass certificate in ITI/ITC/National Apprenticeship Certificate or equivalent qualification in Auto-Mechanic/Tyre fitting/Vulcanizing/Turner/Bench fitting /Machinist/Moulding/Body fitting/Sheet Metal Worker/Upholstry (Tailoring)/Gas cutting/Blacksmithy/Carpentary/Welding /Tinsmithy/A C Electrical/Auto-Electrical. 2) Must possess the physical standards prescribed under Regulation-5 and Annexure-B of these Regulations. 3) Must have attained the age of 24 (twenty four) years and must not have attained the age of 35 (thirty five) years. Note: The payscale of Driver-cumConductor-cum-Mechanic shall be that of the post of the Driver. The Driver-cumConductor-cum-Mechanic will be paid a Special Allowance and deployed to discharge the duties of Driver-cumConductor or Driver-cum-Mechanic or Conductor-cum-Mechanic or Driver, as the case may be, each day and whose conditions of deployment shall be as specified by the Managing Director, BMTC, from time to time. Further he may be deployed as Driver-cumConductor or Driver-cum-Mechanic or Conductor-cum-Mechanic or Driver as per the requirements of the Corporation.

22

In the long run, as the cadre of Driver-cum-Conductor and Driver-cumConductor-cum-Mechanic will grow, channels for their promotion would have to be well laid. Appraisal Report. It would be worthwhile to introduce a formal Performance This could be simple and focus on their efficiency in the

multiple skills contemplated in the posts, so that evaluation could be objective and selection to the corresponding higher levels could be easy. 2.20 2.20.1 CONDUCTOR: The total number of Conductors as on 1/11/2006 is 5771, as

against the sanctioned strength of 9468 (i.e., Male : 4955 2.20.2 The age profile of the Conductors is 26-30 956 31-35 692 36-40 874 41-45 1013 46-50 832

Female : 816)

20-25 Conductor 785 2.20.3 1) pilferage. 2)

51-55 527

56-58 92

Total 5771

The general complaints against Conductors are as follows: Unauthorized absence, alcoholism, public complaints Disciplinary action against conductor has following grounds:and

been taken on the

pilferage, misbehavior with public and superiors in work place and other violation of C & D Regulations. 2.20.4 The Conductors are directly recruited and the qualifications are a) b) c) A pass in PUC or equivalent qualification. Must possess a valid M.V.Conductors licence and Badge as on the last date fixed for receipt of applications. Must possess the prescribed physical standards.

2.21

CHANNELS OF PROMOTION FOR CONDUCTORS:

23

CONDUCTORS WITH QUALIFICATIONS:

GRADUATE

AND

POST-GRADUATE

LATERAL MOVEMENT TO JUNIOR ASSISTANT-cum-TYPIST: 2.21.1 It will be seen from the age profile that there are 2464 persons The normal

above 40 years of age and 3307 persons below 40 years of age. criteria is not less than 3 years as Conductor.

channel of promotion for Conductors is Traffic Controller for which the eligible The sanctioned post of Traffic Controller is relatively far less than the feeder cadre of Conductors, namely, 4971. Approximately, 5000 Conductors are having above 3 years of qualifying service. The recruitment is made by 100% promotion from the cadre of The Committee feels that this is not at all a happy situation and It has Conductors.

needs correction to provide opportunities for promotion, particularly, for this cadre who toil in running the fleet to maximum number of schedules. come to the notice of the Committee that though the minimum qualification for Conductors is PUC, as on 31/05/2006, the qualification profile of the Conductors are indicated as follows: Qualification Graduates (B.A., B.Com.,B.Sc.,B.E.,B.Ed, LLB etc., Post Graduation (M.A., M.Com., M.Sc.,) Total: 2.21.2 No. of Conductors 274 38 312

Out of the 312, 305 persons (Male 240 and Female 65) are having On the basis of the information

qualifying service of 3 years and above.

regarding the opportunities available for this category in other Departments, it is observed that the above group of Graduate and Post-graduate Conductors can be considered for appointment as Jr.Assistant-cum-Typist (Rs. 3245-50-3295-75-3745-100-4245-125-4870-200-5270) 2.21.3 Though the Committee will deal with the position of Junior

Assistant-cum-Typist, in detail, under the Personnel Department in a separate Chapter, for purposes of providing links for channel of promotion to

24 Conductors, some details are necessary in this Chapter. There are 674 Jr.Asstcum-Typist posts sanctioned, against which 526 are actually filled, thus leaving 148 vacancies. According to the Recruitment Rules, for every 10 vacancies 1 is remaining 2 are transfer of Traffic Controllers. It has reserved for promotion of Helper (Office) and Havildar, 7 are available for Direct Recruitment, been found, that by and large, TCs are not interested and actually, as on 1/11/2006, no TC has opted for Junior Assistant-cum-Typist. vacancies are clearly available for offering to the group Thus, these 2 of Graduate/Post

Graduate Conductors. This can even be modified as 3 vacancies, keeping once again in view that TCs are not at all interested in this avenue for the moving upward. To sum up, the Recruitment Rules will have to be modified with the following quota:For every 10 vacancies, 1 is reserved for promotion Helper (Office) or Havildar, 6 should be available for Direct Recruitment, be available for promotion of Conductors. 2.21.4 Based on the 148 vacancies available, 15 posts are available for remaining 3 should

promotion, 87 posts are available for Direct Recruitment and remaining 46 posts are available for transfer of Conductors under Regulation 17(1) of C & R Regulations. For these 46 vacancies, Graduate and Post Graduate Conductors (As the Chairman of One Man Committee indicated to MD, can be considered.

BMTC on 8/11/2006, a Group of Graduate and Post Graduate Conductors called on the Chairman and pleaded for being considered for position relating to Administrative work, while assuring the Chairman that they will in no way perform their present job as Conductor lightly, which they would perform with utmost efficiency). 2.21.5 To sum up, the Committee strongly recommends that this

arrangement of transfer under Regulation 17(1) of C & R Regulations of Graduate and Post-Graduate Conductors should be implemented immediately,

25 but their lien should be retained in Traffic Department, being kept flexible. 2.22 LATERAL MOVEMENT TO STATISTICAL ASSISTANT IN M.I.S DEPARTMENT: In the M.I.S Department, there are posts of Statistical Asst. of which 2/3rds are filled by promotion from the cadre of Junior Assistant. Assistant could be considered as a post to which prescribed qualification. engaged INTER-ALIA Statistical transfer could be made the lien period

under Regulation 17(1) of C & R Regulations for Conductors with the In the Depots, a good number of Conductors are daily in Statistical work. They would, therefore, be

possessing the requisite and desirable experience and should be considered for the posts of Statistical Assistant. 2.23 2.23.1 PROMOTION: In this context, it has come to the notice of the Committee 60,000 trips are

that a norm of one TC for every 50 trips had been followed earlier by KSRTC/BMTC. The Committee has also observed that take care of the trips. 2.23.2 Subsequently, norms have been worked out OTHER THAN already being operated by BMTC, which alone will require 1200 TCs to

ON THE BASIS OF TRIPS. Still later, KSRTC has stipulated bus - staff ratio in its Order dated: 16-10-1991 and 25-2-1993, which is as under:a) b) c) d) 2.23.3 Drivers Conductors Mechanical staff Others (including traffic supervisory) Total: 2.20 2.20 1.70 1.00 7.10

This has been revised by BMTC, vide CBR No.287 dated:

10-9-2001 as detailed below :a) Drivers b) Conductors - 2.80 - 2.80

26 c) Mechanical staff - 0.90 d) Others (including traffic supervisory) - 0.60 Total: - 7.10 2.23.4 The existing total number of Conductors is 9468. Adopting the above mentioned norm, the Traffic Supervisory staff (which includes Asst. Traffic Superintendent, Traffic Inspector, Asst. Traffic Inspector and Traffic Controller) is - 0.15 / 2.8 will be 482, as against the existing 505 for operation of 3397 Schedules (505 is a corrected figure for 482). schedules is envisaged. A Vision Document has already been prepared for 2010 in which operation of 5000 In the view of the Committee, allowing roughly a If well maintained conservative and cautious increase of 4 to 5% per annum, the total schedules by 2017 to 2020 will be 6000 to 6500. further increase by 2 to 3%. call for increase in the existing roads and new roads are in place, there is possibility of its The increase in number of schedules will of Conductors and also Traffic number

Supervisory staff as detailed below: Schedules Conductors 3397 (30-11-2005) 8955 4068 (14-10-2006) or 10660 4100 (18-11-2006) 5000 ( by 2010) 13000 6100 (by 2017 2020) 15860 2.23.5 Traffic Supervisory staff 505 582 710 860

The distribution of the Traffic Supervisory staff, existing and in the above Table is further split category-wise ATI 114 131 160 194 TC 291 336 410 497 Total 505 582 710 860

also projected, given ATS 28 32 39 47 2.23.6 TI 72 83 101 122

among ATS/TI/ATI/TC is given below :-

The next level of promotion for Conductor is Traffic Controller If no candidates are available for promotion, there is

(Class-III) for which the minimum prescribed qualifying service is not less than 3 years as Conductor. also a provision of Direct Recruitment of Traffic Controller for which a pass in

27 Pre-university course or equivalent examination has been prescribed. (However, at present, there is no Direct Recruitment and in actual practice, no Conductor with less than 20 years of service has been promoted as Traffic Controller on the basis of Seniority-cum-merit, as there is relatively far less sanctioned strength of Traffic Controllers). There are at present TCs and 5 Female TCs are working. 2.24 2.24.1 ASSISTANT TRAFFIC CONTROLLER: There are 9892 Conductors at the rate of 42.42% spare and 38.33% spare, the total requirement of Conductors was 220 Male

at the rate of

9468 as on 1-11-2006 and the ratio works out to 2.46 and 2.39 respectively. Among the Conductors, those with above 15 years of service and enjoying the Selection Grade scale are 3323 Conductors. Requirement of staff at the rate of 42.42% spare and also at 38.33% spare has been worked out for the actual number of schedules operated for the period from 1-4-2006 to 31-10-2006, based on Form-V designed by the Traffic Operation Department and the details are given in the Table below: Month Nature of Actual Spare Schedules reqmt @ 42.42% DC-2615 SC-1059 Total:3674 DC-2627 SC-1073 Total:3700 DC-2705 SC-1066 Total:3771 DC-2749 SC-1037 Total:3786 DC-2769 SC-1040 Total:3809 DC-2789 SC-1038 Total:3827 5230 1059 6289 5254 1073 6327 5410 1066 6476 5498 1037 6535 5538 1040 6578 5578 1038 6616 2668 2684 2747 2772 2790 2807 Spare @ 38.33% 2411 2425 2482 2505 2521 2536 Total reqmt. 8957 8700 9011 8752 9223 8958 9307 9040 9368 9099 9423 9152 Ratio per schs. 2.44 2.37 2.44 2.36 2.45 2.38 2.46 2.39 2.46 2.39 2.46 2.39 Conductorless schs. operated 298 298 308 299 298 299

April 06 May 06 June 06 July 06 Aug. 06 Sept. 06

28 Oct. 06 DC-2802 5604 2820 9468 2.46 298 SC-1044 1044 2548 9196 2.39 Total:3846 6648 (DC Double Crew SC Single Crew) 2.24.2 It will be observed from the Table above that the ratio shows an increase between 0.07 and 0.16, as against restriction to 2.3 suggested for operation by the Government. Such slight increase in this core area of operation is justifiable and should be permissible and allowed, to cope with the projected increase in the number of schedules. 2.24.3 The Committee is of the view that above the Selection For this post, Conductors with The suggested Scale is Rs. (The existing Scales of

Grade, there should be a promotion level, that is, of Assistant Traffic Controller, below the Traffic Controller. 20 years of service could be made eligible.

3465-75-3540-100-4040-125-4665-200-5465 (15 years) kept in view, while suggesting the proposed Scale). 2.24.4

Conductors, Selection Grade Conductors and Traffic Controllers have been

The method of recruitment for the post of Asst. Traffic

Controller - Class-III shall be as follows:-

29 Sl. No.

Existing
Method of Recruit ment Educational Qualification -

Proposed
Method Recruitment of Educational Qualification

Remarks

By promotion on the basis of Seniority-cummerit. OR By Direct Recruitment under Regulation 3(4)

Must have rendered a service of not less than five (5) years after getting Selection Grade in the post of Conductor. a) A pass in PUC or equivalent examination for 66.67% Direct Recruitment and a pass in JOC for 33.33% Direct Recruitment. b) Must possess a valid MV Conductors License and Badge as on the last date fixed for receipt of applications c) Must possess the physical standards prescribed in Regulation-5 and Annexure-A of these Regulations. ASSISTANT TRAFFIC

2.25

NUMBER OF POSTS PROPOSED CONTROLLER - Class - III:

FOR

In the Traffic Department, a large number of posts are for manning Drivers and Conductors. In the case of Conductors, at present, in the channel for their only posts of TC/ATI/TI/ATS are available

promotion. The Committee has observed the existing hierarchy. Under no circumstances, a pyramid - like, hierarchy can be obtained because of the very large number of posts of Drivers and Conductors at the BASE level.

30 With this restriction, the Committee would recommend 291 posts - the same as Traffic Controllers - for Assistant Traffic Controllers. in the area of The Committee has already opened up channels of promotion for Conductors Junior Assistant-cum-Typist in Personnel Department by way of filling up 3 vacancies out of every 10 vacancies under Regulation 17(1) of C & R Regulations. 2.26 2.26.1 WORKING CONDITIONS: Conductors uniformly welcome the use of Simputers (Electronic At the Depots also, handing over of cash than the conventional BAG system.

Ticketing System) for issuing tickets, since it saved a lot of manual labour and also it was far less time consuming. was for more easier with Simputers Ticketing System. 2.26.2 number

BMTC is already having a programme of introducing 100% Electronic The Committee fully endorses this decision of the BMTC.

A system of staggering working hours and putting maximum of Conductors and Drivers during peak-hours should also be

worked out, so that in non-peak hours certain normalcy is built in the actual working of the Drivers and Conductors to enable them to relax and recoup. 2.27 2.27.1 LADY CONDUCTORS: The Committee feels that stereo-typing and exclusion of gender

will no longer be possible and BMTC will have to accept this inevitability and adopt an inclusive policy and be prepared for recruitment of Lady Conductors, in good number in the long run. While BMTC should firmly indicate at the time of recruitment that once recruited as Conductors, they will not be shifted to other jobs, special gender - specific facilities should be provided to meet the peculiar/natural needs of a woman.

31 2.27.2 It has been the experience that the Lady Conductors are not It has been

feeling comfortable in outlying Depots or in isolated Bus Stations. the Depots.

found that there is no properly maintained Rest Room for Ladies in most of It will, therefore, be necessary to provide such facilities to Lady Conductors. 2.28 2.28.1 AWARDS FOR CONDUCTORS: In order to deter and discourage Conductors from habitual

absenteeism, system of attendance bonus or some other incentives is desirable, since large scale absenteeism certainly affects the implementation of Schedules with resultant chain reaction on other areas of operation of BMTC. 2.28.2 In other words, the absenteeism among Conductors will have to be in the interest of overall

looked upon as seriously as in the case of Drivers and practical and remedial measure taken to minimize this shortcoming performance of the BMTC. Suitable Reward Scheme based on minimum

complaint - free attendance could be instituted for Conductors. This matter will be exhaustively dealt with in Depot Management Chapter. (Habitually absentee Conductors should be given a final chance to correct themselves and after the Depot Manager explains to the errant Conductor will no longer tolerate the absence, such errant Conductor into the Depot). 2.29 2.29.1 PERFORMANCE APPRAISAL OF CONDUCTORS: There is Performance Appraisal for Conductors since there are The Form presently used needs review and that he the Depot Manager will not allow

promotional avenues for them.

revision to bring out the following features:2.29.2 Column-5(a) of Performance Appraisal Report: The skills (Relationship Management Skills to deal with commuters, other public, Police, RTO, other Government Departments and Agencies)

32 looked for from Conductors will have to be spelt out. An attempt has been made below: 2.29.3 Behaviour/Co-ordination with Driver/Superiors/other BMTC staff. Behaviour with commuters/public, Behaviour/Co-ordination with Police/RTO/Other Government Departments/Other Agencies, Quick issue of tickets and cash, where necessary, Understanding and writing Way Bills correctly, Column-4 of Performance Appraisal Report: Column-4 dealing with pending default cases, the delinquent persons response to cases against him should find a specific mention in the Annual Appraisal Report. 2.30 2.30.1 TRAINING AND RE-TRAINING OF CONDUCTORS: There should be a Scheme of continuous and strictly Job-

oriented training and Re-training of Conductors, which should also emphasize on the specific duties to be performed by Conductors, including smooth and courteous Relationship Management skills described in para-2.29.2. THE TRAINING SHOULD NOT BE A ROUTINE MATTER, PARTICULARLY FOR CONDUCTORS. The shortcomings/lacunae in the attitude, behaviour and conduct of Conductors and their capacity to manage situations, like, eve teasing and drunken passengers, have been yet again highlighted in the Workshop on the theme of Bhruhat Bangalore Mahanagara Palike held on 27-01-2007. should, therefore, include elements If such shortcomings persist, it to take care of these will affect the image of BMTC. The training programmes of Conductors shortcomings/lacunae and bring about definite improvement. 2.30.2 In this context, the Training needs of Conductors have also been

examined. At present, apart from the job requirements, Conductors are given inputs in motivation, customer service, team building and positive attitudes. Since Conductors are the real face of the BMTC, so far as commuters and public

33 are concerned, it would be desirable for monitoring, on the spot, the behavioral pattern of the trained Conductors to assess the effectiveness of the training and review and redesign the training methods, as is done in Punjab and Haryana Road Transport Companies. In Punjab, the Conductors themselves are asked to fill a Form, 3 days in a month, where they will themselves voluntarily give information regarding any unpleasant incidents with commuters and also indicate what was the provocation. This may seen incredible but true. A systematic approach on these lines will definitely bring about change in the attitude, habit and image of Conductors so that they become good Conductors, acclaimed also as good Conductors, by the commuters. 2.31 DUTIES OF ASST. TRAFFIC CONTROLLER: This will be dealt with in the Chapter on Depot Management. 2.32 2.32.1 TRAFFIC CONTROLLER: As on 1-11-2006 there were 291 sanctioned posts of Traffic

Controllers. As against this sanctioned strength, 250 were in position. The age profile of this group of people is given below: 20-25 1 2.32.2 41-45 7 46-50 32 51-55 134 56-58 76 Total 250

We get an aged and aging group of Traffic Controllers

working for the Corporation. There are no Traffic Controllers working in the age-group of 26-40. This picture will slightly improve once the Asst. Traffic Controllers level is introduced. As the Committee has already v/s Asst. observed, a pyramid is not possible. The ratio of Conductors to Traffic Controllers is 30 : 1 (the same ratio will be for Conductors Traffic Controllers). A suggestion has come from the Traffic Department that there is a need for fresh blood and younger age-group for operational efficiency and innovative methods of operation.

34 2.32.3 In the existing Recruitment Rules for Traffic Controllers,

there is a provision for 100% promotion from Conductors. To bring in young blood, the Committee would suggest Direct Recruitment to this level in the ratio of 1 : 2 (every third post could be Direct Recruitment). 2.32.4 The Method of Recruitment is as follows:

35 Sl. No.

Existing
Method of Recruit ment By Promotion on the basis of Seniorit y-cumMerit. OR Educational Qualification Must have rendered a service of not less than three (3) years as Conductor.

Proposed
Method Recruitment of Educational Qualification Must have rendered a service of not less than three (3) years as Asst. Traffic Controller or a combined service of six (6) years as Asst. Traffic Controller and Conductor. a) A pass in PUC or equivalent examination for 66.67% Direct Recruitment and a pass in Job Oriented Course (JOC) for 33.33% Direct Recruitment b) Must possess a valid MV Conductors Licence and Badge as on the last date fixed for receipt of applications c) Must possess the physical standards prescribed in the Regulation-5 and Annexure-A of these Regulations. IN SURVEY

Remarks

Two out of every three vacancies by promotion on the basis of Seniority-cumMerit.

AND

By A pass in PUC or Every third Direct equivalent vacancy by Recruit examination. Direct ment Recruitment under Regulation 3(4)

2.33

TRAFFIC CONTROLLERS TO BE ENGAGED WORK IN ADDITION TO OTHER DUTIES:

At present, BMTC is engaging Conductors for Survey work. Since Survey implies and involves Route Survey, Road Survey and Passenger Survey, for any Survey to be effective and technically correct, only persons

36 who have aptitude for and adequate training and experience specifically in each one of the above types of Survey, should be engaged as Surveyors. This will automatically point to giving opportunity to TCs, who are, by and large, experienced to do this work. relevant skills Surveyors. 2.34 DUTIES OF TRAFFIC CONTROLLER: This will be dealt with in the Chapter on Depot Management. 2.35 2.35.1 below: 20-25 4 2.35.2 26-30 18 31-35 3 36-40 41-45 2 46-50 8 51-55 18 56-58 28 Total 81 ASSISTANT TRAFFIC INSPECTOR: As against the sanctioned strength of 114 posts on 1-11-2006, The age profile of this group of people is given Through training also some could be imparted to TCs who are to be deployed as

81 were in position.

Here also, 54 posts are manned by persons above 45 years,

while only 27 are below 45 years. This situation also calls for inducting young blood and change in the existing Recruitment Rules. 2.35.3 In order to meet the requirement mentioned in the foregoing

para, Two out of every three (3) vacancies should be filled by Promotion on the basis of Seniority-cum-Merit and the Third vacancy should be filled by Direct Recruitment.

2.35.4

The method of Recruitment is as follows:

37 Sl. No.

Existing
Method of Recruitme nt Two out of every three vacancies by promotion on the basis of SenioritycumMerit. Educational Qualification Must have rendered a service of not less than three (3) years as Traffic Controller or a combined service of six (6) years as Traffic Controller and Conductor.

Proposed
Method Recruitment of Educational Qualification Must have rendered a service of not less than three (3) years as Traffic Controller or a combined service of six (6) years as Traffic Controller and Asst. Traffic Controller.

Remarks

Two out of every three vacancies by promotion on the basis of Seniority-cumMerit.

AND Every third vacancy by Direct Recruitment A pass in PUC examination in First Class or equivalent qualification.

AND Every third vacancy by Direct Recruitment 1) A pass in any Degree from a University established by Law and must have secured a minimum of 50% marks. 2) Must have passed One year Diploma/ Certificate Course in Computer Application conducted by a Recognised Institute run by Government like C.DOC/KEONICS /CMC or CIC Course conducted by IGNOU.

Proposed modification of educational qualifications for Direct Recruitment vacancies as approved by the Board of Directors has been sent to the Government for its approval.

2.35.5

It will be seen from the foregoing analysis and proposals that This is in

Conductors can reasonably expect three promotions which, in the opinion of the Committee, is a justifiable aspiration in any career.

38 addition to the posts of Junior Assistant-cum-Typist for which they can also compete. 2.35.6 The Committee is not considering for the present the Cadres

of Traffic Inspector and Asst. Traffic Superintendent as they are under the Cadre Control of KSRTC. 2.36 DUTIES OF ASSISTANT TRAFFIC INSPECTOR: This will be dealt with in the Chapter on Depot Management.

(b)
2.37 2.38

TRAFFIC

DEPARTMENT (COMMERCIAL)

The details, made through presentation, is at Annexure-III. The main objective of this Department is to maximize non-traffic revenue

to enhance the profitability of BMTC. Accordingly, the main functions of this Department are Commercial and advertisement, land acquisition and Estate matters, sponsorship and public relations together with directly traffic related functions, like, hiring of private buses, casual contract and chartered services, GPS and Management of 11 Depots. ( Depots 2 to 10, 27 and 28) 2.39 At the beginning, this, Department had managed Estate to the extent of As on 1/1/2006, with the addition of 208.38 acres, they are Allotment of 326 acres by BDA is on the

130.32 acres only.

managing, in all, about 340 acres. acres.

pipeline and action has been initiated by BMTC for further acquisition of 335 Thus, the volume of lands to be managed by this Department has grown However, it is almost 8 times from 130 acres to a little over 1000 acres.

observed that they are yet to be provided with additional Officers and staff to cope with the increased volume of work. They have proposed the provision of 2 new levels of Officers below CTM (C), namely Dy.CTM (C) and Divisional Traffic Officer (DTO) and in addition, have proposed supporting staff of 2TIs, 1-ATI, 1-TC and 2 Surveyors. Strictly based on the tremendous increase in the volume of work, which this Department has to handle, the Committee

39 suggests that augmentation at supervisory level namely, Dy.CTM or DTO is called for. However, only a formal work study (both work measurement and method study) can help in specifically determining the exact additional man power required. 2.40 Strengthening will also be required, as eventually, this Estate (BMTC has

function will extend to managing the accommodation to be provided to the employees by BMTC outside the Depots or in the Depots. part of its Estate). already purchased 45 Flats from BDA in Koramangala which will form The Department has also requested for modification of staff at the Depot level, Since Depots are under the control of both CTM (O) and CTM (C), the Committee would exclusively and exhaustively deal with management of Depots under a separate Chapter both for BMTC and KSRTC.

40

CHAPTER - III MECHANICAL ENGINEERING DEPARTMENT 3.1 3.2 The details, made through presentation, is at Annexure-IV. The Mechanical Engineering Department is expected to build up and

maintain the greatest and the utmost degree of readiness to keep the fleet of vehicles ever on the move. The Department is endeavouring its best to achieve this goal. Certain suggestions were made during the presentation, which are steps towards rationalization of the approach to Mechanical Department operations. Since its activities are 100% oriented to operation in the Traffic Department, a suggestion was made that first and foremost, over-crowding of buses in Depots should be avoided by number of vehicles, streamlining and optimizing the which a Depot should manage. It was also suggested

that there should be a fresh approach to fixing the upper limits of the number of schedules, simultaneously endeavouring to stagger the operation and evolve less harassing and stressful time-table. It was also mentioned that a more coordinated approach should be obtaining in the actual working of the Traffic and Mechanical Departments. All these basically point to some modification to Form No.4. level of 0.9 . 3.3 As regards the number of vehicles per Depot referred to in the It was pointed out that the ratio of mechanical staff per schedule has been consistently coming down from 1.71 to 1.45, then 1.25 to the present

foregoing para, the same has been dealt with in para-5.6.3, under Chapter-V on Depot Management. 3.4 OUT-SOURCING OF MAINTENANCE OF VOLVO BUSES: It will be worthwhile for BMTC to consider whether maintenance of new fleet of vehicle, like, Volvo could be totally out-sourced for 3 to 4

41 years, to the suppliers themselves beyond initial contract and warranty period. 3.5 3.5.1 RECRUITMENT Recruitment to this Department is at the basic level of Mechanic-

B by Direct Recruitment. The qualification required is after pass in SSLC, a pass certificate in ITC/ITI and Job Oriented Diploma conducted by Department of Vocational Education, Government of Karnataka or equivalent qualification in Tin smithy /Glass cutting /Moulding /Bench fitting /Welding /Black smithy /Painting /Machinist /Carpentry /Tyre fitting / Turner /Auto Mechanic/ Sheet Metal Worker /Upholstery (Tailoring) /Auto Electrical /A.C. Electrical /Body fitting /Vulcanizing. The existing Scale is Rs.2920-40-3120-50-3370-75-3820-100-4020 The next higher post is Mechanic-A The existing Scale is Rs.2960-40-3080-50-3330-75-3780-100-4180 The two categories are engaged in the same jobs coming under the specified Trades. As on 1-11-2006, the position regarding the sanctioned and

3.5.2

working strength of the two categories of Mechanic are given below: Category Mechanic-A Mechanic-B 3.5.3 Sanctioned 773 1005 Working 726 657 Vacancy 47 348

RE-DESIGNATION OF THE MERGED POSTS OF MECHANIC-A AND MECHANIC-B AS SUB-ARTISAN: It is observed that all the 47 vacancies in Mechanic A are being

filled by promotion from the existing Mechanic B with a working strength of

42 657. The resulting cumulative 395 vacancies in Mechanic B posts are being filled and Notification is to be issued any time. not been facing any difficulty in It is also seen that BMTC has for Mechanic B posts. the recruiting

Accordingly, since the two Scales are almost identical (with a marginal difference of Rs. 40/- at the initial and Rs.160/- in the maximum), qualifications and job performed are identical and the recruitment and promotion have not presented any difficulty, the Committee recommends that the posts of Mechanic - B and A could be merged and re-designated as SUBARTISAN, which will also come under an hierarchical Class of Artisans. The Committee understands that BMTC has already declared Mechanic-A and Mechanic-B as Class-III posts. The Committee fully endorses this decision. The next higher promotion is to the level of Assistant

Artisan.
3.5.4 The existing Scale: Rs.3195-50-3295-75-3745-100-4245-125-4745 17 years. The eligible cadre for this post is that of Mechanic-A, who are left for Direct Recruitment. During

entitled to 66.66% with the balance

presentation, it was pointed out that Mechanics belonging to different Trades have not been given equal opportunity as, in practice, there has been a predominance of those coming from Auto Mechanic and Electrical Trades occupying these posts. It was, therefore, placed before the Committee to see whether this inequity should be mitigated. 3.6 PROMOTION PROSPECTS FOR DIFFERENT TRADES: As already mentioned, recruitment is made for as many as 5 Trades under Mechanic-B from among 18 recognized trade qualifications. In actual experience, there is a over-whelming requirement and predominance of the skills of Auto-mechanics only and to some extent Electrical only, since, more than 80% of the operations are related to auto-mechanical area. Promotions are also available in good, though in inequal measure During presentation, the Mechanical to Auto-mechanics/Electrical only.

43 Department made fervent plea that this position needs correction and mechanics from other Trades should also have equal opportunity for the The Mechanical Engineering position of Assistant Artisan and above.

Department was requested to quantify the share of time spent by each of the five Trades on activities in Mechanical Engineering Department in a specified format. 3.7 Power Mechanical Engineering Department has since clarified that the Man deployed for maintenance and production activities in the

Depots/Central Workshop is so designed that each person in each Trade will have sufficient work for 8 hours. From this statement, it would appear that Trades do not operate as barrier for Mechanics to be actually involved in all the activities, including those related to other Trades. In fact, they are engaged in all types of activities. The Department has further supported its policy of engaging all the Trades in all activities as compulsion on the part of the Department to actually operate under a much reduced staff ratio of 0.48 as against 0.9 because of large number of vacancies. 3.8 The Department has also suggested that for promotion to Head The

Artisan, all the skills must be eligible as against the present restriction to only two of the Trades, namely, Auto-mechanics and Electrical. suggestion is a reasonable and the Committee agrees with this proposition. 3.9 The Committee has come to understand that, in actual practice, at

the Depot level and Shop floor level in the Workshop, the services of Mechanic-B available are utilized for all sorts of jobs, irrespective of their Trade. The Committee would suggest that basically an awareness should be created among all mechanical staff on the important role they play in this basic step in getting ready the vehicles for operation. After such basic motivation, without assuming that all of them know what each one of This training should be intra-departmental them should do, a systematic ab-initio and trade/job specific training should be given to all levels.

44 in Mechanical Engineering, as present Training Department, in the opinion of the Committee, is ill-equipped to do justice to this specific and intense training concentrated on technical aspects. Staff among various jobs involved in The Mechanical Department the Department, particularly, should also take the initiative of formally rotating the Mechanical Trade maintenance work. Over a period of time, this effort on the part of Mechanical Engineering Department will help the Mechanics of all trades formally acquire MULTI-SKILLS, irrespective of their Trade - tag attached to them at the time of recruitment. BMTC should also endeavour, after sufficient interval following the introduction of the rotation of Trades, to hold simple tests to ascertain the capacities and all round skills of the Mechanics in various Trades. Such test could also be formal and the Department should certify that the persons concerned have acquired the requisite proficiency for handling the different types of jobs in the Mechanical Department by such multi-skilled people, who are the very creation of BMTC. In this process, BMTC would not only build an asset of such skilled personnel, but also induce them to aspire for further promotion to the higher levels. This will eventually call for revision of the Recruitment Rules for promotion to Assistant Artisan and above, after BMTC gains experience in generating adequate number in multi-skilled category of people. 3.10 The Mechanical Engineering Department has also strongly felt that

since the duties and functions of Drivers were primarily mechanical, Drivers should be brought under Mechanical Engineering Department. The Committee would support this idea since the Drivers could be oriented to concentrating on developing mechanical engineering skills in the day-to-day operation, but, the Mechanical Engineering Department will have to assume certain legal and administrative responsibilities under the IMV and MTW Acts, if permissible. This aspect has to be thoroughly examined and the feasibility established beyond doubt, taking particular

45 care that dichotomy does not present itself in the process. Mechanical Engineering Department is ready to After the such

assume

responsibilities, BMTC may have to seek suitable amendment, if necessary, to the IMV and MTW Acts, both of which are Central Acts.

CHAPTER IV
STORES AND PURCHASES DEPARTMENT 4.1 The presentation made by Controller of Stores and Purchases is at

Annexure-V .
4.2 The Controller of Stores and Purchases has exhaustively discussed the The problems, together with suggestions and

activities of his Department, the problems faced in the Department and suggestions for improvement. solutions are detailed below:4.2.1 a) Lack of clear and concise definition and Bill of Materials and Routing. This matter could be deliberated upon in Inter-Departmental

meeting of the concerned Departments and solution could be found. 4.2.2 b) Absence of accurate requirement planning: production planning and material

Integration of procurement activities and production activities have been suggested, probably, to totally eliminate ad-hoc (emergency procurements, which are not desirable and purchase could be forecast in advance). In this matter, COSP can take the initiative, do some planning

46 on the basis of procurements during the previous two half yearly periods and forecast requirements. Thereafter, the Departments concerned could be asked to confirm and modify, if necessary, the forecast made on the basis of their own actual requirements. 4.2.3 c) Absence of inventory visibility among the various units and efforts to reduction across the supply chain. 100% Computerization has been suggested. Half-way measures are not effective. Since already there is part Computerization, COSP could monitor and consolidate and get the results desired. More people will be required to be given proper training. 4.2.4 d) Similarly absence of assets visibility which could help better utilization of available resources. Here training of also Computerization with proper monitoring can help

develop a proper system.

Basically, COSP himself should arrange the

staff, in consultation with the HOD, Training Department, so

that they could use the Computer properly and monitor the situation. If Inter-Departmental co-ordination is necessary, COSP should take the necessary initiative. 4.2.5 e) Absence of planned Warehouse to protect stock from weather conditions. Considering the fact that stores will have to handle almost twice the existing number of inventories, Warehouse with inbuilt racks and special storage spaces, as may be indicated by the variety, the size and the technological up-gradation of inventories, should be thought of by BMTC. This is absolutely essential for accountability of stock received and to ensure that the stock do not degrade during storage. 4.2.6 f) Providing vehicles to Stores Department for their day-to-day work:

47 The proposal could be accepted after a detailed study of the volume of materials to be handled by the Department every day. Otherwise, COSP should be given the facility of a separate vehicle, on days when the volume of materials to be handled is substantial, through Out-sourcing of such vehicles. This is necessary both in the interest of taking proper care of the materials purchased by BMTC and also to provide appropriate assistance to the personnel handling such materials, so that materials in transit do not run the risk of pilferage or loss.

4.2.7 4.2.8

g) Absence of Testing and Inspection equipment for testing incoming materials: Normally in many enterprises having large volumes of materials,

there is a system of independent inspection by neutral Agencies, who certify as to the quality and warranty requirements. If BMTC is not considering Out-Sourcing, work relating to testing and inspection of materials (with reference to specifications given in the Purchase Agreement) acquisition of a family of reliable testing equipments for critical items could be thought of, after thorough VERIFICATION. 4.2.9 Incidentally, BMTC could also think of Out-Sourcing store-keeping Decentralization/OutA, B, C and V.E.D. Analyses. Still the Committee would recommend Out-Sourcing, as is done in INVENTORY

activity, like, TATA Motors, MICO and ESSAR. scale.

Sourcing of all types of repair work could be started on an experimental No doubt, BMTC will have to study in depth keeping in view the security consideration, the jobs that will have to be shed and the saving of space due to such measures, before approaching such policy of OutSourcing. 4.3 PROCEDURAL SIMPLIFICATION:

48 4.3.1 All steps in the existing procurement procedures should be subjected

to critical and detailed analysis, with reference to the basic fact that BMTC has already opted in a big way for E-TENDERING. 4.3.2 The Procedural simplification will also involve a re-look into the

existing Centralized Store Purchase Practice (with KSRTC co-ordinating the Centralised Activities) and De-Centralise step by step, identifying in the first instance, some items through A, B, C Analysis for De-Centralisation. The existing practice, the Committee has been informed, is primarily based on the concept that bulk ordering brings about a package of advantages. At the same time, with E-Tendering and E-Procurement already in place, it will be easy for securing the advantages implied even with the Net-work of Computerisation System already available. Centralisation 4.3.3 and De-centralisation, in divergence, can be secured without any loss of time. In this context, the Committee has been told that BMTC has already experimented with the services of Oracle and other systems. The main observation made by the users is that the Brand Companies deliver packages of solutions all of which or most of which are not relevant to BMTC operations. In simple words, the Systems throw on BMTC quite a burden of solutions not at all relevant or required for BMTC. A variety of options are available to BMTC, including other systems, like, Systems, like, SAP, the Chairman of the Committee has SAP which are widely used in many MNCs. Such options can be exercised and intimate knowledge, will design totally and precisely user friendly and highly customized deliveries. In the SAP Agreements, which BMTC can This specifically seek, they will incorporate customer needs faithfully and fully, after the system is in position and operation over a period of time. BMTC. 4.4 STAFFING : requirement can also be built into the Purchase Agreement with SAP by With Computer, both convergence and otherwords,

49 4.4.1 The existing and proposed staffing given by Controller of Stores

and Purchases for Stores 1 and 2 are detailed below: Category

Existing
Working 1 1 1 4 5 8 12 Vacancy +2 -1 -2 -1 -2

Proposed
Sanction 1 1 4 4 14 15 20 Working 1 1 1 4 5 8 12 Vacancy -3 -9 -7 -8

Sanction COSP 1 Stores Officer 1 Asst. Stores 1 Officer Stores Supdt. 2 Store Keepers 6 Asst. Store- 8 Keeper Assistant 2 Asst. Accountant 1 Jr.Asst.-cum14 Typist Mechanic-B Total: 36 4.4.2 The proposed staffing

10 -10 32 -4 69 32 -37 by COSP has some strength since the volume

of work to be handled by COSP based on the fleet of vehicles, which has almost doubled since 1997-98 and the diesel and stores consumption have also increased by more than four times and nearly two times respectively. In addition, there is a revenue earning point in COSP, in scrap disposal which has also gone up by more than four times. At the same time, the Committee cannot get away from the fact that computerization already exists to some extent in Stores Department and it is also envisaged to put in place a more user friendly and 100% customized system, like, SAP. These two devices will definitely impact the requirement of staff and reduce the requirement of staff to a considerable extent. Here again, the Committee would urge that whatever the system is in position, unless the individual Head of the Department takes keen interest and create, through training, the personnel required to perform dedicated duties in the context of computerization, the full benefits of such system will not be available to BMTC. In other words, training of all the personnel in the Stores If suitably Department at various levels in the SYSTEM is a must.

trained people are created and made available, COSP himself will perceive

50 the potential for considerable, if not substantial, reduction in staff. adjustments in Man Power requirement, in most cases - REDUCTION. 4.4.3 No doubt, the volume of work will further increase by 2017-20 of the envisaged 7000 schedule operations. But the staff We

cannot get away from the fact that computerization implies certain

because

requirement can never be in direct proportion to the volume, once again because of the new sophisticated systems, (which will impact staff requirement by some reduction) which should then be available to BMTC. 4.4.4 Inconformity with be International to Nomenclature for Units in

Organisations, the Committee feels that the name of Stores and Purchases Department should Department. changed MATERIALS MANAGEMENT

CHAPTER V
DEPOT MANAGEMENT 5.1 5.1.1 BACKGROUND: Depot is the Hub and a fountainhead of all activities, which

basically define and support the successful operation of BMTC. Depot is the Centre from which the schedules are planned and Depot is the destination which merits focus for overall appraisal and performance of BMTC to bring about meaningful changes, which will ultimately help BMTC to achieve its goals and objectives. Depot is the nerve center which faithfully reflects the expectations of the commuters on the scheduled operations of the BMTC. The Committee was from the beginning inspired by the pre-eminent position enjoyed by Depots that led to a full Chapter dedicated to DEPOT MANAGEMENT.

51 5.1.2 In 1997-98, there were 13 Depots, which progressively increased to

27 Depots as on 01-01-2007. The number of vehicles was 2040 in 1997-98 which grew to 4152 during 2005-06, taking care of 4125 schedules (as on 23.12.2006, more than 4000 vehicles were operating more than 4000 schedules). The Depot Management is all the time engaged in planning and organizing execution of the scheduled operations from the Depots. 5.2 5.2.1 ORGANISATION: The Organization in the Depot is constituted from the Departments

of Traffic, Mechanical, Security, Personnel, Stores, Statistical and Accounts respectively.

5.2.2

The Normal Staffing pattern in the Depot is as follows: 075 3 75100 4 Schedules range 101-1 126-1 151-1 25 50 75 5 6 7 176-2 00 8 200 & above 9

Sl.No. Category 1 1 2 ADM Supdt.(Est) Supdt.(A/cs) Supr.(Est) Supr.(A/cs) Asst. Asst. Acct. Stat. Asst. JA-cum-Typist Helper(Office) Helper(Sweeping) Traffic: Asst.Tr.Supdt. Trf. Inspr. Asst.Tr.Inspr. Trf. Controller Driver

52 Driver-cumCondr. Conductor Stores: Asst.Str. Keeper Security: Asst.Sty.Inspr. Sty.Head Guard Sty. Guard Mechanical: Asst.Works Supdt. Chargeman Head Art Artisan Asst. Artisan Mechanical-A Mechanical-B The actual number of posts sanctioned in each category is based on

3 4

5.2.3

the number of schedules operated from each Depot. Further, there is a mutual adjustment of staff at the Supervisory level between Personnel and Accounts Departments. 5.3 FUNCTIONAL FACILITIES AND PASSENGER AMENITIES AT DEPOT: Depots are designed to house rolling stock. for maintenance, fuelling, bus washing and Depots have facilities separate preventive

maintenance bays. Each Depot has a Crew Rest Room, with Canteens in some Depots. The operations are expected to necessitate establishment of new Depots and by 2010 the total number of Depots will cross 50. In its Vision Document upto 2010, BMTC has proposals to install Solar Power Utility Systems and also Rain Water Harvesting system in each Depot. While increasing the facilities available for operations in Bus Depots, BMTC also proposes to focus on commuter amenity by providing Commuter Amenity Points/Centres to provide Banking facilities, Keeping in Reservation-cum-Pass Issue Counters and Medical Assistance.

53 view the adequacy of space available in Depots, Multilevel Parking places are also proposed to be built in all Charter, in Depots. BMTC is one of the progressive transport organizations, which has a well drawn up Citizens consultation with experts in the field and NGOs and gives details of duties and obligations of BMTC towards the Citizen. 5.4 COMPUTERIZATION: BMTC is also contemplating an ambitious Programme of

Computerization and Automation of all Depot activities, which are essential to speed up and improve the effectiveness of day-to-day activities by strengthening the connectivity between all the Depots and between the Depots and the Central Office, as this facility will help spontaneous monitoring and evaluation and take appropriate action for corrections that may be required on the spot immediately, which is also the basic objective of computerization. A beginning has already been made in progressive computerization. However, the Committee is of the view that more focus is required on monitoring and putting into effective use the computer systems already in place, so that the benefits of computerization are derived straight away by each employee by his/her individual commitment and involvement and also by BMTC. 5.5 5.5.1 PROBABLE INCREASE IN THE NUMBER OF DEPOTS BY 2017-2020: The Committee is optimistic that BMTC will be able to

considerably increase the number of Depots by 2017-2020. At the same time, the Committee is equally pessimistic that the basic infrastructure of roads do not exist even at present in the desirable quality and the pace with which new roads are coming up and maintenance of existing roads are taken up, it is very difficult to make any firm forecast and plan new routes and based thereon, the additional fleet of vehicles required for the schedules to be operated and the number of Depots. However, relying on

54 the projection made in the Vision Document of over 50 Depots that may be required up to 2010, the Committee could visualize, that the number of schedules may cross 7000 by 2017-20, the area to be covered will be spread over the peripheral Ring Road and other new infrastructure roads may hopefully come up according to the plans of BMRDA, BDA and other Agencies and consequently the number of Depots may cross 70. be difficult to be more precise since basic BDA and other Agencies. infrastructure, like, It will roads,

necessary for BMTC to ply buses will have to be provided by BMRDA, It is also to be kept in view that BMTC, in addition to providing feeder service to Bangalore Metro, BMTC will have to concentrate on providing facilities to under-served areas and also new areas of residential colonies and Industrial and Institutional locations. 5.5.2 All the factors mentioned in the foregoing paras definitely indicate HRD is the

that BMTC will have to gear up to provide user-focused, competitive, high quality, result oriented and cost effective Depot Management. one of the basic inputs required for planning to Organisation available at the Depots. strengthen

Keeping the foregoing background

in view, the actual position obtaining in each of the Departments represented in the Depot and the suggestions for improvement are dealt with in the succeeding paragraphs. 5.6 5.6.1 TRAFFIC DEPARTMENT: At present, there is an uncomfortable comment made by well

informed sources that some Depots tend to be over-crowded by vehicles, because of their stretching themselves to run sometimes impracticable number of schedules. 5.6.2 NUMBER OF VEHICLES IN EACH DEPOT: The Committee elicited suggestions on the problem of so called over-crowding of vehicles from the present as also former Depot

55 Managers, including Ladies, who have served as Depot Managers. also stood up to the challenges they encountered in the Depots. infrastructure available in the Depots at present, the The They

Committee is happy to record that the ladies enjoyed the assignment and were unanimously of the view that, with the conditions, facilities and maximum manageable number of vehicles in a Depot is 125. They were also of the view that routes and schedules could be so planned that a Depot is ordinarily required to handle not more than 125 vehicles. 5.6.3 As regards the number of vehicles to be handled in a Depot,

referred to in the foregoing para, it is observed from a study of the number of vehicles and the number of schedules being operated in all the 27 Depots at present, Depot No.27 has the least number of vehicles viz., 44 with the same number of schedules. appreciated that the planned schedules. Depot No.13 has the highest It is to be number of vehicles viz., 219 to operate 215 schedules.

number of vehicles to be handled in a Depot is It is not, therefore, possible to put a cap on the

based on the area that Depot is expected to cover, the routes and the number of vehicles operating in each Depot. The Committee feels that as the number of Depots increased and the areas to be covered by new Depots are also defined, part of the areas covered by existing Depots together with the routes will get properly distributed, so that overcrowding will mitigate and gradually disappear. Even then, if certain routes are to be operated only from certain Depots to cater to specific areas, some extra vehicles will always have to be accommodated in those Depots. This is more of an administrative convenience and one cannot aim at any arithmetical ideal average of vehicles per Depot. By and large, a bit of coordination between Traffic and Mechanical Engineering Departments can achieve some temporary lessening of what appears to be over-crowding in Depots.

56 5.6.4 The onus of carrying on the schedules almost entirely lies on the staff, primarily DRIVERS, CONDUCTORS AND TRAFFIC In the Chapter relating to Traffic Department, dealt with the importance of taking proper

Traffic

SUPERVISORY STAFF. the Committee has already

care of this category of staff by appropriate HRD policies, well built in, right from the recruitment stage to providing promotional channels and other facilities during service. Discipline is the bridge between goals and achievements, whether it is an individual or an Organization. The important step to be taken is to ensure zero deviation from discipline among the traffic staff. Depot has to play a significant role in enforcing discipline. 5.7 DEALING WITH ABSENTEEISM: Absenteeism among Drivers and Conductors is a basic and major constraint in the operation of schedules. An unusual absenteeism on any day creates situation, the Committee has no feeling of exaggeration like, a Tsunami or an Earth Quake, for the poor Depot Manager to cope with. 5.8 5.8.1 DUTY ROTA (DUTY ALLOCATION CHART): The Duty Rota was already in existence, as introduced by KSRTC,

through Circular No.385 dated: 23-09-1981. 5.8.2 The salient features of the system includes preparation of seniority

lists of all Drivers and Conductors, allocation of trips to Drivers and Conductors, strictly according to seniority, Drivers and Conductors clearly being asked to follow the Schedule strictly and also achieve the predetermined targets of KMPL and also revenue. A system of pooling of the revenue for the whole day in a Depot was also prescribed with a view to determining the quantum of incentives for Drivers and Conductors. Rotation of Drivers and Conductors among different routes was also contemplated. The responsibility for strictly implementing the Duty Rota

57 was fixed on the Depot Managers. By strict implementation of the Duty Rota, KSRTC expected that the revenues will improve considerably and pilferage and other malpractices will be controlled. 5.8.3 At some stage BMTC appears to have tried a modified working

arrangement akin to Duty Rota with the following features:a) Depot. b) c) d) 5.8.4 It was prepared and displayed during the first month of each year. It incorporated the Off Relievers. The Crew found a place in the Duty Rota Chart for a fixed route, only if they complied with the following parameters A minimum of 240 days attendance in the previous year. Should not have been involved in any serious disciplinary cases in the previous year. Should not have been involved in any public complaints, which are serious in nature. It allotted duty for all the Drivers and Conductors in the

However, there was no evidence to the Committee of the continuance and

regular and strict implementation of such Duty Rota. 5.8.5 The Committee is of the view that since the Duty Rota was already

in existence in some form, proper evaluation and monitoring of its actual implementation and the reasons why it was given up should be carefully analysed by a Committee of Mechanical and Personnel. Heads of Departments, namely, Traffic, to The The Committee is not in a position

understand why such a tool as Duty Rota to enforce discipline among the Crew and also maintenance of vehicles was not properly utilized. Committee would reiterate that the Duty Rota for a shorter period, say, for three months should be meticulously drawn up on the same basis as originally conceived by KSRTC, which prudently sought the route preferences of Conductors and Drivers before drawing up such a schedule. Since the Crew will also thus be involved in drawing up the Duty Rota, the commitment and co-operation could also be elicited for the successful

58 implementation of the Duty Rota. The shortcomings which surface in the actual working could be duly remedied and the Duty Rota improved and modified. This will help in discouraging absenteeism, which will taper and disappear over a period of time. 5.8.6 An attempt should be made to rationalize allocation of Crew for

schedules, which should provide for and facilitate exposure of Drivers and Conductors to operating in all categories of routes viz., heavy, medium and light. This will also ensure an even and just access to incentives for the Crew. 5.8.7 A system of staggering working hours and putting maximum of Conductors and Drivers during peak-hours should also be

number

worked out and introduced, so that in non-peak hours certain normalcy is built in the actual working of the Drivers and Conductors to enable them to relax and recoup. 5.8.8 The practice of enabling the Drivers and Conductors to avail leave Availing more than two days leave should be permitted

of not more than two days in a month, on their own, should be strictly implemented. only in extreme exigencies and emergencies, which should be verified to the satisfaction of Traffic Supervisory staff, who should also certify to that effect. Now that Computer is available in the Depots, details of leave availed by each person working in the Depot should be displayed on the Notice Board to manifest that a fair practice is being followed in respect of planning for and availing of leave, duly taking into account the need for strictly running the Trips according to Schedule. unauthorized leave, who may reform themselves. 5.9 DUTIES AND RESPONSIBILITIES OF TRAFFIC FUNCTIONARIES: This will also give negative publicity to those prone to habitual absenteeism and availing

59 Having exhaustively dealt with the core category of Drivers and Conductors, the Committee would suggest should that also the be duties clearly and and responsibilities of Supervisory staff

unambiguously laid down specifically for each level of Traffic Supervisory staff with the responsibility for implementing them strictly and clearly assigned to the immediate higher level. With this end in view, the (the basic data for Committee has attempted to re-state the duties and responsibilities of each of the Traffic Supervisory staff, as detailed below: defining the duties have been taken from the somewhat vague lists already in vogue together with the book-let containing the essential expectations from each category of Traffic Supervisory staff to be taken care of at the time of recruitment, which has been prescribed in the Syllabi for Selectors). 5.10 ASST. TRAFFIC CONTROLLER: STATUTORY:Strict observation of MV Act and Karnataka Motor Vehicle

5.10.1 A) 1)

Rules relating to i) Issue of Drivers, Conductors, Driver-cum-Conductor and Drivercum-Conductor-cum-Mechanic Licence and Licence Issuing Authorities. Duties and Responsibilities of (a) Drivers (b) Conductors (c) Driver-cum-Conductor and (d) Driver-cum-Conductor-cumMechanic. Check the Registration of Motor Vehicles. Demand and check vehicle documents and crew licences. Scrutinize the Entries in the trip sheet and their importance. Profess Elementary knowledge of various provisions of MTW Act and Rules for use when required.

ii)

2) 3) 4) 5)

60 5.10.2 B) 1) OPERATIONAL: Scrutinize Way Bills properly and to ensure entries (a) stagewise loadings calculating loading factor (b) Closing of Way Bill entries and their importance (c) Issue and Start and its advantages (d) Issue of different types of passes and concessions offered. (e) Difference between NIAC and NINC cases and determining their seriousness. Detect erasing/over-writing of Way Bill entries and making less entries in the Way Bills and rising of shortage thereof. Assess the real time requirement of buses arrangement for actual availability. Ensure the display of Destination Boards. Ensure enforcement of reserved seats in the buses. Keep vigil on unidentified suspicious objects in the platforms and also, through the crew, such vigil inside the buses. Ensure enforcement of No Smoking in Public Places Rule, both in Bus stations and Bus stands. Ensure prevention of anti-social and un-ethical and immoral activities at the bus stations. Offer First Aid and realize its importance in case of Accidents and take temporary care of the injured till medical assistance reaches the spot. SUPERVISORY: Ensure that Conductors, Drivers, Driver-cum-Conductor and Driver-cum-Conductor-cum-Mechanic wear the uniform, enforce proper behavior of crew while on duty. Stand on the platform and observe closely and critically the arrival and departure of buses and operate a control chart which should identify the reason for late arrival, if any, together with the actual period by which it arrived late; likewise, the departure should also be controlled, with reasons for late departures. and make suitable

2) 3) 4) 5) 6) 7) 8) 9)

5.10.3 C) 1)

2)

61 3) Attend to the public grievances in bus stations by hearing the grievances, set right the same wherever it is possible or under his/her control and pass on the grievances to higher authorities where further action is required at higher level Public relations functionary at the Bus Station. In the absence of his/her immediate superior assume the responsibility and ensure action as the situation may warrant.

4) 5.11

TRAFFIC CONTROLLER: STATUTORY:Ensure strict observation and compliance with MV Act and Issue of Drivers, Conductors, Driver-cum-Conductor and Drivercum-Conductor-cum-Mechanic Licence and Licence Issuing Authorities. Duties and Responsibilities of (a) Drivers (b) Conductors (c) Driver-cum-Conductor and (d) Driver-cum-Conductor-cumMechanic. Check the Registration of Motor Vehicles. Demand and check vehicle documents and crew licences. Scrutinize the Entries in the trip sheet and their importance. Profess Elementary knowledge of various provisions of MTW Act and Rules for use when required. OPERATIONAL: Scrutinize Way Bills properly and to ensure entries (a) stagewise loadings calculating loading factor (b) Closing of Way bill entries and their importance (c) Issue and Start and its advantages (d) Issue of different types of passes and concessions offered. (e) Difference between NIAC and NINC cases and determining their seriousness. Detect erasing/over-writing of Way Bill entries and making less entries in the Way Bills and rising of shortage thereof.

5.11.1 A) 1) i)

Karnataka Motor Vehicle Rules relating to -

ii)

2) 3) 4) 5) 5.11.2 B) 1)

2)

62 3) 4) 5) 6) 7) Assess the real time requirement of buses arrangement for actual availability. and make suitable

Ensure enforcement of reserved seats in the buses. Scrutinize Schedule-wise and Trip-wise earnings vis--vis the targets and ascertain the reasons for shortfalls. Ensure the display of Destination Boards. Assess the traffic potential on various routes (based on seasons, like, festivals, demands being developed because of coming into existence of New Townships, Educational Institutions and Industrial activities) and suggest to higher ups to properly plan for augmentation/curtailment, as may be required over a period of time. Carry out both Road Surveys and Route Surveys in a comprehensive manner after the Traffic Department designs a detailed Questionnaire to seek specific structured information to help analysis and anticipate potential for traffic for such routes and roads. Keep vigil on unidentified suspicious objects in the platforms and also, through the crew, such vigil inside the buses. Ensure enforcement of No Smoking in Public Places Rule, both in Bus stations and Bus stands. Ensure prevention of anti-social and un-ethical and immoral activities at the bus stations. Custody of Lost Property and return to the bonafide persons after fully satisfying as to the claim. Detect clandestine operations and help higher authorities in follow up enquiry and disciplinary action. Keep preventive vigil on pilferage of traffic revenue keeping in view the possible methods adopted by the pilferers. Offer First Aid and realize its importance in case of Accidents. and take temporary care of the injured till medical assistance reaches the spot. SUPERVISORY:

8)

9) 10) 11) 12) 13) 14) 15)

5.11.3 C)

63

1)

Ensure that Conductors, Drivers, Driver-cum-Conductor and Driver-cum-Conductor-cum-Mechanic wear the uniform, enforce proper behavior of crew while on duty. Stand on the platform and observe closely and critically the arrival and departure of buses and operate a control chart, which should identify the reasons for late arrival, if any, together with the actual period by which it arrived late; likewise, the departure should also be controlled with reasons for late departures. Attend to the public grievances in bus stations by hearing the grievances, set right the same wherever it is possible or under his/her control and pass on the grievances to higher authorities where further action is required at higher level. (He/She should act as Public relations functionary at the Bus Station). In the absence of his/her immediate superior assume the responsibility and ensure action as the situation may warrant.

2)

3)

4) 5.12

ASSISTANT TRAFFIC INSPECTOR: STATUTORY:Ensure strict observation and compliance with MV Act and Issue of Drivers, Conductors, Driver-cum-Conductor and Drivercum-Conductor-cum-Mechanic Licence and Licence Issuing Authorities. Duties and Responsibilities of (a) Drivers (b) Conductors (c) Driver-cum-Conductor and (d) Driver-cum-Conductor-cumMechanic. Check the Registration of Motor Vehicles. Demand and check vehicle documents and crew licences. Scrutinize the Entries in the trip sheet and their importance. Profess Elementary knowledge of various provisions of MTW Act and Rules for use when required.

5.12.1 A) 1) i)

Karnataka Motor Vehicle Rules relating to -

ii)

2) 3) 4) 5)

64 6) Ensure compliance with provisions of Payment of Minimum Wages Act, Factories Act and Road Transport Corporations Act. OPERATIONAL: Prepare vehicle duty and crew duty schedules and requirement of Crew and to frame Form-I to V in timetables. Allocate duty to all Controllers. Asst. Traffic Controllers and Traffic

5.12.2 B) 1)

2) 3)

Monitor and supervise the work of the Asst. Traffic Controllers and Traffic Controllers. Any aberration or deviation and defaults should be taken up with higher authorities. Discharge his/her assigned duty of issuing Offence Memos, wherever called for as per the provisions of C & D Regulations. Scrutinize Way Bills properly and to ensure entries (a) stagewise loadings calculating loading factor (b) Closing of Way bill entries (c) Issue and Start (d) Issue of different types of passes and concessions offered. (e) Difference between NIAC and NINC cases and determining their seriousness. Ascertain stage-wise passengers travelled from Conductors Way Bill. Detect erasing/over-writing of Way Bill entries and making less entries in the Way Bills and rising of shortage thereof. Conduct A, B, C Analysis of schedules Conductor-wise on the basis of earnings. Assess the real time requirement of buses arrangement for actual availability. Ensure the display of Destination Boards. Scrutinize Schedule-wise and Trip-wise earnings vis--vis the targets and ascertain the reason for shortfalls. Assess the traffic potential on various routes (based on seasons like festivals, demands being developed because of coming into and make suitable

4)

5)

6) 7) 8) 9) 10) 11) 12)

65 existence of New Townships, Educational Institutions and Industrial activities) and suggest to higher ups to properly plan for augmentation/curtailment as may be required over a period of time. 13) Carry out both Road Surveys and Route Surveys in a comprehensive manner after the Traffic Department designs a detailed Questionnaire to seek specific structured information to help analysis and anticipate potential for traffic for such routes and roads. Ensure that the Licensees of Commercial Establishments strictly conform to the terms of agreement and also pay their license fees regularly. Keep vigil on unidentified suspicious objects on the platforms and also, through the crew, such vigil inside the buses. Ensure enforcement of reserved seats in the buses. Ensure enforcement of No Smoking in Public Places Rule, both in Bus stations and Bus stands. Ensure prevention of anti-social and un-ethical and immoral activities at the bus stations. Take custody of Lost Property and return to the bonafide persons after fully satisfying as to the claim. Detect clandestine operations and help higher authorities in checking and follow up enquiry and disciplinary action. Keep preventive vigil on pilferage of traffic revenue keeping in view the possible methods adopted by the pilferers. Offer First Aid and to realize its importance in case of Accidents, take temporary care of the injured till medical assistance reaches the spot and report to Police and lodge First Information Report. Important factors to be noted in case of accident and forwardal of FIR in TR-18 form to the higher authorities.

14)

15) 16) 17) 18) 19) 20) 21) 22)

5.12.3 C)

SUPERVISORY:

66

1)

Attend to the public grievances in bus stations by hearing the grievances, set right the same wherever it is possible or under his/her control and pass on the grievances to higher authorities where further action is required at higher level. (He/She should act as Public relations functionary at the Bus Station). Conduct Line-checking as a preventive and surprise measure. Gather feed back from Bus Stations on important data and furnish the same to higher authorities. In the absence of his/her immediate superior assume the responsibility and ensure action as the situation may warrant.

2) 3) 4) 5.13

DUTIES OF TRAFFIC INSPECTOR: STATUTORY: Possession of elementary knowledge of M.V.Act, reference to special provisions relating to STU. Ensure payment of different types of M.V.Taxes renewals and refund. with - FCs

5.13.1 A) 1) 2) 3) 5.13.2 B) 1) 2) 3) 4)

Interact with outside Agencies and various concerned authorities relating to BMTC operations. OPERATIONAL: Allocate duty to ATIs, TCs and ATCs. Attend to any other duties entrusted by higher authorities. In the absence of his/her immediate superior assume the responsibility and ensure action as the situation may warrant. Ensure that the Licensees of Commercial Establishments strictly conform to the terms of agreement and also pay their license fees regularly. SUPERVISORY: Attend to the public grievances in bus stations by hearing the grievances, set right the same wherever it is possible or

5.13.3 C) 1)

67 under his/her control and pass on the grievances to higher authorities where further action is required at higher level. (He/She should act as Public relations functionary at the Bus Station). 2) 3) 4) 5) 5.14 Conduct Line-checking as a preventive and surprise measure. Gather feed back from Bus Stations on important data and furnish the same to higher authorities. In the absence of his/her immediate superior assume the responsibility and ensure action as the situation may warrant. Supervise the work of ATIs, TCs and ATCs.

LESSENING PRESSURE ON DEPOT MANAGER: Having subscribed to the total Computerization at the Depot, the

Committee feels justice will not be done to the full utility and deriving the benefits of the System unless a person with specialized knowledge with reliable and durable background in using, interpreting, managing, evaluating and synthesizing data of immediate operational utility is posted to assist the Depot Manager in the Depot. Accordingly, an official of the level of Senior Programmer (Class-II) already available and existing in the C & R Regulations may be placed in the Depot. While other duties of the Senior Programmer will be duly defined, the one of utmost primary importance will be minute to minute monitoring of the position of the actual implementation human of the daily schedules, Crew the deviations to and such aberrations, factor, namely, the attributable

aberrations and deviations and the failure or otherwise of the Supervisory staff. The Senior Programmer will also do similar monitoring in respect of all other functions discharged by each of the other Departments in the Depot. 5.15 SELECTION OF DEPOT MANAGERS:

68 5.15.1 Depot Managers are Asst. Mechanical Engineers or Asst. In

Traffic Managers selected under the relevant Recruitment Rules. Both the above posts provide for both promotion and Direct Recruitment. addition, Regulation 17(1) of C & R Regulations enables KSRTC/BMTC to appoint A PERSON ALREADY IN SERVICE IN THE CORPORATION TO ANY POST BY TRANSFER OF A PERSON HOLDING A SIMILAR POST OR A POST IN AN EQUIVALENT CATEGORY/POST/CADRE. 5.15.2 Department, The relevant Recruitment Rules (1-1-1983), which provided a the Committee was informed, have not been able to provide

choice only from among Mechanical Engineering Department and Traffic THE RIGHT PERSON FOR THE RIGHT JOB over a period of time, as, by and large, the performance of the Depot Managers selected under the Recruitment Rules, left much to be desired, to tackle and cope with the ever increasing critical situations, which required robust and holistic approach, besides professional and skillful handling. Accordingly, in May 2005, a highly pragmatic and professional approach was resorted to by BMTC, wherein under Regulation 17(1) of C & R Regulations, the field of choice and appointment of Depot Managers was widened to almost all the Departments in BMTC. (It has come to the knowledge of the Committee that, persons from all the Departments, except Accounts and Statistical, have been appointed as Depot Managers under the dispensation of 17(1) and the experiment has been successful inasmuch as the Depot Managers are now performing relatively better than earlier and also in the mode of adding certain professionalism to their jobs). 5.16 5.16.1 PERSONNEL DEPARTMENT: The present staffing may require to be enhanced when the

number of operations and schedules go up by 2017-2020. With the Computerization picking-up considerably, there may be an impression that such computerization will result in some reduction in the requirement of

69 personnel coming under this Department. However, since monitoring will be required for evaluation and use of the data generated in the Computer, it will not be prudent to expect any major change in the Staffing pattern. The Committee is constrained to make this observation, since at present, wherever there is computerization, no systematic and serious monitoring is done to derive the full benefits of computerization. BMTC. 5.16.2 In this context, some of the Depots which the Committee has It is understood that the The Committee The Committee would insist on such monitoring being immediately carried out for the benefit of

visited, for instance, Electronic City (Depot-19) have been working with a number of vacancies remaining un-filled. Central Office has already initiated action to fill some of the vacancies by deploying Graduate Conductors under Regulation 17(1). would recommend that this process should be continued so that shortage of staff does not affect functioning of Depots. Simultaneously, there is a need for training and re-training all categories of staff in the Depot, either at the Depot itself or for a group of Depots at a central point for their acquiring better skills and enhancing their performance. 5.17 MECHANICAL DEPARTMENT: There is a general observation that while the break-down schedules are immediately and fully attended to for bringing the vehicle to a running condition daily, the same concern, commitment and devotion is not shown in Scheduled Maintenance Activities. There seems to be no checking at the Supervisory and responsible level, like, that of the Assistant Works Superintendent/Chargeman to check each and every item which requires attention, while the maintenance is being carried out. It is left to the lower functionary alone to identify, prioritize and execute the various items of maintenance works with no checking by Supervisory staff, with the possibility of some critical items meriting immediate attention

70 being left out. Apart from some kind of indifference implied on the part

of the Mechanical Supervisory staff in such a situation, in the long run, it will affect the very life of the vital components of the vehicle and shorten its life. This can be inferred as lack of interest on the part of the Mechanical staff. Some sample study, incognito, of the actual maintenance works should be taken up to quantify such short comings. Having done that, an awareness should be created among Mechanical staff, while underlining their important role in this basic step in the operation of vehicles. Thereafter, without assuming that all of them know what each one of them should do, a systematic, ab-initio and trade/job specific training should be given to all levels. The duties and responsibilities of the Supervisors in Mechanical Department should be re-stated (as has been attempted by the Committee in respect of Supervisory staff of Traffic Department) in categorical terms with an imperative indication to them that they will be held responsible for each and every item of maintenance work. BMTC may also take the initiative of rotating the mechanical trade staff among various jobs involved in maintenance work. This will eventually help them acquire multi-skills, irrespective of the tag of the trade attached to them for recruitment and promotional purposes. In the long run, promotions above Head Artisan should be possible for all trades, once BMTC by its pro-active approach, is satisfied that persons belonging to various trades have acquired minimum, requisite multi-skills to aspire for such promotion, which should be formally tested, enabling them to be eligible, fit and be in a state of readiness to compete for promotion as and when the call comes. 5.18 5.18.1 STORES DEPARTMENT: The Committee observes that there is no systematic store He should be

keeping function at present. The solitary functionary, namely, Assistant Store Keeper discharges his duties in a routine manner. trained to be in a position to carry out simple A, B, C analysis and take

71 full control of the Stores Unit operations, that is, procurement, stocking, issue and also accounting immediately after each transactions take place. This is possible for the single functionary to do, since at the Depot level such transactions are not many and are manageable. The Depot Manager should himself be in a position to impart such training in the procedures involved. This will eventually ease pressure on him on this account. Simultaneously, Controller of Stores and Purchases cannot escape the responsibility of giving his inputs specifically for such training, since such an efficient Assistant Store Keeper brings relief ultimately to COSP as well. 5.18.2 Based on the A, B, C analysis, powers could be delegated to

the Depot Manager to purchase local items to meet emergency needs. The existing limit for such purchases is for single item Rs.50-00 and for at a time purchase Rs.5,000-00, which has been fixed long ago. Taking into account the inflation, the VAT and other taxes, this limit is no longer rational. A sample study should be taken up by CAO-FA/Dy.CAO, in consultation with COSP and the limit enhanced to a practical and reasonable level, with the rider that CAO-FA/Dy.CAO will ensure recoupment of imprest money within 24 hours. This is POSSIBLE with the user friendly computer system facility already available. 5.19 5.19.1 SECURITY DEPARTMENT: The Committee has already observed in the Chapter on The level

Security, that the security arrangements in BMTC will have a long way to go, equipment/gadget facility-wise and trained man power-wise. is at the lowest in the opinion of the Committee. A systematic and serious study and review has already been conducted by the Central Industrial Security Force in its comprehensive SECURITY AUDIT OF BMTC. The Committee has already had the benefit of going through the Report. The Committee fully endorses the findings and recommendations in the CISF

72 Report insofar as installation of latest equipment for surveillance and other gadgets and would suggest to BMTC to fully implement the same without any reservation. Otherwise, it will be story of locking the stable after the horses have bolted. 5.19.2 CISF have also recommended considerable increase in staff,

like, Security Guard and also change in Class and Designation of Supervisory staff. Keeping in view the prime consideration that Security cannot be compromised under any circumstances in BMTC TO PROTECT FIXED ASSETS OF THE VALUE OF OVER RS.489.38 CRORES (as per the Balance Sheet as on 31-03-2006), the Committee would suggest that the actual staff requirement for security in Depots and Central Workshop and other places should be carefully worked out by a Committee of CAOFA/Dy.CAO/CPM/CSVO with CPM as the Convenor. 5.20 GENERAL: All Circulars and GSOs issued from time to time should be fed into the Computer, so that they are readily available to all at the Depot level. The file containing Circulars in Depots should also be continuously up-dated. Heads of Departments should be in a position to maximize the use of Net-work facility effectively in this and other matters as well.

73

CHAPTER - VI

CIVIL ENGINEERING DEPARTMENT

6.1 The presentation made by the Department before the Committee is at Annexure-VI. 6.2 The Civil Engineering Department is engaged in creating

Infrastructure facilities required for BMTC and also carryout construction of Depots, other facilities in Depots, Bus Stations, Passenger Amenity Points, Workshops, Office buildings, Accommodation for Employees/Officers and Maintenance of Buildings. 6.3 According to the Civil Engineering Department, while this unit has

to handle continuously considerable volume of work, which is on the increase since 1999-2000, they have not been provided with corresponding staff component. In support of their request for strengthening of their Unit, they have given the relative position (comparative picture of staff versus-work position) in respect of all the four Transport Corporations as detailed below: Sl. Name of the No. Corporation 1 2 3 KSRTC NWKRTC NEKRTC 2 2 1 Sanctioned staff EE AEE AE JE 13 10 7 9 8 6 38 33 21 62 53 35 Total Progress achieved (Rs. In crores) (Year-wise) 99- 00- 01- 02- 03-0 04-0 00 01 02 03 4 5 6.74 5.23 4.99 5.20 8.51 15.00 4.69 6.05 7.14 5.76 5.75 5.00 1.35 0.92 2.37 2.52 5.56 4.50

74 4 6.4 BMTC 1 3 3 7 14 3.00 7.25 4.06 7.17 15.50 15.00

It is needless to mention that Civil Engineering is one of the

important and continuous activities of the Corporation. The above statement clearly indicates that Civil Engineering Unit of BMTC does not at all have adequate staff. For a turn over ranging from Rs. 3.00 crores to 15.5 crores, the BMTC Civil Engineering Unit have only a total of 14 functionaries, whereas, for a turn over ranging from Rs. 0.92 to 5.46 crores, NEKRTC is having two and half times the staff of BMTC, for a turn over of Rs. 4.69 to 7.14 crores, NWKRTC is having a staff almost four times BMTC and with a turn over of Rs.4.99 to 15.00 crores, (the maximum of 15.00 crores is the same as BMTC), KSRTC is having about four and half times that of BMTC. The aforesaid comparative position clearly indicates the grotusque situation, which underlines the urgent need that this Unit has to be strengthened straight away at least to the level of NWKRTC, if not KSRTC. Work Study appropriate to this Unit, keeping the basic fact in view, that once estimates are drawn up and Works Order is awarded, the Contractors execute the actual jobs, and the staff will not have as much work as they initially had. Allowing the meagre staff to stretch themselves to their utmost to cope with the increased quantum of work, both in volume and quality, will ultimately affect the quality of work and mistakes will happen. From basic HRD angle, this position needs to be immediately corrected. 6.5 The Civil Engineering Department has also indicated the need for

local accounting staff to facilitate easy preparation and scrutiny of bills and the Committee would recommend for a such facility to this Unit as, in PWD, each Division has a Divisional Accountant to promptly handle all such items of work. 6.6 DELEGATION OF POWERS:

75 6.6.1 In order to provide relief to higher levels, the Unit has proposed the

following delegation, which appears reasonable and may be agreed to: Estimate of urgent Upto Rs.2.00,000/- not more than Director (S, V & E) works without CSR presentment/temporary works. calling for tender. Upto Rs.5,00,000/- not more than Managing Director. CSR presentment/temporary works.

CHAPTER-VII
PERSONNEL DEPARTMENT 7.1 The presentation made by the Department before the Committee is

at Annexure-VII. 7.2 EXISTING PERSONNEL DEPARTMENT TO BE RE-NAMED AS HUMAN RESOURCES DEVELOPMENT (H.R.D) OR EVEN A BETTER NAME WOULD BE HUMAN RESOURCES MANAGEMENT(HRM) Personnel Department is the predominant component of HRD unit is qualified to be reflect the

7.2.1

of BMTC, though HRD has been identified and designated as a separate Department. Basically the existing Personnel Department Management Personnel Department, since it would called HR Department OR even a better name would be Human Resources correctly comprehensive and all inclusive nature of the functions of the existing Department, which namely, covers all features of of Human Resources Management, Regulation Forecast of requirement In-service care, all matters Human Resources, Control and to Personnel The

Planning for Recruitment, Administration.

Co-ordination, related

as also Retirement and

It should be its function to plan for training appropriately

along with recruitment of personnel from all the Departments.

present HRD, which has been started recently, the Committee is of the

76 view, is ill-equipped and does not have the comprehension of concept and and field of operation of training just Drivers, Conductors and

perception of HRD. Since, as it exists at present, it has a very restricted approach Mechanics. In other words, the Committee is strongly of the view that the HRD policy of BMTC should emanate from Personnel Department and the present HRD should concern itself only with the co-ordination and execution of the meticulously planned and designed programmes of training and it should be renamed as TRAINING DEPARTMENT. The existing PERSONNEL DEPARTMENT should be renamed as H.R DEPARTMENT or even a better name would be HUMAN RESOURCES MANAGEMENT DEPARTMENT (H.R.M). 7.3 The primary responsibility of Personnel Department is to ensure

reasonably adequate manning of all Depots, Central Workshops and various Departments in the Central Office well in advance. 7.4 The Table below gives the growth that has taken place in number

of Depots, Fleet strength, Number of Schedules and the Total number of staff employed since 1997-98:Year 1997-98 As on 1-11-2006 No.of Depots 13 27 Fleet strength 2088 3960 (BMTC) 192 (Private) No.of Schedules 1924 3808 (BMTC) 192 (Private) Total staff employed 13294 20494

7.5

It will be seen from the above that in the last eight (8) years, the

fleet strength and schedules have nearly doubled, but, the staff strength has increased only one and half times. There is a general observation that BMTC has been able to show outstanding operational results because of low schedule staff ratio (imposed on it). The Committee, while expressing its deep appreciation and commendation of the achievements of BMTC, cannot but wonder how long BMTC will be able to sustain the pace and

77 the load. As a Management practice, under - provision of staff is found to bring out latent potentialities of available staff working under pressure to put in their best efforts FOR SOME TIME, BUT NOT FOR ALL TIME TO COME. This will be flogging the horse that wins the race and killing the goose that lays the golden eggs. It is, therefore, imperative on the part of BMTC to conduct a rigorous review of this ratio and bring it gradually to higher levels (acceptable to Government) so that the potential of the human resources are guarded, nourished, nurtured and allowed to expand to sustain and give durable and better results, simultaneously creating and developing valuable assets in the form of human resources. Slightly higher staff ratio will not seriously affect operating results. 7.6 The functions of Personnel Department relate to recruitment,

establishment and seniority and disciplinary action, involving around 30 distinct activities. These activities by themselves generate a continuous and large volume of work and this will only increase, as the schedule of operations and staff increase over the years. Accordingly, the Committee would suggest that the existing sanctioned strength for Personnel Department merits a review and could be augmented suitably to cope with the increased work load. To be precise, strengthening has to start from Supervisory and Officers level by positioning the full complement of the hierarchy of Officers, namely, Class-I (Selection Grade), Class-I (Senior), Class-I (Junior) and Class-II. Since progressive Computerization is already obtaining in BMTC, the strengthening at other levels cannot be predicted precisely and the Officers, who are computer friendly and literate should be able to take care of routine work, without physical assistance from staff levels. Even then, any minimum additional requirement that is indicated should be in position in the Department. As in the case of other Departments, the Committee would recommend a proper Work Study, both work measurement and method study, to precisely estimate the additional staff required.

78

7.7 7.7.1

PROMOTION POLICY: Since the bifurcation of BMTC in 1997-98, BMTC had inherited a

large number of senior personnel in various Departments with varying length of service. BMTC being a compact Organisation, the Promotion prospects were inhibited by lack of promotion channels in different Departments. However, as the number of schedules increased from year to year, justifiably with the increase in demand, the chances of promotion were correspondingly better, but not actually available to match the level of sustained commitment, dedication, motivation, efficiency and expectation on the part of the employees. The Committee strongly subscribes to the view and principle that in any Organisation, there should be promotions at all levels at regular intervals to keep the employees committed, dedicated and contented and in return, they support and contribute through co-operation by excellent performance to the endeavour of the Organization in strengthening itself towards financially successful and sustained operations. 7.7.2 With this idea behind, the Committee had endeavoured to analyze

in depth the promotion prospects in various Departments. The Committee had basic constraint that, since bulk of the employees belong to the cadre of Drivers, Conductors and Mechanics, hierarchical approach with pyramid building will not be practicable. As a workable solution, the Committee has attempted to provide higher level posts in numbers, which will be adequate to clear stagnation and also provide chances of promotion. In Departments, like, Mechanical Engineering, the Committee faced yet another problem because of the recruitment being based on ITI Trade qualifications. Yet, the Committee has endeavoured to provide channels of promotion to persons belonging to different Trades, after being trained inservice and acquiring experience in multi-trade and multi-skilled day-to-day work so that, on the basis of the minimum proficiency expected for

79 promotions to higher level, persons belonging to different Trades will be adequately qualified. 7.7.3 The Committee has observed that in the category of Junior

Assistant-cum-Typists and Conductors, EVEN AFTER 30 YEARS OF SERVICE, PERSONS RETIRED FROM THE SAME POST AT WHICH THEY ENTERED. This seemed to be extra-ordinary. In particular, a progressive and forward looking Organisation, like, BMTC, which has been amply successful in its operational results, which would not at all have been possible but for the dedication and commitment of each and every one of the staff, the situation of such category of people being left out needs immediate correction. and Conductors. 7.7.4 One of the terms of reference of the Committee was to see whether the promotion policy in Banking Sector could be considered for BMTC. The Committee has carefully studied the promotion policy of Canara Bank, Vijaya Bank and Karnataka Bank and also service sectors, like, WIPRO and BEL. In Banking Sector, they have formulated a policy for promotion of personnel, who have to qualify themselves and also develop expertise over a period of years in subjects and matters relating to Banking operations only. In other words, they had to design steps for promotion covering only one large group of personnel having the same background and expertise. They have developed and installed a system of written examination for promotions to all levels (I to VII). Age has been no consideration except in Vijaya Bank, where people above 50 years are spared the humiliation and botheration of appearing for written examination by segregating 10% of the vacancies for persons above 50, simultaneously underlining more weightage to performance appraisal for such persons. In BMTC, this may not be possible since we have a Ability, Capability, Expertise and Professional number of Departments. Accordingly, the Committee had tried to evolve reasonable chances of promotion for Junior Assistant-cum-Typist

80 competence in each of the Departments have different basis. Thus, though accelerated promotion as in Banks may be welcome as a progressive policy, in practical terms, this may not be workable as the number of posts available for fast track promotions and also the basis for fixing eligibility qualification, professional competence and conducting written examination may not be that easy. BMTC can give accelerated promotion, but the criteria may have to be specifically defined and designed for each Department, particularly, if it has to be fast track promotions. Another important factor, the Committee would urge BMTC to keep in view is, Banking sector can sustain fast track promotions because the volume of Banking business is growing phenomenally by the day, with the Finance Ministry of the Government of India insisting on an inclusive policy, by which it is expected that Banking operations of each and every Bank will reach the door steps of every village house-hold. Banks have been able to maintain a pyramidal structure of hierarchy with well proportioned number of posts at various levels, whereas in BMTC it is not possible to have a pyramidal structure. served areas, promotions. 7.7.5 To sum up, the Committee would recommend fast track promotion its own If BMTC could also develop its potentiality and sustain adequate number of for operation to each and every conceivable destination, including undersurrounding villages operations, it can indisputably indulge in the luxury of fast track

policy in BMTC, if it is sustainable and affordable based on basis for, say, one or two years.

successful financial operations and should be in place on experimental The promotion policy will have to be In any carefully designed for each Department, depending upon the number of channels and the minimum number of years which is practicable. be shared and subscribed to by the Officers and staff. case, the policy should be reviewed every year and this approach should

81 7.7.6 Another significant point which the Committee would like to

emphasise is whether recruitment or promotion, the motion for such action should be meticulously planned much in advance so that recruitment or promotion takes place within a time frame, whether Direct Recruitment or Promotion, within a span of 3 to 6 months. Then only, the beneficiaries will be able to enjoy the fruits of promotion. If the process of promotion itself is long winding and time taking, the very concept of accelerated promotion or fast track promotion loses its very intent, purpose and charm. 7.7.7 KSRTC IS THE CADRE CONTROLLING AUTHORITY FOR EVEN IN THE NEXT 10

OFFICERS AND SUPERVISORY STAFF.

YEARS, UNLESS SOME EXTRA-ORDINARY DEVELOPMENTS TAKE PLACE, A SEPARATE CADRE OF OFFICERS AND SUPERVISORY STAFF EXCLUSIVELY FOR BMTC MAY NOT BE VIABLE AND SINCE OPTIMUM AND NUMBER OF OFFICERS AND JUSTIFIABLE MAINTAIN CHANNELS.

SUPERVISORY STAFF WILL NOT BE AVAILABLE TO DESIGN AND REGULAR SATISFACTORY AND LACUNAE PROMOTION IN THE SHORTCOMINGS

EXISTING RECRUITMENT POLICIES AND PROCESSES AS ALSO THE ADEQUACY OR OTHERWISE OF THE EXISTING PROMOTION POLICY IN THE OFFICERS AND SUPERVISORY CADRE CAN BE ASCERTAINED ONLY FROM A DETAILED STUDY OF THE CADRE MANAGEMENT PROCESSES IN KSRTC. 7.8 7.8.1 PROMOTIONAL AVENUES FOR JR. ASSISTANTcum-TYPIST: There has been a for general depressing observation are that far the too

promotional

channels

Junior Assistant-cum-Typist

inadequate. However, there is a Selection Grade available after 15 years of service which can hardly be called a promotion.

82 7.8.2 Keeping in view the need for quickening the pace of promotion of

Junior Assistant-cum-Typist, it is proposed to reduce the proportion from existing 3.92 : 1 to 2.80 : 1 (Jr. Assistant-cum-Typist : Assistant level posts), which will generate a few more posts of Assistant/Assistant Accountant/Statistical Assistant/Asst. Store Keeper. 7.8.3 The present sanction and proposed sanction of the following posts

with corresponding ratio shown therein are as under: Sl. No. Category No. of posts No. of posts Difference sanctioned proposed to be in column (3.92 : 1) sanctioned (3 & 4) (2.80 : 1) 2 3 4 5 Assistant-cum674 625 - 49 61 47 29 35 846 79 60 37 45 846 +18 +13 + 8 +10 -

1 1 2 3 4 5 Total: 7.8.4

Jr. Typist Assistant Assistant Accountant Statistical Assistant Assistant Store Keeper

From the above Table, it could be seen that there will be a

decrease of 49 posts of Jr. Assistant-cum-Typist and correspondingly an increase of 49 posts in the Assistant level cadre of posts. 7.8.5 In this process, 39 Jr. Assistant-cum-Typist will get promotion in the Though, under the Recruitment

cadre of Assistant level after 15 years.

Rules, Jr. Assistant-cum-Typist are eligible for promotion after qualifying service of three (3) years, because of lack of posts in the higher level, normally, they dont reach the stage of consideration before 15 years of service. 7.8.6 Sl. No. 1 The marginal financial implication is indicated in the Table below: Category Jr. Existing payscale Selection payscale Rs. grade Assistant payscale Rs. level

Asst.- Rs.

83 cum-Typist 3245-50-3295-75-374 3600-75-3675-1005-100-4245-125-4870 4175-125-4925-200 -200-5270 (19 years) -5725-225-6175 (18 years) (basic pay at 15th If the Selection year will be Rs. grade is granted at 4495/-) 15th year the basic pay will be fixed at Rs.4550/-. (financial benefit will be Rs.55/-) 3855-100-4155-12 5-4780-200-5780-2 25-7355 (20 years) If promoted after 15 years of service, the basic pay will be fixed at Rs.4655/(financial benefit will be Rs.105/-)

7.8.7

If 39 Jr. Assistant-cum-Typist will get promotion in the cadre of

Assistant level, then the financial implication will be Rs. 105/- per month per promotee, for 39 promotees will be Rs.105 x 39 promotees x 12 months = Rs.49,140/- per annum. 7.8.8 Incidentally, keeping in view the fact that the number of schedules

have increased from 3400 (30-11-2005) to 3829 (30-11-2006), BMTC is considering increasing the number of posts of Jr. Assistant-cum-Typist from 674 to 759. If the ratio of 2.80 : 1 is maintained as mentioned in the Table above, the increase in the number of posts in the cadre of Jr. Assistant-cum-Typist, will, in turn, call for upward revision of Assistant level posts. Thus the channels of promotion will further open up for Jr. Assistant-cum-Typist. posts. 7.9 COMPUTER OPERATION SHOULD BE MADE COMPULSORY FOR OFFICERS AND SATFF: This will ultimately result in increase in the Assistant level posts from the present sanctioned strength of 172 to 252

7.9.1 Since BMTC has already installed Computer System between Depots, Central Workshops and also between Depots, Central Workshops and Central Office, (there is 100% inter-link), it should be made compulsory on the part of all Officers and staff to learn computer operation thoroughly, so that their jobs are also made easy and BMTC gets the best out of a synergy of available man power and the installed system. The Performance

84 Appraisal Report should also have a column, which should indicate the

proficiency of each Officer and staff in computer literacy and operation. BMTC has already a plan for sending Officers and staff for training in computer. BMTC has already disbursed advance to 30 Officers and 18 other staff to purchase computers and most of the persons, who availed of the advance, have purchased the computers. BMTC has also sent them for training. It is, therefore, necessary on the part of Officers and Supervisory There is also proposal not to staff to become excellent users of computers. expected proficiency in

grant the increment if the Officers and Supervisory staff did not acquire the computer. The Committee fully endorses this approach in the interest of real and futuristic development of personnel, in the context of 100% Computerization envisaged in BMTC. 7.9.2 The present MIS Department should fully utilize the Computer

System available in generating useful statements for review and corrective action in respect of performance of each Depot and the Workshop. It will not be difficult to prepare simple statements covering critical items in Key Areas of all Departments.

7.10

ORC (Operation Review Committee) MEETINGS: The Committee has observed that Director (Technical) holds ORC

meeting once every week to review performance in critical and Key Result Areas, like, KMPL, Revenue and actual number of schedules operated. The meeting is attended by all HODs, Depot Managers and some other Officers, whose presence is required. Each meeting is expended is considerable. held for 4 to 5 hours, excluding commuting time. Thus, the total Man Hours at top levels While the Committee appreciates the zest, keenness and result oriented approach with which Director (Technical) conducts the reviews and tries to find workable solutions, the Committee feels that with the huge computer system already available in BMTC, the need for the physical presence of as many Officers at the meeting should

85 be examined. The background paper for the meeting is prepared by MIS Department. If it is prepared in a more systematic manner to bring out sensitive information focused on highlighting the deficiencies Depot-wise and Activity-wise, instead of calling all the Officers, the option of calling only under performing Officers could be considered. In fact, the Committee would urge that maximum use of communication through Computer should be resorted to and even guidance and orders for corrective action in respect of deficient areas can be communicated through Computer (the Chairman of the Committee has intimate knowledge that in most of Multi-Nationals, as also reputed firms in this Country, the frequency of physical presence of Officers for review meetings has been minimized, as most of the work is done through Teleconferencing and other computer facilities). The Committee would also suggest whether the frequency of the ORC meetings could be changed in such a way that under-performing Officers are called every week, while others are called once in a fortnight or even after a longer interval. 7.11 ALLOCATION OF WORK AMONG DEPARTMENTS: For better management of work of BMTC Central Office, a practical arrangement, which underlines that each Department should fully and indisputably own and actually process the work relating to items rationally allocated to them, should be strictly followed. In other words, there should be no criss-crossing of work from one Department to another. Once an item of work is identified to be dealt with in one Department, at no stage that item should be sent to another Department for part execution or completion, which would be irrational. This indirectly involves duplication of human efforts and should be avoided. In this context, the Committee would also suggest a review of all items of work allocated to each Department under broad headings to rationalize allocation, identify grey areas, analyze the sensitivities involved and finally allocate to one specific Department. Once again this should be entrusted to the

86 Committee of Heads of Departments with CPM (the proposed HRM) as the Convenor. 7.12 OFFICE SPACE:

7.12.1 The Personnel Department is the custodian of all basic records of Personnel, which are relatively very large compared to records of other Departments. As a policy of HRD (HRM), the Committee would This alone recommend complete computerization and storing of all personnel records, after due perusal and certification by a responsible Officer. occupied by each Section in that the minimum of will generate considerable space in the existing and available office space each Department (the Committee assumes 200 Sft for Class 1 Sr.Officers, 125 Sft for Class-I

Jr.Officers and 50 Sft for other officials and 15 to 20% addition for record for each person is available duly to each Section as per the norms). Even if there is shortage, VIS--VIS, the norms, computerization will partly off set the shortage. Absence of records, particularly old records, will present better environment in addition to more space. Committee would suggest holistic approach In this matter, the for BMTC, and a

comprehensive review, which should take the over-all space available in all Departments, space that could be saved because of computerization of records and re-allocate space and re-locate Departments/Sections, keeping in view compactness and contiguity of each Department for healthy working conditions for the staff. Inspite of Computerization, quite a few records in the Personnel Department may have to be preserved in the existing form to be presented and produced before legal authorities and others. It is, therefore, necessary to have a separate record room with an exclusive Record Room attendant, who should be trained in the Management of Records. (Chronological Section-wise positioning of the records is a prerequisite to Records Management). fumigation and deodorant For Record Room, the latest HIFI should be available. All the racks with collapsible aluminum ladders, if necessary and periodical facilities

87 Departments should immediately review all the old records and weed out unwanted and obsolete ones, before taking on computerization of existing records. This will automatically make for cleanliness and presentable look of Sections. 7.12.1(a) A review of the space available in Depots, Central

Workshops and other Departments located outside the Central Office should also be conducted, as suggested for the Central Office in the foregoing paragraph and the space available judiciously and optimally used to provide better environment for the staff working in each of these units. 7.12.2 The Committee would also emphasize and reiterate the need for providing immediately a Rest Room and separate Cloak Room for Ladies in each floor of Central Office. 7.13 7.13.1 subject, EMPLOYMENT OF DEPENDENTS OF DECEASED EMPLOYEES OF THE CORPORATION: In KSRTC conformity through with their the Government No.839 instructions on the dated: 9-10-1991, as

Circular

modified in Circular No.1250 dated: 7-5-2001, indicated that dependents of the deceased/disabled employees would be given jobs, if they are otherwise eligible for the jobs under the respective Recruitment Rules. This offer, however, was restricted only to Class-III and Class-IV posts against the Direct Recruitment quota. 7.13.2 VII(a)). As on 1-12-2006, there are 259 applicants seeking jobs for It is seen that only two (2) have passed SSLC, a good number of Class-IV posts under the above mentioned Circular (List at Annexure them are below SSLC and about 10 of them have not studied at all. 113 among females and 11 among males are above 35 years of age. About 173 persons have sought jobs as Office Helper and 86 as Sweepers. The

88 oldest application 31-10-2006. 7.13.3 With the BMTC already under considerable pressure to in the List dates back to 15-4-1982 and the latest is

operate irrationally restricted bus staff ratio, in which the component of ratio available to other than crew and mechanical staff being only 0.6, it will be a Herculean task for BMTC to even think of providing jobs to these applicants. This ratio is strictly operated to provide channels of promotion and creation of new posts in Traffic and Personnel Department (ATCs and Jr. Asst.-cum-Typist). There is no possibility of even as much as touching this List. While the Committee is overwhelmed with humanitarian feelings for the applicants, a pragmatic approach is called for in dealing with this situation. Even if BMTC compels itself to provide employment to a few of the applicants, jobs at the unskilled category of Office Helper and Sweeper are not available (with the ultimate prospect of Out-Sourcing the services of Sweepers, which is already being experimented in a few Depots). many as 259 persons. 7.13.4 7.13.5 Government The options available to BMTC are a) As already stated above, to seek one time exemption from to create 259 Supernumerary unskilled Class-IV posts to Any such proposal to Government would require There is no possibility of Government

agreeing to create additional or Supernumerary Class-IV posts for as

accommodate them.

BMTC to draw up meticulous deployment plan for each one of them with full financial implications in each case and the total for BMTC. 7.13.6 b) To work out a minimum financial compensation for each one of these 259 applicants, which the BMTC should be in a position to bear. Such payment will be in the nature of ex-gratia payments only and as a rule of thumb, BMTC could consider offering them one time lump sum payment of Rs.1.0 or Rs.1.5 lakhs, with the strict stipulation that the

89 BMTC will not thereafter be liable to extend any other support and the List itself will cease to exist in so far as BMTC is concerned. This will be a good gesture on the part of BMTC to show that they are sympathetic towards the dependents of the deceased employees, who have rendered dedicated service. The total financial implication would be in the range of Rs.2.59 crores to 3.88 crores, which would be far less than the liability involved in giving jobs to each one of them and pay salaries of the Scales with the increments when due with all other eligible allowances. At present, BMTC is making profits and if the profits made in the last two years are any indication, maintaining the same efficiency of operations and optimum bus staff ratio, the profits are only likely to sustain and continue. In the circumstances, it will be a good policy for BMTC to resort to the aforesaid one time payment. 7.13.7 c) Continuing the List does not really give any indication of Put in simple language,

hopes of BMTC offering any jobs in the future.

continuing the List really means only extending hopes which may not materialise on the part of the Applicants and BMTC. 7.13.8 d) BMTC could also consider another option of enabling the

applicants to acquire Trade proficiencies in ITI. However, as the minimum qualification for ITI is pass in SSLC and also most of them are Over-aged and non-SSLC, there is no scope for this option in so far as this List is concerned. 7.13.9 The Committee, would, therefore suggest BMTC straight

away consider the option (b) above and do away with the List as early as possible. The Committee realizes the mind set of the applicants, which is STUCK TO A JOB in the BMTC, which in any case may not happen. It will call for a lot of persuasive efforts on the part of BMTC to first put across this practical solution to the applicants and make them accept the same.

90

7.14 7.14.1

ATTRITION: It has come to the notice of the Committee that a total In the opinion of the Committee Attrition is not a

number of only 340 have resigned/sought voluntary retirement since 15-8-97 to 31-12-2006. problem in BMTC. As the operations increase by 2010 and further by 2017-18, the number of persons seeking voluntary retirement and those who resign may also increase because of opportunities available outside. BMTC should be prepared to take this situation on its stride. The Chairman of the Committee has full knowledge that in Bhart Electronics Ltd., Attrition has reached an alarming proportion. But BEL is not very much concerned, as because of Globalization and availability of opportunities for Professionals, such Professionals cannot be stopped from seeking careers and prospects elsewhere. This will only underline the need for BMTC should streamline its Recruitment procedures so that Recruitment takes place at sufficient speed to take care of the vacancies created by Attrition, if any, on addition to the normal retirement and also decide an appropriate policies for promotions at reasonably regular intervals, as recommended by the Committee to retain the employees in BMTC. 7.14.2 Hitherto, Organizations were concerned and were

concentrating on locating talents and retaining talents. In a competitive environment, the position has changed, locating and retaining talent may not be that easy. It would be a constructive and pro-active approach for BMTC to create talents from within the group of employees available in the Organization by inculcating right attitudes, values and motivation, simultaneously enabling them to build their capacity and capability by equipping them with the required knowledge and skillsets, which should again be a dynamic process, requiring constant updating.

91 7.15 NEED FOR SETTING UP OF A SEPARATE CELL CONTINUOUSLY UP-DATE SERVICE MATTERS EMPLOYEES: TO OF

7.15.1

Personnel (HRD) Department has to handle as many as 30

activities dealing with personnel matters of all employees of BMTC. In view of the very large number, that is, over 20,000, it is physically NOT POSSIBLE WITH THE EXISTING STAFF STRENGTH in the Department to systematically review, check for omissions and commissions and update the details to facilitate prompt action arising out of day-to-day personnel matters. The Committee would, therefore, recommend the setting up of a INTERNAL ESTABLISHMENT AUDIT CELL to attend to the following items of work, which appears to be MUNDANE AND ROUTINE BUT IS VERY VERY IMPORTANT. 7.15.2 a) i) Review/Checking of entries made in/regarding:Part-I of Service Register on Personal Bio-data, namely, name of the appointee, fathers name, religion/caste, address (permanent and present), date of birth (both in figures and words) to be attested by the Administrative Officer, height/weight with personal mark of identification, educational qualification, finger prints of left hand, signature of the appointee and signature of Unit Heads/concerned Appointing Authority. Part-II of Service Register covering entry into service, namely, probation/confirmation, grant of periodical annual increments by cross checking the Leave Account sheets to arrive at the number of days of absence/SPE/LWA, if any, before the grant of Annual Increment to the employee. Default punishments are to be effected after the cross check of the Pay Scales indicated therein. Details of whether an employee has availed special increment, as incentive for Family Welfare (Planning). Grant of Selection Grade is also to be checked to see whether all the conditions have been fulfilled. If an employee is Dismissed from service, the detailed order of dismissal, including the date from which it is effective is to be indicated in the SR and is required to be checked. Similarly, if an employee is reinstated through Court/by orders of Appellate Authority, entries thereof are made in the SR, which are to be checked with regard to continuity of service or otherwise. Likewise, whether Pay fixation statement is prepared correctly or not is also to be verified and accuracy ensured.

b)

92

c)

Part-III of Service Register dealing with grant of Encashment facilities has to be checked, as also the Block Period, with the number of Earned Leave actually available to the employee to avoid duplication of availing of such facilities. Part-IV of Service Register, giving details with reference to punishment orders by cross checking with default punishment orders served on the concerned employees is also to be checked. Whether the punishment orders were effected by specifying the duration of period of punishment is also to be cross checked with the entries made in Part-II of the Service Register. Similarly, orders regarding restoration, after the expiry of the duration of punishment need also to be checked with the entries made in Part-II of the Service Register. Awards for meritorious service, if any, are also to be checked as to the veracity of the entries. Part-V of Service Register relating to the Leave Account Sheet (of late separate Leave Account sheets have been provided to each employee). In this Leave Account Sheet the number of days attended for duty by the employee (Earned Leave is based on this number) is to be cross checked and number of earned leave is to be worked out strictly as per the Leave Rules and creditted to the account of the employee and the number of earned leave availed by him are also to be checked with reference to the leave calculated as detailed above. Further, the number of Half Pay Leave creditted to his account and correspondingly availed by him are also to be cross-checked. Part-VI of Service Register containing the Nominations made by the employee as regards beneficiaries to his/her PF/Gratuity/FPS/DRBF entitlement/dues. LTC entitlement and availment thereof with reference to the Block Years, as specified under the relevant rules will also have to be checked. ii) Under the existing Medical facilities, employees and family

d)

e)

f)

g)

members are entitled to get reimbursement of items, like, Spectacles. This will also have to be properly checked and accounted for so that there is no availment of facility in excess of entitlement.

93 iii) It is important to check periodically the details of family

members given by the employee with the original declaration and subsequent additions and alterations, if any, as there are instances where irresponsible and trouble making employees quietly add or delete names without linking with the original declaration. 7.15.3 the All the aforesaid items cover exhaustively personal details of These details require checking specifically as he/she

employee.

approaches/attains superannuation. Irregularities/mistakes, commissions and omissions are to be detected as and when they occur, which will be possible only if Service Registers are checked systematically and continuously. Review of Service Records as a One-Time exercise and

detection of such irregularities only at the time of mandatory checking a year before superannuation will be subjecting the employees to harassment and misery at the fag end of their career for no fault of theirs. Absence of periodical and systematic checking also gives scope to the employees to resort to litigation, even if they are at fault, taking a chance for a win based on the weakness in the routine administrative requirement. Ultimately absence of such a system only causes BMTC. 7.15.4 To start with, the minimum staff to be provided is as under: 1. 2. 3. Superintendent (Est.) Supervisor (Est.) Assistants 1 post 1 post 2 posts embarrassment and in

many cases, avoidable financial and legal implications and complications to

NOTE: a) Because of Computerization, the requirement of staff has been optimized and minimized. b) Only persons with thorough knowledge and familiarity and are upto-date with Service Rules should man these posts. c) They also need to be trained and re-trained periodically to meet the requirement indicated in (b) above.

94 7.15.5 The Cell will be under the Supervisory control of the

Administrative Officer (Est.). THE CELL SHOULD BE SET UP WITHOUT ANY LOSS OF TIME.

95

CHAPTER - VIII
TRAINING DEPARTMENT

(AT PRESENT H.R.DEPARTMENT)

8.1 The presentation made by the Department before the Committee is

at Annexure-VIII. 8.2 From the data of the functions of the Department placed before it,

the Committee feels that very little of HRD work is done in this Department, which is most of the time engaged in training of Conductors, Drivers and Mechanics. It would, therefore, be more appropriate to call it Training Department and the Head of the Department can be called HOD (Training). 8.3 It is seen that the Training Department at present has a very

narrow and restricted vision and field in operation of training. Even the concepts regarding training do not seem to be clear to the Department. 8.4 ESSENTIALS IN APPROACH TO EFFECTIVE TRANING: The Committee would like to emphasize that knowledge and skills, acquired through training, are like Capital, which grows only from investment, fresh investment and reinvestment and yield commensurate returns, that add on the one hand to the assets of the capital, simultaneously enabling them to be re-pooled as capital on the other. Knowledge and Skills are like blade, which requires sharpening for effective and efficient performance. Such sharpening is achieved by where scientific and Training and is particularly essential in a world

technological innovations adding to fresh knowledge every second in the world around us and the earlier knowledge becomes obsolete and outdated. In the present competitive world also sharpening and knowledge

96 and skills are absolutely necessary to enhance competitive capability and competence, which can be achieved only by relentless LEARNINGLEARNING FAST AND EFFECTIVELY, WHICH SHOULD BE FACILITATED BY THE TRAINING DEPARTMENT. Such an approach is very much needed to be continued in an Organization like BMTC representing a vibrant, social and economic activity. It is the fundamental duty of the Training Department to identify the specific skillset required in each Department and give appropriate inputs in the Training courses so that the employees who receive the Training and come out with better appreciation of the jobs with better efficiency and capacity to perform. 8.5 PROGRAMME CONTENT AND DESIGN: At present, the Training Department draws programmes in a cursory way with what they think should be the inputs for training of Drivers, Conductors This and Mechanics to and be Personnel modified. from The other Departments. approach needs Training

Department should first have an ANNUAL CALENDER OF TRAINING PROGRAMMES for various categories of personnel of BMTC. Thereafter, they should invite suggestions from various Departments, particularly, Traffic, Mechanical and Stores Departments, as to on what matters the training should focus on in so far as their Department is concerned. An Algoritham should emerge after such discussions from which to choose the best and effective Courses. No doubt, the basic concept of training itself relating to improving would require them to concentrate on suggestions

the operational efficiency of each functionary of BMTC taking training. Having taken the suggestions, the Training Department should discuss the suggestions in a meeting of all the Heads of Departments and arrive at a suitable design of training, course content, duration of training and also the number of persons to be trained in each Course (this number is to be a committed number from each Department so that there is no change in the number later). The faculty could be drawn from various

97 Departments in BMTC, since they will be in a better position to explain the operational nuances, so that, the personnel are trained in the best manner to cope with the actual work required to be performed in the Department concerned. The programme of training, as already stated, It should be representative and tailorIt should be conducted, even if it is for a should cover all the Departments. made to each Department. MONTHS. programme, expressed

short duration for each Department, to begin with, at least ONCE IN SIX There should be appropriate evaluation report for each which should should be be filled duly by taken each participant into account in and views therein designing

subsequent Course Contents. longer required because of

The Course Content of each programme technological innovations and procedural

should be reviewed every six months to eliminate aspects, which are no simplifications, as also to bring in new aspects which may be included as inputs to enhance operational efficiency. The Training Department should also include in the programmes/courses the subject of Management Skills/Communication Skills, like, relationship Relationship of BMTC

employees with those outside, namely, commuters, vendors, purchasers, media and all such sections of people with whom BMTC has to deal with all the time. 8.6 DEVELOPING GOOD TRAINERS: Officers in the Training Department, as also those from other Departments who are choosen as RESOURCE PERSONNAE, should be highly motivated and committed and do the jobs well after understanding the basic principles, as also objectives of each programme of training, which the Committee feels, is necessary to make the Training meaningful and successful in every sense and the participants have a unique experience of having gone for a memorable, good and effective training programme. BMTC should carefully select right type of Officers to man this important Department, that is Training.

98

8.7

COMMUNICATION SKILLS REQUIRED OF A TRAINER: Soft skills/behavioural competence is a vital pre-requisite for a

Trainer. He/She must be able to build a rapport with the Trainees to facilitate Two-Way communication and the essential participatory process in a training programme. The Trainer must be able to present the information forming and part of the training manner programme and in an easy, comprehensible intelligible in simple language,

particularly in the case of Drivers, Conductors and Mechanics, to enable them learn, assimilate and get trained in the true sense. Each participant should be induced to ask questions, which should be taken seriously by the trainer and satisfactorily answered. The Trainer should fulfill his role to help increase the level of learning ability of the individual by awakening the awareness of that person to the organizational environment to which he is exposed every day and in which he has to perform his duties and deliver results. 8.8 Incidentally, the working lunch served for Drivers, Conductors and

Mechanics undergoing training has got a monetary ceiling of Rs.24/-. The Committee need hardly emphasize that this is a totally unrealistic amount which needs revision, say upto Rs.40/- which should be acceptable to Finance. Once again, it should be the duty of the Officers of the Training Department to ensure that really nutritive items, like, Soyabean, Ragi, some fruits and other items (not necessarily coffee or tea but little quantity of milk) are included in the lunch served for the trainees, since, it has to be kept in view that it is not the white collored people they are training but, Drivers, Conductors and Mechanics, who need reasonable energy levels to stand the inputs of training and then go back to work with full energy. 8.9 At present, the Training Department engages itself with training of Keeping in view the substantial increase in the

only BMTC employees.

number of schedules by 2010, BMTC has a proposal to set up a

99 sophisticated training center with all Training Aids and facilities. Even at that point, there is no probability of BMTC training establishment be in a position to impart training to personnel from other Organizations, since their hands will be too full to provide this home facility even for BMTC. 8.10 SPONSORING OFFICERS/STAFF OF BMTC FOR TRAINING OUTSIDE: The Committee is of the view that in order to keep the LEARNING PROCESS continuously in progress to sharpen competitive capability and skills, Officers and staff of BMTC should be regularly sponsored for training outside in Organizations/Institutions, like, Indian Institute of Management (IIM), Indian Institute of Technology (IIT), National Institute for Training of Industrial Engineers (NITIE), Tata Institute of Social Sciences, Mumbai and Indian Institute of Personnel Management (IIPM), New Delhi and Transport (CIRT), Pune. Indian Institute of Material Management (IIMM ) and Central Institute of Road Most of the IITS (who have their own business BMTC should have select schools) and IIMS run even short duration programmes, with intensive course contents relevant to various management aspects/subjects. a Committee of all Heads of Departments with present CPM (to be re-

designated as Head of the Department, HRD) as the Convenor and

carefully the persons at various levels, who should be sponsored for such training, taking into account the aptitude of the persons and the utility of such training for BMTC. After attending the training, the person concerned should submit a brief report to the HOD or higher Officers on how he has gained from the programme and how much of what he has learnt can be put into practice in BMTC. BMTC should also write to the concerned Organization BMTC and if specific aspects The how beneficial the programme has been to

relevant to transport sector and BMTC are to be included in such future programmes, the same should be suggested to those Organizations. Chairman of the Committee is quite aware that those Organizations are

100 receptive to such constructive and positive suggestions which they use in enriching their programmes.

CHAPTER - IX SECRETARIAL DEPARTMENT 9.1 BMTC came into existence in 1997-98. Its operations have been

growing considerably year to year since then. The number of Depots have also increased from 17 in 2000-2001 to 27 in 2005-2006. The number of employees was 13040 on 31-3-2000 and 19019 on 31-3-2006. In the Vision document for 2010, BMTC is already planning to operate 5000 schedules. The work of the Central Office will also increase considerably, both in quality and quantity, in the years upto 2016. 9.2 At present, the Chief Law Officer is also functioning as Secretary is of the view that as the complexities of the operations preparation of Agenda, the Notes thereof and other

to BMTC Board and also as nodal Officer for all Board matters. The Committee Board. increased, there will be need to maintain secrecy in matters relating to The information required for the Board Meetings have to be collected and collated in a systematic manner. The circulation of the Agenda and also the Minutes to all the Directors have also to be handled properly and promptly. In many cases, follow up action on Board decisions are also to be taken up promptly. This also requires special attention so that the Co-ordination of all matters relating to Board may be duly informed of the Action Taken in the subsequent meeting itself without fail. preparation of the Annual Accounts and the Annual Report is also to be handled in a systematic and time bound manner for which there is only

101 adhoc arrangements at present. It would be, therefore, necessary to have

an exclusive Board Section with a full time Secretary to the Board of a level of HOD (preferably with Personnel and Accounts background), with one Supervisor (Estt.), a Junior Stenographer to help the Secretary, One Junior Assistant-cum-Typist Helper (Office). familiar with computer operations and one

CHAPTER-X
LABOUR AND WELFARE DEPARTMENT 10.1 10.2 The material given by the Department is at Annexure-IX. At present there are three Officers, namely, CLWO, Dy.CLWO and The Committee

LWO in the Department. There is One Supervisor, One Assistant, Four Junior Assistant-cum-Typist and One Helper (Office). understands that LWO was not really functioning under this Department and his services were utilized elsewhere. Keeping in view the fact that, as in other Departments, volume of work has increased in Labour Welfare Department also since 1997-98, because of the increase in the number of schedules and basically the number of Crew, certain augmentation of the staff may be necessary. only when However, a correct assessment could be made This review all the sanctioned staff are in position in the Department and

are working in full strength continuously, say, for a year. appears necessary in the opinion of the Committee. 10.3

It is observed therefrom that apart from the statutory obligations,

BMTC has been following a very healthy and benevolent policy by implementing a few schemes extending Medical, MIWF, Insurance and Education Orientated Financial Assistance Schemes. Some suggestions have also been received from this Department. These suggestions have been considered by the Committee and the Committees observations are as follows:

102

a)

Introduction of medical allowance scheme in place of medical reimbursement. While the approach to replace medical reimbursement by medical

allowance scheme is laudable as a long term policy, details of financial implications have to be worked out to come to any inference and conclusion. The Committee recommends that a detailed study should be made in this regard and decision taken thereon. However, major ailments, like, Cancer, Heart Related Treatment, Kidney failure and Brain related ailments, which involve considerable medical expense for treatment, may be dealt with under the existing schemes. b) Appointing Professional Counsellors to advise on individual and family related problems/disputes of employees. BMTC could seek assistance of qualified and Professional

Counsellors to maintain the morale of the employees and to consult on their family related matters. c) Time Bound promotion and Selection Grades to employees. This has already Department. d) Provision of accommodation to Crew. It has been brought to the notice of the Committee that a good number of Crew are living in far off Districts/Taluks, like, Tumkur, Kolar, Chennapatna, Mysore, KGF and other places and feel weary and tired even on arrival for duties. Duties of Drivers and Conductors are strenuous. Such a situation of having a tired Crew is not welcome at all. This could be somewhat obviated if accommodation is provided as near to the bus Depots as possible to the Crew, to start with in a phased manner. BMTC is already having plans to construct new Depots for which land has already been identified. Accommodation could be built up in such been dealt with in the Chapter on Personnel

103 lands for the Crew to start with for the minimum requirement. In this

connection, BMTC would already have kept in view the options available. One option could be to provide all or bulk of the accommodation in a Township with all facilities in a central place, which would be equidistant from most of the Depots or would not be much of a strain to the staff reaching their work places. The other option would be to have accommodation in select Depots, which are nearer to a group of Depots. Some such accommodation for the minimum Crew could be built in the existing Depots, above the commercial a different places, direction with from access that to of the the residential premises from

commercial space to keep privacy of the residents. This would somewhat obviate the need for transportation of the Crew to different places. This will involve the need to provide unfailing transport to the Crew from their residence to their work places promptly. minimum. planned. Ultimately, options. 10.4 BMTC may have to workout a mix of both these It has to be borne in mind that the commuting time for the staff to their work places should be Considering the already choked roads in Bangalore and the extreme difficulty of commuting on roads, this aspect has to be carefully

In the Chapter relating to Traffic Department, the Committee has

already suggested that in the proposed Training Institute, provision should be made for training of Drivers and other employees in Professional courses, like, ITI and BMTC could itself conduct full scale ITI courses. This idea could be usefully extended by BMTC by creating facilities of Centers of Open Universities which run Professional Courses and encourage employees enroll for such courses through the Center in BMTC. While doing so, BMTC may have to help employees only in such courses, which will be ultimately beneficial to BMTCs operation.

104 10.5 It has been the experience that properly organized Sports Activities

bring a good measure of recognition to the incumbent Organization, apart from all other Organizational success. The Committee observes that major sports activities do not exist at present number of employees are working in BMTC, although a large in a compact area, like, Bangalore,

possibly because the bulk of the employees, like, Drivers, Conductors and Mechanical staff are fully engaged in the duties assigned in their respective places and no spare time is found for such activities. Nevertheless, taking advantage of the climatic conditions obtaining in

Bangalore, which helps in carrying on sports activities, the Committee would subscribe to the view that full encouragement should be given to such activities by selecting carefully one or two athletics and one or two games items. A trial event could easily provide an occasion for searching such talents. The Committee, would therefore, strongly recommend that BMTC takes appropriate initiatives in this matter, in addition to whatever has already been done which, in the opinion of the Committee, is inadequate. A common event, at regular/frequent intervals, for all RTCs, could be arranged. This will certainly help, identify and attract and locate talents to be carefully nurtured to reach State and National Level capabilities. 10.6 Keeping in view the fact that there are already 27 Depots (which

will reach 50 in 2010) and 2 Workshops and a Central Office, the Committee would recommend holding inter-Depot events in Out-Door Games, like, Cricket, Lawn Tennis, Volley Ball, Kabaddi, Foot Ball, Basket Ball, Throw Ball, Ball Badminton (Ladies) and Athletics. Likewise, In-Door Games events for Chess, Carrom, Table Tennis, Shuttle and Squash can also be arranged. In such efforts, BMTC can take guidance and help Sportsmen and other from eminent and experienced (Example Sriyuths: Prakash Padakone, Syed Kirmani, Srinath, Mahesh Bhoopathi and others) persons involved in games, who are located in Bangalore. The Committee is sorry to note that BMTC Management has set up a well equipped Gym,

105 which is hardly being utilized by the employees. Efforts should be made to fully utilize the Gym. 10.7 The Committee has been informed that some talented groups exist Organizations, like, BEL, BEML and

for Cultural Activities and they perform in their individual capacities in the media, like, All India Radio. HAL located in Bangalore have their presence, both in Doordarshan and All India Radio and some of their programmes are well acclaimed. These are basically channels of self expression, which is also needed for self expression and development, while doing the respective jobs in the Organization. be it, In the current scenario, even in the IT Industry such cultural activities - both group performance and individual performance, dance, music or drama are being regularly organized by Infosys, also give them enough opportunity to relax and Microsoft, Accenture and other IT Companies. Their proclaimed aim is that such activities place as well. 10.8 such While complimenting BMTC for allowing what is already obtaining deliberate endeavour to promote activities. A Committee with CPM and CLWO should be set up to in a pre-planned and systematic manner to achieve the entertain and provide a new dimension to their personalities in their work

in Cultural Activities, there should be

focus attention on both Sports and Cultural Activities, so that they are organized objectives in this regard. 10.9 Though Karnataka has one of the best chain of Public Libraries in

the Country, still there is enough scope for Organizations, like, BMTC could consider setting up a good library, which should have in its volumes of books, publications and magazines in Kannada and English, which are of immediate interest to its operations, both technical and professional, (including important Judgments of various Courts, which are specific to BMTC/KSRTC or on issues of common interest) as also of interest to its

106 employees. In case, over a period of time, the employees would desire this facility to be thrown open to the families of employees, a nominal initial and token donation or some sort of contribution could be thought of. BMTC could also explore with the Department of Libraries, Government of Karnataka, the possibility of that Department setting up a Public Library in any of the premises owned by BMTC, which it can offer for such Library. This practice is obtaining in the Steel Plants of the Steel Authority of India, ONGC and Baba Atomic Research Centre (the Chairman is aware this practice existed in KGF also prosperous Gold Mining days). 10.10 INCENTIVES: 10.10.1 The Committee had compared the incentives, particularly, to The APSRTC The above basis during its more

the Crew available in KSRTC, BMTC and APSRTC. Fuel, Tyre, Flaps, Springs and Engine Oil performance.

Incentive Scheme was based on some targets of Revenue, Breakdowns, of fixing Incentive by APSRTC appears rational. It will also motivate the Crew to perform better because they can achieve better results in these features, if they have some guidance from the Supervisory staff and the Mechanical Engineering staff. 10.10.2 KSRTC instituted incentive scheme in the year 1985. The

salient features of the Scheme are :a) The employees are categorized into three groups viz., Category A : Drivers and Conductors Category B : All Mechanical staff Category C: All Ministerial staff and Officers. b) Minimum attendance is 22 days out of 25 working days in a month.

107 c) The targets breakdowns, complaints. are fixed based on revenue, cancellation, cost on variables, accidents and public

10.10.3

The same Incentive Scheme was followed by BMTC. But

because BMTC did not achieve the targets and also did not make profits, the incentive scheme remained un-operated. However, the Crew incentive based on revenue continued. 10.10.4 The Committee sees no reason why the incentive should be

denied any longer to Category-B and C employees, because the targets are achieved, there is better performance and BMTC has been continuously earning profits. The Committee would, however, suggest that based on the innovations that have taken place because of computerization, automation and such other factors, there should be a fresh approach to any Incentive Scheme to be introduced by BMTC and it should evolve its own incentive schemes, with the intention of extending the benefit to its employees. 10.11 WELFARE MEASURES SPECIFIC TO LADIES: 10.11.1 The Committee was informed that there is a deliberate

awareness created by the Management, with the help of NGOs and other Women - Welfare Organizations, of the facilities that should be made available to lady employees. The need for maintaining harassment-free work place and environment has also been felt by Management and that there is a Committee which attends to complaints in this regard. 10.11.2 The Committee has already made a reference to the need for

providing and where already existing, upgrading the conditions in Ladies Rest Rooms in Bus stations/Depot. At present, no serious attention seems to be paid to this important matter. The Committee would, therefore, urge that the Management should see the conditions actually obtaining in each Depot and Bus Station and endeavour to provide the basic needs, including clean, well maintained toilets and Change Rooms, keeping in

108 view the specific biological needs of women employees. The Committee

has been told that there are some practical difficulties in introducing Crches because of the difficulty in finding a central location, as the Lady Conductors will be operating in a labyrinth or maze of routes. The Chief Labour and Welfare Officer explained convenient locations. that they are continuing and maintaining their efforts to set up the Crche system, at appropriate and The Committee would like BMTC to pursue and set up the Crches as early as possible. 10.11.3 BMTC is aware of the current debate arising from the WORLD

GLOBAL GENDER GAP REPORT, 2006 - A SURVEY OF 115

ECONOMIES BY WORLD ECONOMIC FORUM. The highlight of the Report is a GLOBAL GENDER GAP INDEX, which measures the difference between the sexes in matters of Economic participation and opportunity, educational attainment, health and survival and political empowerment. Though India has registered impressive General Economic Growth and Development, its rating in the Report is not quite complimentary, still nestling in the Company of Development Nations with a long, long way to go. In this context, BMTC should lead by following There should be extraordinary practices to enable gender empowerment.

gender inclusive policies and adequate support system. BMTC should also formulate comprehensive maternity policies, both pre-natal and post-natal, by proper allocation of routes and also providing flexible work schedules to lady employees, especially during pre and post-natal periods. BMTC should enable women to work nearer to home. This will be particularly useful in both pre-natal and post-natal periods. Duration of paid maternity leave could be reviewed and revised upward, if called for. 10.12 M.I.W.F : (MEDICALLY INCAPACITATED WELFARE FUND): 10.12.1 KSRTC vide Circular No. 714 dated: 21-7-88 introduced

compulsory retirement scheme for employees, who were suffering from

109 chronic ailments /diseases, like, TB, Cancer, Heart problem and Kidney failure. Compulsory Retirement was effected after due medical examination by a Board, which had to certify as to the incapacitation of the employee because of such wasting diseases. However, over a period of time, the Certain shortcomings and Management of BMTC felt that the aforesaid scheme was not implemented in letter and spirit, as it should have been. deficiencies, including procedural lapses inhibited the scheme, which gave scope for deliberate or inadvertent malpractices. BMTC, accordingly, put in place the MIWF scheme. The MIWF scheme is in operation since September, 2004 and the concept was to help the Employees and also their families during the four years of the life of the Scheme specific to the beneficiary (during the four years of the Safety Net scheme). While 100% of the basic salary is paid in the first year, it is tapering down to 75% in the second year, 50% in the third year and 25% in the fourth year. 10.12.2 The scheme has been conceptualized as a Contributory

scheme, Rs.50-00 being deducted from the salary of each employee every month. In addition, One days salary once in a year is recovered towards the same scheme. contribution. Under this scheme, the Management makes equal The latter was intended to take care of deaths during

service and also due to accidents while on duty. 10.12.3 While, as already stated, BMTC makes direct payment of

the basic salary to the employee over four years, in a tapering form, under the SAFETY NET SCHEME, there is a tie up with Bajaj Allianz who give an Insurance cover for Rupees Three lakhs for the deceased employee, in addition Rupees One lakh for claims towards death due to accident, against the fixed payment by BMTC of a premium of Rs.592-00 per employee per year, which comes to Rs.One Crore as on 1-12-2006. The total Corpus Fund available, through recovery under both the Schemes stood at Rs.18 crores, including the adhoc contribution out of profits approved by the Board of Directors of BMTC for the year 2004-2005.

110 Every year, there will be addition to this Corpus. In other words, it is a dynamic revolving fund. As on 1-12-2006, there have been 55 claims under the Bajaj Allianz Insurance cover scheme of which 27 have been settled. Under the MIWF, there have been 135 claimants, all of whom BMTC the are enjoying the running benefits under the Safety Net scheme. Schemes. 10.12.4 The Committee is deeply appreciative of this innovative and

had total liability of payment of only Rs.93.00 lakhs under both

employee-welfare-oriented approach towards welfare of the employees and families of employees. However, since the Corpus fund is kept in the Current Accounts only and earned no interest, BMTC could consider investing the balance in suitable interest yielding Accounts, like, flexi schemes, which will give some interest that would add to the pooled funds for use for the welfare of the employees. well received by the employees. The Committee would also suggest the continuity of the Schemes, since they are well conceived and They are providing succour to the families of the employees in their critical times of need, at the same time allowing them to think about their future through alternative sources since the benefits under the Scheme would cease to be available to them after four years. 10.12.5 There is a provision under the MIWF, which gives the option

to the beneficiary to seek a job (only in the category of Conductor or Driver or Driver-cum-Conductor) for one of the dependents, if they have full five years of service still left and if they forego the gratuity and also the four year Safety Net. BMTC has provided this opportunity to the beneficiary with a lot of foresight and gesture towards helping the family of the beneficiary. The Committee would again commend the Scheme which should be continued.

111 10.12.6 The circumstances under which BMTC had restricted the

Safety Net operation to four (4) years is not known. The Committee would recommend to BMTC, to consider the possibility of expanding the Safety Net period to 5 (five) years - with 100% of the basic salary in the first year, 80% in the second year, 60% in the third year, 40% in the fourth year and 20% in the fifth year. The Committee has made this proposal purely on humanitarian grounds and it looks rational to extend the Safety Net to five years. No doubt, the Safety Net period will be co-terminus with 58 years of age, which is the retirement age for the employees. 10.12.7 There are a number of employees who are afflicted with The Committee would suggest that BMTC may providing Insurance cover for the

terminal diseases, like, Cancer and T.B., and many of them are also affected by Paralysis. be identified and explore with the Insurance Companies whether any specific scheme could offered for aforementioned category of serious ailments. 10.13 MOUs WITH THE HOSPITALS: 10.13.1 GOVERNMENT RECOGNIZED PRIVATE

The Corporation has sent the letters to the Government

recognized Private Hospitals for MOU with the BMTC. Among them, 33 Government recognized Private Hospitals and Diagnostic Centres, have voluntarily come forward to have an MOU. The employees have to directly go to the recognized hospitals and have an In-Patient treatment. The bills will be directly sent to the Accounts Section and they will be audited as per the DPAR rates and the excess deducted from their salary in 60 installments. amount, if any, will be In respect of employees

dependents, the employee has to bear the cost of the medical expenditure (the hospital should consider the medical reimbursement bill as per DPAR rates) and in turn, the employees submit the dependents medical reimbursement bill and in turn, the BMTC will reimburse the amount as per their eligibility.

112

10.13.2

The Committee is constrained to observe that DPAR rates

have been fixed in the year 2000 and with the general increase in the price of basic formulations in medicine and also specific medicines for serious ailments, together with increase in the local taxes, the DPAR rates are obsolete and require revision. This has a basic HR angle, as the Committee is sure that BMTC in all earnestness would like its employees to be supplied and treated with standard quality medicines. Since this affects human health and life, whatever may be the provisions of KTPP Act, certain minimum quality of standard medicines should be assured for BMTC employees. This has to be taken into account in fixing the tendering qualifications/specifications, so that quality is not lost sight of (in the interest of the health of the employees) and sacrificed in their overwhelming concern to complying with KTPP Act. 10.13.3 For emergency situation, BMTC has a different provision. In

such cases after admission for in-patient treatment, the employee has to make a representation, along with the proof of admission as an in-patient, on the basis of which BMTC will arrange an advance upto Rs.5,000/-. This amount will eventually be adjusted in re-imbursement claims. This arrangement may be continued. 10.14 10.14.1 YOGA AND OTHER MEANS OF RELAXATION: Organisations these days have deliberately put in place a

system of Yoga Classes/Therapy to provide relaxation from stress for employees and also by way of providing nature cure. BMTC could also endeavour to provide similar facilities, particularly in the Depots and Central Workshops as also in the Central Office, to start with once in a week at a mutually convenient time. NGOs and reputed Yoga Organisers/Therapys could be consulted to design a Course which will be specific to BMTC.

113 10.14.2 BMTC could also arrange Lectures in Kannada by eminent

personalities on various topics of general interest, particularly health and spiritual matters, at convenient time. 10.15 PROVIDING PIPED MUSIC IN WORK PLACES: The Committee has full knowledge (the Chairman of the Committee was leader of group from Administrative Staff College, Hyderabad which visited Sri Lanka in 1977 and recommended installation of Soft and Soothing Music System in work places, which Sri Lankan Government has implemented) that Soft and Soothing Music System acts as an effective stress reliever and a relaxer, whatever be the work one is engaged in. BMTC could also install such system on Pilot basis in one or two Depots, in one or two Bus Stations and the Central Office. After evaluation of its actual working this facility could be extended to all Units of BMTC.

CHAPTER - XI

LAW DEPARTMENT
11.1 11.2 The data furnished is at Annexure-X. This Department has well defined task. There is a predominance of The HOD is just able taken care off,

MACT cases dealt with in this Department. (It appears that MACT cases have been duly tied up with Insurance Companies). while documentation in other to manage the workload with the existing staff. With the computerization, Departments have been

114 records have still to be created and stored in this Department in the conventional manner, as per the existing legal requirements in the available accommodation. It has not been possible to implement normal record management requirements. The accommodation available to them appear The Committee would, therefore,

to be far too short of the requirements.

suggest that alternative accommodation could be given to this Department, if called for according to the normal scale of entitlement to individual Officers/staff and records, suggested Department. in para-7.12.1 which could be taken care of of in the comprehensive review of Office Space of all Departments in BMTC, under Chapter-VII Personnel Records should be more scientifically handled by provision of In the chapter on HRD

reasonably good CUPBOARDS and HI-FI RACKS.

(Existing personnel Department renamed) the Committee has recommended the creation of Central Record Room for the Central Office. 11.3 At present the staff working in this Department are not well conversant Staff from other Departments, who have a Degree in Law, It will also be useful if the staff It

with Court matters.

could be redeployed to this Department.

working in Law Department are imparted training in Computer system. ignorant of the circulars regarding duties and discipline.

has been observed by the Law Department that most of the defaulting staff are As the Committee has already suggested in the Chapter on Depot Management, a compendium of all instructions and circulars, which should be meticulously updated, should be circulated to all Depots, Central Workshops and each of the other Units of BMTC with the request that Depot Managers, and other concerned officers in each of the Units, in their turn, suitably explain to the Crew and other personnel the contents of such instructions and circulars. 11.4 As regards the Delegation of Powers, it has been suggested that the

CLO should have powers up to Rs. 75,000/- in the case of injuries and Rs. 2.5 lakhs in the case of death. The corresponding powers for Director (S,V & E)) should be enhanced to Rs. 2.5 lakhs and Rs. 4.00 lakhs respectively. This

115 proposal is not only to take care of the inflation but also reduce the work load on MD, who can concentrate on policy and strategy matters. The Committee endorses this suggestion for consideration of BMTC. 11.5 As regards outsourcing, the Law Department has suggested that the vehicles through outsourcing should be carefully as it may result in considerable

proposal for insuring

examined before coming to a decision, reduction in the staff in this Department.

The point to be borne in mind here,

the Committee would urge, is that once it is agreed to reduce the staff at any stage, it will be extremely difficult to get back the staff, which may be justified in future based on increased work load, as in the years to come, the number of vehicles and the schedules are bound to increase. In other words, BMTC will have to take a decision in the matter, keeping in view long term perspective and requirement. 11.6 Very often, the staff of Law Department are to visit the Counsels, the There is no satisfactory arrangement at present for

Courts, other Departments of the Government and other Organizations in their day to day work. commutation of the Law Department staff for such duties. Considerable time is consumed in commuting by the public transport (this is not a reflection on the BMTC performance), which restricts the time available to the staff to perform the normal assigned duties in their own Office. The Committee recognizes the need for provision for Two Wheelers to the staff of Law Department and would request BMTC to duly consider the same. 11.7 There is another problem. The Departments concerned do not promptly required in court cases in time. This results in unnecessary timely co-operation in this matter. The produce the records and also ensure the presence of witnesses and other personnel adjournments and dragging on of cases, which could be easily avoided if Departments ensure full and Committee sympathises with this plight of the Law Department. This could be solved with co-operation from the concerned Department and strict adherence to the time frame for production of records and presence of witnesses. In this

116 context, the Committee would also urge upon the Law Department to continuously monitor the pendency of cases in various Courts, including Labour Courts, make a systematic A, B, C Analysis and take special steps to ensure that chronologically oldest of the cases in each category are attended to serially, by duly bringing to the notice of the COUNSELS concerned and efforts made to dispose of them on top-most priority basis. This will, in addition to reducing the number of cases, will result in the personnel in the Law Department be saved the botheration of repetitively handling older cases with no sign of their disposal in sight, as routine and repetition create boredom and impede the creativity and efficiency of employees.

CHAPTER - XII SECURITY DEPARTMENT

12.1 The presentation made by the Department before the Committee is

at Annexure-XI.

117 12.2 The Committee had occasion to visit three and Depots namely,

Kempegowda (Depot-7),

Yelahanka

(Depot-11)

Electronic City

(Depot-19). Since these bus Depots are open areas, there is a basic need for BMTC to continuously review the security arrangements in all the Depots. Similar need arises in the case of Central Workshop as well, where the assets remaining in stock (buses and scrap) are of substantial volume and value (total assets of BMTC stood at Rs.468 CRORES AS ON 31-3-2006). Strong peripheral compound wall at suitable heights, with angular overhangs with barbed wire (in some cases powered barbed wire) reinforcements on top, are the minimum requirements. This has a basic HRD angle since the Security Guard or a Head Guard cannot physically keep the requisite vigil all the time all through these premises if no such boundary wall with barbed wire is provided. 12.3 The Security Department has made suggestions for filling the

existing vacancies and has also asked for additional staff. Only a proper work measurement and method study would indicate the exact staff required, though the Committee has felt that the existing staff and number of Officers are far too inadequate. 12.4 Incidentally, the BMTC has already commissioned a study on the The CISF submitted their report ON THE October 2006. The Committee is

security in BMTC Depots, Bus Stations and Workshops by the Central Industrial Security Force. SECURITY AUDIT OF BMTC in

grateful to Director (Security, Vigilance and Environment) for making available the report for its perusal. The Committee has gone through the thorough appraisal made by CISF on threat perceptions, vulnerability to attacks by terrorists and anti-social elements and also the constant exposure to risks arising from pilferage, theft and fire. It is seen that almost all the existing Depots have to handle number of buses far exceeding the capacity to cope. They do not have enough TRAINED security personnel. In the Depots, sizable cash in transit out of daily

118 collections, are left with the Cashier and Supervisors to fend for themselves without any provision of security. All the Depots do not have uniformly embedded Cash boxes and Cash chests. In many places, these cash boxes and cash chests are easily accessible to the public because of the vulnerable location. functioning. Suit cases with electronic locking/alarm system is provided and in most cases, these electronic locking systems are not There is no fool proof security for the stores held in stock in for maintenance of vehicles. So is the case with POL the Bus Depots

products for consumption by vehicles. There is no surveillance of people who come into the Depots, which are open areas and strict pass system is not enforced. 12.5 Bus Stations also lack security. lives of the passengers in The Committee would appeal to transit and it is its immense

BMTC to appreciate that, BMTC is the temporary custodian of the precious responsibility is to take care of their lives. As a first step, it calls for a good surveillance system in all Bus Stations. should be strengthened adequately. The security in Bus Stations The Committee had visited the

Central Workshops. While it did not have a uniform boundary wall with angled hang-ups as required on security considerations, there was no regular and systematic control of access to visitors, strangers and also employees. Only some of the Officers have been given Smart Cards, but the idea of issuing Smart Cards appears to have been given up. Expensive parts, which are used for the Chassis building as also similar expensive parts used in maintenance of vehicles, POL products and other polymer products, which are highly and spontaneously inflammable are lying haphazardly all over the Workshop. There are also chinks in the boundary walls of the workshop through which strangers can have easy access. Besides, lot of valuable scrap is lying unattended and unprotected in the premises.

119 12.6 The existing number of security personnel in the security system is Keeping in view the fact

far too inadequate to meet even the minimum called for. The Committee considers this as a serious but pathetic situation. the number of Depots will reach 50 by 2010 and will be 70 to 80 by 2018, BMTC should pay the requisite attention to these shortcomings in security. The Committee had already decided on recommending to BMTC based on the suggestion made by the Security Department. (before it had occasion to peruse the CISF report) a variety of devices, like, CCTV, Digital Camera, Video Camera, Tracking systems, Walky Talky, Door frame metal detectors for frisking, boom barrier fitted with RFID reader operated through RFID tags affixed on the bus on the front side should be provided. The Committee would reiterate that similar and appropriate Another devices, as recommended in the CISF report should also be put in place in the Workshop, Bus Depots and Bus Stations immediately. requirement of prime importance is a really Mobile Vehicle (not a

condemned or out of use vehicle) to enable the Security Officers to move freely and frequently for the much needed inspections and checks of all the premises of BMTC, which is absolutely essential. 12.7 Another important feature noticed by the Committee was that none Only in the first

of the security personnel are armed or trained in arms.

week of December, 2006, the first batch of Trainees have undergone intense tailormade training given by Karnataka Special Armed Police at Yelahanka. The Committee appreciates BMTC for the steps already taken to train the first batch of Security Guards and would recommend to keep up the tempo of training so that, all the existing Security Guards have had the opportunity of such training. BMTC should also progressively acquire guns and other arms, as it is pathetic again to observe that at present, not a single licenced gun is available for security of BMTC. 12.8 The variety of systems available for control and surveillance may take a

little time as BMTC will have to evaluate and follow the procurement process

120 for acquiring them. The Committee would once again strongly recommend that all the devices recommended by the CISF should be progressively acquired, in a strictly time bound manner. 12.9 The Committee would also recommend Sniffer dogs for surveillance in

Depots and Central Workshop as they can trace vital clue in detecting and tracking of strangers and pilferers. 12.10 As regards the personnel required for security, it is observed that at present, there is a mix of regular staff of BMTC with Guards from Private Security Police Agencies. had The to Committee organize understands through that the Karnataka occasion BMTC/KSRTC,

selection, on the basis of merit of a few hundred Policemen based on strictest physical fitness standards followed by prescribed aptitude and written tests. The Committee understands that still a large number of Since the Committee has already observed that the persons who went through the aforesaid selection process are available in the Waiting List. existing number of Security Guards in the Bus Stations, Bus Depots, Workshops and Central Office are far too inadequate, BMTC should compel itself to immediately increase the number of posts and choose from among the wait listed and prospective Police personnel for position as Security Guards in BMTC. The Committee would urge again that no adequately manning the effort should be spared by BMTC either in

premises indicated above with armed and trained Security Guards or putting in place all the gadgets recommended by CISF without fail. In fact, it is a long term policy and any let up at this moment will only have complicating and compounding effects on the security of BMTC and BMTC may not be able to catch up when it becomes too late.

CHAPTER-XIII

121

M.I.S. DEPARTMENT
13.1 13.2 The data furnished by MIS is at Annexure - XII. This Department is a core area in BMTC, collecting, collating and A number of useful reports are being generated, like, the survey Annual Operation Plan, inputs to Planning Commission, New National Productivity Council, CIRT, Pune and ASRTU, Delhi. The has also been continuously updating the technology of the MIS

providing information on each and every aspect of each Department of BMTC. Delhi, reports to BPE, Department

system in BMTC. 13.3 During the discussion, the HOD mentioned that they are continuously At present, problem in the Computer System

monitoring the Depot performance. performed manually. Department, The basic

available in the Depots are not fully utilized, as day-to-day work is still being Depot, according to MIS The is the non-existence of TRAINED Ministerial staff.

Committee has already stressed the importance of training in Computer operation of all the staff in the Chapter on Personnel Department without any loss of time. Once trained staff is in position, they could be deployed to ensure that the Computer System is better utilized. The Committee fully realizes that KNOWLEDGE IS KNOWING THE FACTS and WISDOM IS WHAT TO DO WITH THE FACTS WHICH WE KNOW and the Committee would very much like the MIS Department to provide leadership and become people with such wisdom. 13.4 A part of the operating system has been out-sourced to a Contract

Agency for the last 3-4 years.

It has not been satisfactory, since there is an This is a serious

attrition of personnel caused by frequent movement of the Agency personnel to better jobs, after gaining valuable experience in BMTC. disadvantage of engaging Contract Agencies, Chapter on Personnel Department. who hired Soft-ware personnel.

The Committee has already dealt with the issue of ATTRITION in the

122

13.5

The HOD, MIS, is of the view that the Traffic Department should

involve themselves more seriously in creating awareness about GPS system among the Crew to make it a success. MIS is conscious about the fact that GPS system is undergoing upgradation of technology and unless there is a consolidation of knowledge and experience based on the actual operation of 1200 vehicles fitted with GPS system, experimenting with modified technology may not be immediately called for. The Committee agrees with this suggestion and MIS should assume sole charge of such innovative systems, like, GPS. MIS should exercise vigilance and alertness to update its own information relating to GPS, process the same BMTC. and pass on such processed information to all concerned, so that it could be beneficial to MIS cannot escape this responsibility because other Departments are not equipped to assume such a vital role. 13.6 IT The HOD, MIS, is of the view that a full fledged IT Department

should be in place before long to derive the benefits of possible innovations by upgradation. With the new IT Department, it will also be possible to It is only in this enable the Department, to make available effective MIS intervention in all the Departments, resulting in overall benefits to BMTC. context that the Committee has observed in the previous paragraph that MIS Department should be in total charge of all the Systems in BMTC, meticulously consolidate knowledge and experience after evaluation of each of the Systems already in place in BMTC and should be in a position to facilitate decision on future introduction of such Systems. Then only MIS Department can be considered adequately equipped to grow into a fullfledged IT Department. BMTC should also systematically expose all Officers for quality training in Systems Management so that there is rotation of Officers and also staff among all the Departments including MIS. The Committee has already discussed with HOD, MIS the existing Video Film on BMTC, which is poor in quality and contents and a thorough review should be made and another Video could be made

123 depicting vital functions of each of the Departments, the commuter and the Government Departments as also Agencies concerned. The modified Video should thus project a more realistic picture of BMTC and enhance the image of BMTC. The Film should also have a good experienced Narrator with impressive capacity for Voice modulation and presentation.

124

CHAPTER XIV

ACCOUNTS
14.1

DEPARTMENT

The background material relating to Accounts Department made

available at the Power Point Presentation is at Annexure - XIII. 14.2 The Committee has been told that the Staffing in the Accounts

Department is not adequate to keep pace with the rapid expansion of the Traffic (Operation). The Accounts Department feels that it has not been able to do full justice in terms of adequate financial scrutiny with a view to enforce certain financial discipline. The Officers of the Finance Department have expressed certain apprehension that because of the compulsions of working under pressure all the time, there are good chances of committing mistakes and even costly mistakes. Certain delay is also seen in the deliveries. It has been suggested by the Finance Department that this situation cannot be allowed to continue indefinitely. 14.3 The Finance Department has by itself initiated some measures to

cope with the situation as detailed below: a) Rapid total mechanization of Accounting practices they evolved their own system using the computer facility available with them without going in for any Brand System. Adoption of latest Accounting techniques. Training to change the mind set of staff specifically to create a sense of belongingness and active involvement. Thorough study of the existing procedures to eliminate duplication of work, minimize paper work and maximize utilization of existing man power. of qualified man power for flawless and speedy

b) c) d)

e) Utilisation transactions. f)

Suitable delegation of powers to start from the MDs level.

125

g) h) i)

Cost benefit analysis of any new project before implementation - by either in-house or outside agency. Permanent Committee to monitor projects on hand and evaluate future projects. The Committee had occasion to visit the Cash Section, where simplification and computerization have yielded very good results. Again, the Committee is happy to note that these innovations have come out of their own initiative, and they deserve compliments for this. It will not be an over statement if the Committee suggests that each of the other Departments should also SUO-MOTTO initiate measures on their own to simplify procedures and reduce manual work using the computer facility available. The Committee is confident that Suo-Motto effort by all the Departments would result in optimum use of man power, better efficiency, better control and better overall performance. It would be worthwhile for the other HODs to interact with the Finance Department, understand how they have been able to utilize the computer to their own advantage and try to take similar steps in so far as their own Department is concerned. This observation is relevant in the context of what the Committee has stated about the mis-match of the BRAND SYSTEM in the COSP. It will be possible to specify and develop their own Software requirements. DELEGATION OF POWERS: Based on the actual experience under the present scheme of

14.4 14.4.1

seeking approval of Managing Director for all expenditure, except salary payments, which throws unnecessary burden on MD and takes away a good lot of his time, CAO and FA has suggested a practicable scheme of delegation of powers. following delegation of The Committee, after due consideration, fully powers, which the Committee recommends for

endorses the suggestions of CAO-FA and would, in turn, suggest the implementation: i) Once Budget is approved (both by Government and the Board) and specific provision is available under STANDARD HEADS OF BUDGETING, passing of bills should not require MDs approval. This will relieve MD and Director (S, V and E) of this avoidable

126 work load, besides providing for prompt action. Powers for operating the Budget provision should be delegated to CAO-FA/Dy.CAO. ii) iii) Any emergent and new expenditure i.e., not covered by budget provision, would, no doubt, require Board/MDs approval. Employees Advances: (The Committee was told that the annual expenditure under this Head is of the order of Rs.5 Crores approximately) Though the amount is sizeable, the payments covering Festival Advance, Education Advances, Marriage Advances, T.A. Advances and others are ROUTINE items. Accordingly, the powers to disburse Employees Advance Payments should be fully delegated to CAO-FA/Dy.CAO. Capital Expenditure: (These items relate to Advances in respect of Chassis bills, Civil Contractors bills, HSD bills and bills related to PME items). These advances are of the range of Rs. 50 Crores and above per annum. Nevertheless they are important because they involve Contractors and there should be no scope for any mistakes in disbursements. Accordingly, it would be prudent to keep the powers with the MD only for all payments above Rs. One Crore. Powers to disburse payments involving Rs.One Crore and below should be delegated to CAO-FA/Dy.CAO. Welfare Measures and Medical Expenses : Normally, the total budget expenditure for these expenses is of the order of Rs. 6 Crores per annum. After due discussions with CAO-FA/Dy.CAO, the Committee would make the following suggestions: Upto to Rs.5000/Rs.5001 to 25,000/Rs.25,001/- to 50,000/Rs.50,001/- and above AAO/AO CAO-FA/Dy.CAO Director (S, V and E) Managing Director. GOVERNMENT

iv)

v)

a) b) c) d) 14.5 14.5.1

TREATMENT IN MOU HOSPITALS AND RECOGNISED HOSPITALS:

As per existing powers, the payments regarding treatment in

MOU Hospitals and Government recognized Hospitals Upto Rs.1,00,000/- powers delegated to Director (S, V and E) More than Rs.1,00,000/- Managing Director. 14.5.2 The Committee after due discussions with CAO-FA/Dy.CAO,

would make the following recommendations:

127 a)) b) c) d) 14.5.3 Upto Rs.25000/- Rs.25,001/- to Rs.50.000/Rs.50,001/- to 1,00,000/- Rs.1.00,001/- and above vi) Contingent Payments: (All are CPO related) Monetary Limit Upto Rs.1,00,000/More than Rs.1,00,000/14.5.4 vii) Local Purchase Bills: Level AAO AO Level AAO AO AAO/AO CAO-FA/Dy.CAO. Director (S, V and E) Managing Director.

Monetary Limit Upto Rs.10,000/Upto Rs.1,00,000/14.5.5 viii)

Recurring Expenses Bills:

These include Telephone, Water and Electricity charges, Bills relating to Washing of vehicles, Cleaning of Depots and Nominal Imprest Recoupment Bills to be passed at the level of AAO/AO. 14.5.6 ix) Other Contingent Payments:

Other Contingent items of expenditure, like, Hiring of Special services of Doctors and Consultants and Sanchara Pathrike Editors are approved by MD. The bills for payment arising out of the aforesaid items need not be submitted to MD again. 14.5.7 a) b) x) They can be dealt with at AAO/AO.

Contingency Advances:

All Sectional Head Advances will be dealt with at the level of DyCAO/CAO-FA. All Suppliers Advances against Audited Purchase Orders will be passed by AAO/AO on approval from Dy-CAO/CAO-FA. In other cases, Advances will be approved by Dy-CAO/CAO-FA only.

128 14.6 In the above scheme of re-delegation, the Committee has broadly fixed the level of disposal of all Revenue Expenditure at AAO/AO level and that of Capital Expenditure at Dy-CAO/CAO-FA. 14.7 In the above scheme of delegations, the level to which the powers PRE-REQUISITE AS ALSO FOLLOW UP IN ANY have been delegated is Dy-CAO/CAO-FA. THIS WILL UNDERLINE THE ESSENTIAL PRINCIPLE OF DELEGATION, THAT IS, A GOOD AND PERIODICAL REPORTING SYSTEM. once in a month all The Dy-CAO/CAO-FA should report to the MD the items approved by them, UNDER THE

DELEGATED POWERS, for which payment has already been made for his PERUSAL ONLY. The Committee strongly feels that re-delegation has real meaning only if DELEGATED powers are well defined, item-wise and quantum-wise and actually exercised. Once the powers are so re-delegated, the system of seeking ratification is mutually contradictory, out of place and redundant. The question of ratification arises only where powers have not been delegated, but have been actually exercised to meet emergencies in the interest of the Organization, which should be fully justified. 14.8 14.8.1 STAFFING: For a large Organisation, like, BMTC with a variety of

activities, the burden on the Finance Department is substantial. With the new system of re-delegation recommended by the Committee, this burden will increase with further responsibilities to enforcing financial discipline. In Organizations, like, BMTC, the Finance Department should be equipped with an Internal Audit Section with Incumbents having basic accounting qualification, like, B.Com., and also professional experience in Accounting and Auditing. internal In other words, in Accounts Department in general and in particular, a specific pre-requisite is that of auditing,

professional experience.

129 14.8.2 for which A basic Internal Audit Cell already exists, since April 2002, one post of Asst. Accounts Officer (Class-II) has been

sanctioned. The Committee would, therefore, recommend for consideration the following additional staff for the Internal Audit Unit. (As in such cases the decision should be taken only after a proper work study, which should include method study and work measurement): Asst. Accounts Officer (Audit) Accounts Superintendent (Audit) Accounts Supervisor (Audit) Asst. Accountants (Audit) 14.8.3 1 (Existing) 1 1 6

The Committee has been informed by the Dy.CAO that he In this programme, he has discerningly allotted

has already drawn up the Annual Programme of Inspection by the Internal Audit Unit. differential time for audit teams for routine audit and audit on substantial operations, like, Stores, Mechanical, Civil and Traffic Departments. This appears to be rational and the Committee feels that keeping in view the size of the operations run by BMTC, the Internal Audit will do full justice to focus on avoiding irregularities, bringing in discipline and also creating awareness among the Departments propriety in all their transactions. 14.8.4 Since, as already mentioned, more responsibility will devolve strictly to observe financial

on CAO-FA and Dy.CAO, strengthening of his existing Sections will also be called for. One significant suggestion made by Dy.CAO/CAO-FA is strengthening of the Section by Professional people. They have clearly mentioned that there is no place for Jr. Assistants in the Sections and would restrict themselves to having professionally experienced and trained Assistant Accountants as the lowest functionaries in the Central Office. However, in Depots the Dy.CAO/CAO-FA would do with Junior Assistants, whom they will train and use in efficient data collection, interpretation, processing and communication.

130 14.8.5 The Committee appreciate the responsible manner and

commitment with which the Dy.CAO and CAO-FA generated the data for a convincing presentation before the Committee and also for their clear and specific suggestions, whether it is delegation of powers or the strengthening of their units.

CHAPTER-XV MEDICAL DEPARTMENT

15.1 The data furnished by Chief Medical Officer is at Annexure -

XIV.
15.2

The Medical Department started functioning independently from This Dispensary Dispensaries Honarary caters to the treatment of BMTC in particular and KSRTC in general. located in Kempegowda Drugs Bus to Station, all these

2-11-2002, after the Dispensary at Shanthinagar was transferred to BMTC from KSRTC. There manned are by Employees and their dependents, three an

Shivajinagar Bus Station and Vijayanagar Bus Station. Each of them are Medical Consultant. Dispensaries are supplied from main Dispensary at Shanthinagar. 15.3 Employees with minor ailments, like, Viral fever, Diarrhoea and Diabetes, Synusitis and including, Tonsillitis issue of are examined and

Dysentries, Upper and Lower Respiratory Tract infections, Myalgias, Hypertension, necessary treatment given medicines. For major

problems, requiring further evaluation and investigation, ailing employees are referred to REFERRAL Hospitals or Hospitals with which BMTC has MOU. 15.4 After a few visits to various Depots, the Chief Medical Officer has who are

observed that Drivers and Conductors and other employees, who are chronic patients of Diabetes and Hypertension, as also those affected by ordinary ailments, like, viral fever have to reach the

131 Dispensary for treatment and collecting medicine, for which they spend considerable time and remain away from duty. Chief Medical Officer has accordingly introduced a welcome and rational procedure of issuing medicines for Diabetes and Hypertension on a monthly basis. In addition to saving their time for commuting to Dispensary, this procedure also eliminates the practice of purchasing the medicine from market for subsequent reimbursement. 15.5 a) b) 15.6 At present, the Dispensary has arrangements only for the following Urine sugar by glucostix FBS, PPBS and RBS using glucometer It has been observed for Diabetics and persons with Hypertension,

simple investigations:

ECG investigation is a must atleast once in six months. For respiratory problems, there are instant relief providing machines, like, NEBULIZER, which is not available at present in the Dispensary. Taking into account the number of persons who require ECG investigation and Nebulization, the Committee strongly recommends that immediate arrangements should be made to put in place the latest model of ECG machine, as also a Nebulizer (for ECG examination alone BMTC at present spends Rs.100/per employee, every time it is required). Similarly, the Dispensary should also have facilities for routine minimum investigations, like, that of Urine, Blood for Haemoglobin, Blood count, FBS and PPBS, Blood Urea and Lipid profile, Smear for Malarial parasite and Blood grouping. All these will save a lot of expenditure on the part of BMTC, besides providing instant attention to give relief to the ailing employees. BMTC could also make a thorough study of the incidence of fractures and other Orthopaedic complaints as also Heart and Lung ailments, which require X-Ray, (for which BMTC is paying for X-Rays done from outside) and decide whether X-RAY facility should also be installed.

132 15.7 The setting up of facilities, like, ECG and Nebulizer will require an POST OF STAFF NURSE) and a qualified LAB

ADDITIONAL STAFF NURSE (AT PRESENT THERE IS ONLY ONE SANCTIONED TECHNICIAN (TO BE CREATED) so that the machines are properly and carefully used and the facilities are really available to the employees, when required. 15.8 The present set up at the Shanthinagar Dispensary is as follows: Sanction Working 1 1 Remarks On deputation from Health and Family Welfare Department, Govt.of Karnataka. 2 Consultants in morning shift (9.00 am to 1.00 pm and 1 Consultant in the evening shift (2.00 pm to 6.00 pm) One Staff Nurse working on Consultancy basis. Further, the file is also under process for deputation from Health Department, GOK on regular basis. 1) One Retd. Senior Pharmacist is working on Consultancy basis. 2) One Conductor is working as Pharmacist under regulation 17(1) of C and R regulations who is having required qualification. -

Sl.No. Designation 1 Chief Medical Officer

Medical Consultants (On Contract basis)

Staff Nurse

Pharmacist

5 6 7 15.9

Junior Assistant Helper (Office) Wet Sweeper

2 1 1

2 1 1

At present, employees are free to go to any Private Hospitals, even even for simple

though they may not have an MOU with BMTC,

133 ailments, like, viral fever. This situation, it is observed, is being exploited by some of the Private Hospitals, who recommend a number of This investigations, many of them expensive ones not relevant for their ailment. The employees of BMTC cannot be blamed for such a situation. results in considerable avoidable expenditure on the part of BMTC, as some times, the bills are also inflated, besides causing mental agony and anxiety to the ailing employees. It is, therefore, recommended by the Committee that minimum facilities, like, those mentioned in para-15.6 for investigation should be available in the BMTC Dispensaries, so that employees get proper and prompt attention, at minimum charges, as this would avoid unnecessary expenses towards bills preferred by Private Hospitals. 15.10 LOCATION OF THE EXISTING DISPENSARY: Located as it is at present, by the side of the Sports Complex in front of the Central Workshop, in a low lying area, it is prone to be affected by storm and sewerage water from the drain during the rainy season. In fact, it has been the experience that during the rainy season, the entire area is flooded and the Dispensary itself is inundated affecting the whole building including, the racks of medicines, furniture and records. This is a dangerous situation and during such periods, the The services of the Dispensary are not available to the employees.

Committee accordingly is of the view that the Dispensary should be immediately shifted to a safer and non-flood prone place, since it is an essential service. One of the options would be to shift the Dispensary to the second floor of the Shanthinagar Bus Station Complex, which is centrally located and easily accessible. BMTC should not grudge providing adequate space to this basic and important medical facility Unit. 15.11 EXPANSION OF MEDICAL FACILITIES FOR FUTURE:

134 BMTC has a Vision Plan for increasing the number of operations and also the number of Depots to 50 (from the existing 28) by 2010, eventually increasing the number of Crew correspondingly. The Committee would also expect the operations to reach 7000 or 8000 by 2016, again with increase in the number of Depots and Crew. The Committee accordingly is of the view that this is the time when BMTC should strengthen the activities in the Dispensary by taking immediate action to provide adequate staff and other facilities. Once this is done, it will be easy for BMTC to set up more Dispensaries at convenient locations (which will be in proximity to and easily accessible to a cluster of Depots) and provide additional staff of all category including one Honarary Medical Consultant for each Dispensary, based on the actual experience gained from the existing facility to meet the requirements by 2010 and 2017. 15.12 It is observed that KSRTC is having a full fledged Hospital. BMTC could also plan for a similar Hospital facility, after a thorough study, which should take into account the expenditure incurred at present by employees availing of Hospital facilities elsewhere, to justify setting up of such a facility.

135

CHAPTER-XVI

C A N T E E N
16.1 The Canteen in the Central Office, which caters to around 1000 people, The hygienic and the Committee who used the The catering services is outsourced quantity-wise, is located in a dingy old type premises with asbestos roof. environmental conditions are appalling. to L1 Contractor. Quality-wise and

understands, the service is very poor and some of the staff,

Canteen regularly, have gone to the extent of submitting before the Committee that consuming the products supplied by the Canteen is a health hazard. Because no alternative is available, employees are compelled to patronise the Canteen. 16.2 BMTC has been a forward looking organization and in a such a basic As a first step, the Canteen premises should be

amenity, like, Canteen, BMTC should not lag behind and grudge providing better Canteen services. completely renovated, if necessary, with good roofing, better flooring, interiors and hygienically located Kitchen Corner. Arrangements should be made to provide suitable tables with metal tops so that employees can stand and consume the Canteen items, as in the normal Fast Food Restaurants. Adequate number of chairs should also be provided for use by the employees, so that they

136 could also sit and eat. In this connection, BMTC could take inspiration from KSRTC, who have recently renovated the Canteen premises and provided an attractive and enjoyable experience. 16.3 The Contractor be asked to supply better quality items based on In a sense, a visit to the Canteen a matter of enjoyment for the

Soyabean and full wheat items, cooked in healthy medium, like, oil and also provide a better variety of snack items. should be invigorating, employees. energizing and

A separate enclosure or a small room should also be provided Canteen staff should maintain good

EXCLUSIVELY FOR LADIES. The personal hygiene and wear uniform. 16.4

To sum-up, the Committee would recommend maintaining Canteen as

an out sourced service only, but its premises should be renovated, the Canteen staff should be spruced up for better looks and hygiene and the items supplied by the Canteen should be basically nutritive and of much better quality. A Committee headed by CTM (C) should seriously monitor the If that Committee succeeds working of the Canteen with the assistance of the CLWO and bring about and maintain improvement in the Canteen services. in bringing about perceptible improvement, the pattern could be replicated in other Units of BMTC, where there is Canteen facility.

137

CHAPTER-XVII

PLANNING, RESEARCH AND DEVELOPMENT UNIT

17.1 As already brought out in the earlier Chapters of this Report, will not have any Demand for Public Transport and its growth will continue unabated over the next two decades and even beyond. BMTC unmanageable challenge in the near future from any serious competitor or alternative mode of transportation. Apart from the initiatives taken by the Government of Karnataka, Public Transport in the State will also be the beneficiary of initiatives taken by Government of India at the National level, such as, National Urban Renewal Mission. BMTC has already been the recipient of sizeable grants under NURM. The resulting expansion and growth may not be taken as confined to assessment of only TRAFFIC DEMAND AND POTENTIAL, followed by building up Fleet Strength. The actual utilization of the grants and the implementation of the projects may encompass other areas of activities, like, identifying land for construction of Depots, Bus Stations and other facilities, procurement of vehicles and maintenance, organizing provision of adequate and timely man power and their subsequent training and re-training, complete modernization and mechanization of operations and aiming at specific

138 branding and marketing in the name of BMTC. All the above mentioned areas of activities imply meticulous planning, co-ordination and execution. At present, there is no single point in BMTC where such planning could be conceived. Depending upon the specific area of activity, like, if the projects relate to Traffic demand, CTM (O) and CTM (C) are asked to handle. Similarly, if it is acquisition of vehicles, CME is entrusted with the task. The Committee is strongly of the view that there should be a Planning Unit, which should take care of all such activities in a systematic manner, instead of ad-hoc centers, like, Traffic, MIS or Mechanical Engineering. There is, therefore, an indisputable need for a specific PLANNING UNIT in BMTC. 17.2 It is a well accepted concept all the world over to definitely and

deliberately include and develop Research and Development activities in enterprises engaged in manufacturing and service activities. BMTC is one among such enterprises. With the ever increasing awareness all around to develop and utilize energy sources other than fossil fuels and ergonomically designed user friendly work space for the crew of buses, scientific operation of schedules and time tables with inbuilt biological needs, like, rest and identifying areas of automation of maintenance activities, related research schemes and programmes will have to be instituted and activated. Having a fleet of more than 4000 vehicles engaged in the heavy schedules that BMTC is operating, BMTC stands to gain in experience in fuel and mechanical efficiency, as also commuter comfort and convenience. From the feed back given to the manufacturers of vehicles from the rich experience BMTC is in possession, manufacturers can gainfully use the data in the design of the engines and the vehicles. BMTC is also in a position to conduct basic research in such matters and pass on the data to manufacturers for technological innovation, updating and transfer. Such efforts will also enhance and strengthen capability and eligibility of BMTC to qualify for higher international standards of ISO

139 and Euro in the respective fields. Thus BMTC has a vital role in related R and D activities. As in the case of planning, such R and D activities merit a central location for co-ordination and effective and fruitful results. The Committee strongly feels that to start with, Research and Development Unit can be located in the proposed Planning Unit, recommended in para 17(1). 17.3 All along, MIS Department which is Incharge of Computerization, basic documents required for planning, since the

Data collection, generation, analysis and dissemination, has been the focal point for producing basis for planning, namely, data is obtaining in MIS Department. 17. The Committee would, therefore, recommend that the existing MIS Department should be entrusted with co-ordination relating to Planning as well as Research and Development (R & D) and re-designated as Planning MIS and Research and Development Department. This important Unit will function directly under Managing Director, BMTC. The existing Officers and Staff of MIS will have no difficulty in handling the new unit. However, as and when the work specifically related to Planning and R and D gathers momentum and builds up into considerable volume, strengthening of the unit, time. with professionally qualified Officers and staff, will have to be considered at an appropriate

140

CHAPTER- 2 TRAFFIC DEPARTMENT

1. It is in the interest of BMTC to ensure that the number of Drivers

available at any time are kept fully fit and motivated, so that they could carry on their duties without interruption and help BMTC in maintaining planned schedules of operations. 2. (para-2.5)

It is essential to have a multipronged approach in the Recruitment, and

properly designed in-service training and preventive Health Care and also giving adequate incentives and channels for promotion to this category. (para-2.5) 3. It would be a good strategy to pay critical attention to the Drivers and

Driver-cum-Conductors above 40 years of age, so that they continue to render service without any impairment of their aptitude, motivation and keenness to perform their duties with optimum efficiency. 4. (para-2.8)

It would be worthwhile to build up within this category of definite channel for movement to higher

Drivers/Driver-cum-Conductors,

levels, with suitable augmentation of remuneration, besides providing for lateral movement for those who find Drivers job strenuous due to age and have shown aptitude for related jobs. 5. (para-2.8)

What is required in the case of Drivers/Driver-cum-Conductors is to

identify and give them some channels for promotion and enhance their

141 remuneration within existing Scale of Drivers/Driver-cum-Conductors, the value of which should bring in some esteem and prestige to the job. (para-2.9.2) 6. It is to be ascertained from the Drivers whether they are happy (para-2.9.3)

with the term CHALAKA. 7.

BMTC could re-consider and review whether this is a commendable In order to distinguish and encourage Drivers with blemishless

strategy to build up and duly encourage a cadre of dependable, efficient and clean Drivers. service through 15 years, as against those with enquiries pending against them at the time of fixation, at Selection Grade, one more increment could be considered for the former category. 8. (para-2.10)

Suggestions have been received that Drivers after the age of 40 who are BMTC could explore the possibility of such training free of BMTC could also devise a course akin to ITI and enable (para-2.11)

willing and who are keen could be retrained in other trades and redeployed within BMTC. cost, within BMTC.

the Driver to take that course free of cost or subsidized cost. 9.

It would be a good strategy to recruit, in future, persons with ITI Trade (para-2.11)

qualifications also as Drivers, so that the choice for eventual career advancement and relocation becomes easy, natural and smooth. 10.

Recruitment Rules should be amended, where necessary. Drivers who (para-2.11)

are relocated, based on their eligibility and selection should retain their lien as Drivers only. 11.

The younger among the Drivers, who could be motivated and persuaded

to acquire ITI trade qualifications and also Diploma in Material Management could be easily provided channel for promotion in Mechanical Engineering and Stores Departments. They could be fitted in as Vehicle Examiner in the Mechanical Engineering Department and Stores Assistant in the Stores

142 Department. The respective Recruitment Rules should be suitably amended so that the Drivers with the qualifications mentioned above could be considered for the respective posts. 12. (para-2.12)

It would be worthwhile to decentralize training and relocate the same in In

the Depots till the proposed well equipped Training Center is established. places should continue to be used. 13. (para-2.13.1)

addition, mandatory training/refresher courses at Namakkal, Pune and other

The Committee feels that once all the Drivers are trained, it will be an BMTC, in the long run, could legitimately be proud to have

asset to BMTC.

trained all the Drivers for the good of the Organization, by a cadre of trainers who have been created and developed from within BMTC. (para-2.13.3) 14. The Committee is of the view that Drivers must be made aware that It also helps in measuring the extra trips operated

GPS system exists to keep track of and correct their aberrations and deviations from their duties. systematically without loss of time, on the basis of which they are entitled to some monetary compensation. In fact, in some form, this should be included in the training capsule for Drivers and Conductors. 15. The (para-2.13.5)

Committee is of the view that the Drivers with 10 years of

Accident Free Driving could be rewarded to recognize their excellence and higher achievement in Accident Free Driving by institution of a new Award HEERA/VAJRA Driving. (para-2.14) 16. The Committee feels that absence of booking against traffic violation (para-2.14.3) insignia for the 10 years of Accident Free

should also be part of criteria for eligibility for the Award. 17.

Total absence of cases of drunken driving and also reputation of having

normal and good relations with spouse and family members could also be added to this criteria which will help him develop into a respected member of the

143 society and a good citizen. This will, infact, be creating social and moral capital from out of Human Resources of BMTC. 18. (para-2.14.3)

Inclusion of the new conditions suggested above to form part of the The Committee

criteria for award would justify some monetary incentives.

would suggest a slight and token increase of Rs.50/- (Rupees Fifty only) per month for each category by way of motivation for the aspirants. (para-2.14.3) 19. For instance, Drivers complain of back and knee pain and burning eyes.

The Committee also feels that the periodical medical examination of Drivers should not be a routine matter and oriented to just fitness for driving, but also be diagnostic and become real preventive health care measure for the future as well. Though ergonomically designed Drivers space and seat in the Coach are available, it requires continuous monitoring, review and innovation based on the inputs obtained during the preventive medical examination. 20. (para-2.15.1)

A system of staggering working hours and putting maximum of Conductors and Drivers during peak-hours should also be

number

worked out, so that in non-peak hours certain normalcy is built in the actual working of the Drivers and Conductors to enable them to relax and recoup. (para-2.15.2) 21. However, in the long run, as the cadre of Drivers will grow into

staggering numbers and new channels for their promotion would have to be thought of, it would be worthwhile to introduce a formal Performance Appraisal Report. appraisal. 22. This could be simple and focus on their efficiency in mechanically (para-2.16) running the buses and also their blemishless driving habits, for an Objective

Ultimately, as technology develops, BMTC may consider the position Operated entrance to the

where one person functions both as Driver and Conductor with dependable Ticket Vending Machine and Automatic Lever

144 left of the Drivers space and a control panel and screen in front of the Driver. (para-2.17.2) 23. In the long run, as the cadre of Driver-cum-Conductor and Driver-cumIt would be worthwhile to introduce a formal Performance This could be simple and focus on their efficiency in the

Conductor-cum-Mechanic will grow, channels for their promotion would have to be well laid. Appraisal Report.

multiple skills contemplated in the posts, so that evaluation could be objective and selection to the corresponding higher levels could be easy. (para-2.19) 24. The Committee feels that this is not at all a happy situation and needs

correction to provide opportunities for promotion to the cadre of Conductors, particularly, who toil in running the fleet to maximum number of schedules. (para-2.21.1) 25. Out of the 312, 305 persons ( Male 240 and Female 65) are having 3

years and above qualifying service. On the basis of the information regarding the opportunities available for this category in other Departments, it is observed that the above group of Graduate and Post-graduate Conductors can be considered for appointment as Jr.Assistant-cum-Typist (para-2.21.2) (Rs. 3245-50-3295-75-3745-100-4245-125-4870-200-5270). 26.

To sum up, the Recruitment Rules will have to be modified with

the following quota:- For every 10 vacancies of Junior Assistant-cum-Typist, 1 is reserved for promotion of Helper (Office) or Havildar, 6 should be available for Direct Recruitment and remaining 3 should be available for promotion of Graduate and Post-Graduate Conductors. 27. Based on the 148 vacancies available, (para-2.21.3)

15 posts are available for

promotion, 87 posts are available for Direct Recruitment and remaining 46 posts are available for transfer of Conductors under Regulation 17(1) of C & R

145 Regulations. For these 46 vacancies, Graduate and Post Graduate Conductors (para-2.21.4)

can be considered. 28.

To sum up, the Committee strongly recommends that this arrangement of

transfer under Regulation 17(1) of C & R Regulations of Graduate and PostGraduate Conductors should be implemented immediately, but their lien should be retained in Traffic Department and the lien period being kept flexible. 29. (para-2.21.5)

In the M.I.S Department, there are posts of Statistical Asst. of which Statistical

2/3rds are filled by promotion from the cadre of Junior Assistant.

Assistant could be considered as a post to which transfer could be made under Regulation 17(1) of C & R Regulations for Conductors with the prescribed qualification. engaged INTER-ALIA In the Depots, a good number of Conductors are daily in Statistical work. They would, therefore, be

possessing the requisite and desirable experience and should be considered for the posts of Statistical Assistant. 30. (para-2.22)

It will be observed from the statement in para-2.24.1 that the ratio

shows an increase between 0.07 and 0.16 as against restriction to 2.3 suggested for operation by the Government. Such slight increase in this core area of operation is justifiable and should be permissible and allowed to cope with the projected minimum increase in the number of schedules. (para-2.24.2) 31. The Committee is of the view that above the Selection Grade, there For this post, Conductors with 20 years of service eligible. The suggested Scale is Rs. (The existing Scales of (para-2.24.3)

should be a promotion level, that is, of Assistant Traffic Controller, before the Traffic Controller. could be made

3465-75-3540-100-4040-125-4665-200-5465 (15 years) kept in view while suggesting the proposed Scale).

Conductors, Selection Grade Conductors and Traffic Controllers have been

146

32.

In the Traffic Department, the bulk of posts are for manning

Drivers and Conductors. In the case of Conductors, at present there is only TC/ATI/TI/ATS are available for promotion. The Committee has observed the existing hierarchy. Under no circumstances, a pyramid like hierarchy can be obtained. Traffic Controllers. With this restriction, the Committee would recommend 291 posts - the same as Traffic Controllers - for Assistant The Committee has already opened up channels of Junior Assistant-cum-Typist in (para-2.25) (Electronic promotion for Conductors in the area of

Personnel Department by way of filling up 3 vacancies out of every 10 vacancies under Regulation 17(1) of C & R Regulations. 33.

Conductors uniformly welcome the use of Simputers

Ticketing System) for issuing tickets, since it saved a lot of manual labour and also it was far less time consuming. At the Depots also, handing over of cash was for more easier with Simputers than the conventional Bag system. BMTC is already having a programme of introducing 100% electronic ticketing system. The Committee fully endorses this decision of the BMTC. 34. (para-2.26.1)

A system of staggering working hours and putting maximum of Conductors and Drivers during peak-hours should also be

number

worked out, so that in non-peak hours certain normalcy is built in the actual working of the Drivers and Conductors to enable them to relax and recoup. 35. adopt (para-2.26.2)

The Committee feels that stereo-typing and exclusion of gender will an inclusive policy and be prepared for recruitment of Lady

no longer be possible and BMTC will have to accept this inevitability and Conductors, in good number in the long run. While BMTC should firmly

indicate at the time of recruitment that once recruited as Conductors, they will not be shifted to other jobs, special gender - specific facilities should be provided to meet the peculiar/natural needs of a woman. (para-2.27.1)

147

36.

It has been the experience that the Lady Conductors are not feeling It has been found

comfortable in outlying Depots or in isolated Bus Stations. Depots.

that there is no properly maintained Rest Room for Ladies in most of the It will, therefore, be necessary to provide such facilities to Lady (para-2.27.2) Conductors. 37.

The absenteeism among Conductors will have to be looked upon as

seriously as in the case of Drivers and practical and remedial measure taken to minimize this short- coming in the interest of overall performance of the BMTC. Suitable Reward Scheme based on minimum complaint-free attendance could be instituted for Conductors. (para-2.28.2) 38. There is Performance Appraisal for Conductors since there are The Form presently used needs review and

promotional avenues for them.

revision to bring out the following features:2.29.2 Column-5(a) of Performance Appraisal Report:

The skills (Relationship Management Skills to deal with commuters, other public, Police, RTO, other Government Departments and Agencies) looked for from Conductors will have to be spelt out. An attempt has been made below: Behaviour/Co-ordination with Driver/Superiors/other BMTC staff. Behaviour with commuters/public, Behaviour/Co-ordination with Police/RTO/Other Government Departments/Other Agencies, Quick issue of tickets and cash, where necessary, Understanding and writing Way Bills correctly, Column-4 of Performance Appraisal Report:

2.29.3

148 Column-4 dealing with pending default cases, the delinquent persons response to cases against him should find a specific mention in the Annual Appraisal Report. 39. (para-2.29.3)

There should be a Scheme of continuous and strictly Job-oriented

training and Re-training of Conductors, which should also emphasize on the specific duties to be performed by Conductors, including smooth and courteous Relationship Management skills described in para-2.29.2. TRAINING SHOULD NOT BE A ROUTINE MATTER. 40. THE (para-2.30.1)

The Training needs of Conductors have also been examined. At present,

apart from the job requirements, Conductors are given inputs in motivation, customer service, team building and positive attitudes. Since Conductors are the real face of the BMTC, so far as commuters and public are concerned, it would be desirable for monitoring, on the spot, the behavioral pattern of the trained Conductors to assess the effectiveness of the training and review and redesign the training methods, as is done in Punjab and Haryana Road Transport Companies. In Punjab, the Conductors themselves are asked to fill a Form, 3 days in a month, where they will themselves voluntarily give information regarding any unpleasant incidents with commuters and also indicate what was the provocation. This may seen incredible but true. A systematic approach on these lines will definitely bring about change in the attitude, habit and image of Conductors so that they become good Conductors, acclaimed also as good Conductors by the commuters. 41. (para-2.30.2) Since Survey

BMTC is engaging Conductors for Survey work.

implies and involves Route Survey, Road Survey and Passenger Survey, for any Survey to be effective and technically correct, only persons who have aptitude for and adequate training and experience specifically in each one of the above types of Survey, should be engaged as Surveyors. This will automatically point to giving opportunity to TCs, who are, by and large,

149 experienced to do this work. Through training also some relevant skills could be imparted to TCs who are to be deployed as Surveyors. (para-2.33) 42. It will be seen from the foregoing analysis and proposals that This is in

Conductors can reasonably expect three promotions which, in the opinion of the Committee, is a justifiable aspiration in any career. also compete. 43. (para-2.35.5) addition to the posts of Junior Assistant-cum-Typist for which they can

Strictly based on the tremendous increase in the volume of work, which

this Department has to handle, the Committee suggests that augmentation at supervisory level viz., Dy.Chief Traffic Manager or Divisional Traffic Officer is called for. 44. (para-2.39)

It is, therefore, imperative on the part of BMTC to conduct a

rigorous review of this ratio and bring it gradually to higher levels (acceptable to Government) so that the potential of the human resources are guarded, nourished, nurtured and allowed to expand to sustain and give durable and better results, simultaneously creating and developing valuable assets in the form of human resources. not seriously affect operating results. Slightly higher staff ratio will (para-7.5)

150

CHAPTER 3 MECHANICAL ENGINEERING DEPARTMENT

1. It will be worthwhile for BMTC to consider whether maintenance of new fleet of vehicle, like, Volvo could be totally out-sourced to suppliers themselves for 3 to 4 years, beyond initial contract and warranty period. 2. (para-3.5)

Since the two Scales are almost identical (with a marginal difference

of Rs. 40/- at the initial and Rs.160/- in the maximum), the qualifications and job performed are identical and the recruitment and promotion have not presented any difficulty, the Committee recommends that the posts of Mechanic - B and A could be merged and re-designated as SUB-ARTISAN, which will also come under an hierarchical Class of Artisans. The Committee (para-3.5.3) understands that BMTC has already declared Mechanic-A and Mechanic-B as Class-III posts. The Committee fully endorses this decision. 3.

The Department has also suggested that for promotion to Head The

Artisan, all the skills must be eligible as against the present restriction to only two of the Trades, namely, Auto-mechanics and Electrical. (para-3.8) 4. The Committee would suggest that basically an awareness should be without suggestion is a reasonable and the Committee agrees with this proposition.

created among all mechanical staff on the important role they play in this basic step in the operation of vehicles. After this basic motivation, assuming that all of them know what each one of them should do, a systematic ab-initio and trade/job specific training should be given to all levels. 5. (para-3.9) The Mechanical Department should also take the initiative of

formally rotating the Mechanical Trade Staff among various jobs involved

151 in the Department, particularly, maintenance work. Over a period time, this effort on the part of Mechanical Engineering Department will help the mechanics of all trades formally acquire MULTI-SKILLS, irrespective of their trade - tag attached to them at the time of recruitment. (para-3.9) 6. BMTC should also endeavour, after sufficient interval after the various Trades. This

introduction of the rotation of trades, to hold simple tests to ascertain the capacities and all round skills of the mechanics in test could also be formal and the Department should certify that the persons concerned have acquired the requisite proficiency for handling the different types of jobs in the Mechanical Department by this multi-skilled people, who are the creation of BMTC. 7. (para-3.9)

In this process BMTC would not only build an asset of such skilled This will eventually call for revision of the Recruitment

personnel, but also induce them to aspire for further promotion to the higher levels. Rules for promotion to Assistant Artisan and above, after BMTC gains experience in generating adequate number in multi-skilled category of people. 8. (para-3.9)

The Committee would support this idea since the Drivers could be

oriented to concentrating on developing mechanical engineering skills in the day-to-day operation, but, the Mechanical Engineering Department will have to assume certain legal and administrative responsibilities under the IMV and MTW Acts, if permissible. This aspect has to be thoroughly After the such examined and the feasibility established beyond doubt, taking particular care that dichotomy does not present itself in the process. Mechanical Engineering Department is ready to assume

responsibilities, BMTC may have to seek suitable amendment, if necessary, to the IMV and MTW Acts, both of which are Central Acts. (para-3.10)

152

CHAPTER - 4 STORES AND PURCHASES DEPARTMENT

1. COSP can take the initiative, do some planning on the basis of Thereafter, the Departments concerned could be asked to

procurements during the previous two half yearly periods and forecast requirements. confirm and modify, if necessary, the forecast made on the basis of their own actual requirements. (para-4.2.2) 2. Since already there is part computerization, COSP could monitor (para-4.2.3)

and consolidate and get the results desired. More people will be required to be given proper training. 3.

Computerization with proper monitoring can help to develop a

proper system. Basically, COSP himself should arrange the training of the staff, in consultation with the HOD, Training Department, so that they could use the computer properly and monitor the situation. If interdepartmental co-ordination is necessary, COSP should take the necessary initiative. 4. (para-4.2.4)

Considering the fact that stores will have to handle almost twice

the existing number of inventories, Warehouse with inbuilt racks and special storage spaces, as may be indicated by the variety, the size and the technological up-gradation of inventories, should be thought of by BMTC. This is absolutely essential for accountability of stock received and to ensure that the stock do not degrade during storage. 5. (para-4.2.5)

The proposal could be accepted after a detailed study of the

volume of materials to be handled by the Department every day. Otherwise, COSP should be given the facility of a separate vehicle, through Out-sourcing, on days when the volume of materials to be handled is substantial. This is necessary both in the interest of taking proper care

153 of the materials purchased by BMTC and also to provide appropriate assistance to the personnel handling such materials, so that materials in transit do not run the risk of pilferage or loss. 6. the (para-4.2.6)

If BMTC is not considering Out-Sourcing the work relating to purchase agreement) acquisition of a family of reliable testing

testing and inspection of materials (with reference to specifications given in equipments for critical items could be thought of. This would call for (para-4.2.8)

both A, B, C and V.E.D. Analyses. Still the Committee would recommend Out-Sourcing, as is done in INVENTORY VERIFICATION. 7.

BMTC will have to study in depth keeping in view the security

consideration, the jobs that will have to be shed and the saving of space due to such measures, before approaching this policy of Out-Sourcing. (para-4.2.9) 8. All steps in the existing procurement procedures should be subjected (para-4.3.1)

to critical and detailed analysis, with reference to the basic fact that BMTC has already opted in a big way for E-TENDERING. 9.

A variety of options are available to BMTC, including other

systems, like, SAP which are widely used in many MNCs. Such options can be exercised and Systems, like, SAP, the Chairman of the Committee has intimate knowledge, will design totally and precisely user friendly and highly customized deliveries. In the SAP agreements, which BMTC can This specifically seek, they will incorporate customer needs faithfully and fully, after the system is in position and operation over a period of time. BMTC. 10. and (para-4.3.3) requirement can also be built into the Purchase Agreement with SAP by

Training of all the personnel in the Stores Department at various made available, COSP himself will perceive the potential for

levels in the SYSTEM is a must. If suitably trained people are created

154 considerable, if not substantial, reduction in staff. We cannot get away from the fact that computerization implies certain adjustments in Man Power requirement, in most cases - REDUCTION. 11. Inconformity with be International to (para-4.4.2) for Units in

Nomenclature

Organisations, the Committee feels that the name of Stores and Purchases Department should changed MATERIALS MANAGEMENT Department. (para-4.4.4)

155

CHAPTER - 5 DEPOT MANAGEMENT

1. The Committee is of the view that more focus is required on

monitoring and putting into effective use the computer systems already in place, so that the benefits of computerization are derived straight away by each employee by his/her individual commitment and involvement and also by BMTC. 2. (para-5.4)

In addition to providing feeder service to Bangalore Metro, BMTC

will have to concentrate on providing facilities to under-served areas and also new areas of residential colonies and Industrial and Institutional locations. 3. (para-5.5.1)

The important step to be taken is to ensure zero deviation from (para-5.6.4)

discipline among the traffic staff. Depot has to play a significant role in enforcing discipline. 4.

The Committee is of the view that since the Duty Rota was already

in existence in some form, proper evaluation and monitoring of its actual implementation and the reasons why it was given up should be carefully analysed by a Committee of Mechanical and Personnel. 5. Heads of Departments, namely, Traffic, (para-5.8.5)

The Committee would reiterate that the Duty Rota for a shorter

period, say, for three months should be meticulously drawn up on the same basis as originally conceived by KSRTC, which prudently sought the Route preferences of Conductors and Drivers before drawing up such a schedule. 6. (para-5.8.5)

An attempt should be made to rationalize allocation of Crew for

schedules, which should provide for and facilitate exposure of Drivers and

156 Conductors to operating in all categories of Routes viz., heavy, medium and light. This will also ensure an even and just access to incentives for the Crew. 7. (para-5.8.6)

A system of staggering working hours and putting maximum of Conductors and Drivers during peak-hours should also be

number

worked out and introduced, so that in non-peak hours certain normalcy is built in the actual working of the Drivers and Conductors to enable them to relax and recoup. 8. (para-5.8.7)

The practice of enabling the Drivers and Conductors to avail leave Availing more than two days leave should be permitted

of not more than two days in a month, on their own should be strictly implemented. only in extreme exigencies and emergencies, which should be verified to the satisfaction of traffic supervisory staff, who should also certify to that effect. Now that Computer is available in the Depots, details of leave availed by each person working in the Depot should be displayed on the Notice Board to manifest that a fair practice is being followed in respect of planning for and availing of leave, duly taking into account the need for strictly running the Trips according to Schedule. unauthorized leave, who may reform themselves. 9. This will also give negative publicity to those prone to habitual absenteeism and availing (para-5.8.8)

Having exhaustively dealt with the core category of Drivers and the Committee would suggest should that also the be duties clearly and and Supervisory staff

Conductors,

responsibilities of

unambiguously laid down specifically for each level of Traffic Supervisory staff with the responsibility for implementing them strictly and clearly assigned to the immediate higher level. 10. (para-5.9)

Having subscribed to the total Computerization at the Depot, the

Committee feels justice will not be done to the full utility and deriving

157 the benefits of the System unless a person with specialized knowledge with reliable and durable background in using, interpreting, managing, evaluating and synthesising data of immediate operational utility is posted to assist the Depot Manager in the Depot. Accordingly, an official of the level of Senior Programmer (Class-II) already available and existing in the C & R Regulations may be placed in the Depot. While other duties of the Senior Programmer will be duly defined, the one of utmost primary importance will be minute to minute monitoring of the position of the actual implementation human of the daily schedules, Crew the deviations to and such aberrations, factor, namely, the attributable

aberrations and deviations and the failure or otherwise of the Supervisory staff. The Senior Programmer will also do similar monitoring in respect of all other functions discharged by each of the other Departments in the Depot. 11. (para-5.14) Since monitoring will be required for evaluation and use of the

data generated in the Computer, it will not be prudent to expect any major change in the Staffing pattern. Wherever there is computerization, no systematic and serious monitoring is done to derive the full benefits of computerization. The Committee would insist on such monitoring being (para-5.16.1) immediately carried out for the benefit of BMTC. 12.

Some of the Depots which the Committee has visited, for instance, It is understood that the Central Office has already The Committee would recommend

Electronic City (Depot-19) have been working with a number of vacancies remaining un-filled. initiated action to fill some of the vacancies by deploying Graduate Conductors under Regulation 17(1). that this process should be continued so that shortage of staff does not affect functioning of Depots. Simultaneously, there is a need for training and re-training all categories of staff in the Depot, either at the Depot itself or for a group of Depots at a central point for their acquiring better skills and enhancing their performance. (para-5.16.2)

158

13.

Some sample study, incognito, of the actual maintenance works

should be taken up to quantify shortcomings in such maintenance works. (para-5.17) 14. The duties and responsibilities of the Supervisors should be reindication to them that

stated in categorical terms with an imperative

they will be held responsible for each and every item of maintenance work. BMTC may also take the initiative of rotating the mechanical trade staff among various jobs involved in maintenance work. 15. (para-5.17)

In the long run, promotions above Head Artisan should be possible

for all trades, once BMTC by its pro-active approach, is satisfied that persons belonging to various trades have acquired minimum, requisite multi-skills to aspire for such promotion, which should be formally tested, enabling them to be eligible, fit and be in a state of readiness to compete for promotion as and when the call comes. 16. (para-5.17)

The Depot Manager should himself be in a position to impart such (para-5.18.1)

training in such simple procedures. 17.

Simultaneously, Controller of Stores and Purchases cannot escape

the responsibility of giving his inputs specifically for such training, since such an efficient Assistant Store Keeper brings relief ultimately to COSP as well. 18. (para-5.18.1)

A sample study should be taken up by CAO-FA/Dy.CAO, in

consultation with COSP and the limit enhanced to a practical and reasonable level, with the rider that CAO-FA/Dy.CAO will ensure recoupment of imprest money within 24 hours. This is POSSIBLE with the user friendly computer system facility already available. (para-5.18.2)

159 19. The Committee fully endorses the findings and recommendations in

the CISF Report insofar as installation of latest equipment for surveillance and other gadgets and would suggest to BMTC to fully implement the same. Otherwise, it will be story of locking the stable after the horses have bolted. 20. staff. (para-5.19.1)

CISF have also recommended considerable increase in staff, like, The Committee would suggest that the actual staff requirement for

Security Guard and also change in Class and Designation of Supervisory security in Depots and Central Workshop and other places should be carefully worked out, by a Committee of CAO-FA/Dy.CAO/CPM/CSVO with CPM as the Convenor. 21. (para-5.19.2)

All Circulars and GSOs issued from time to time should be fed

into the Computer, so that they are readily available to all at the Depot level. In Depots, the file containing Circulars should also be continuously up-dated. Heads of Departments should be in a position to maximize the use of Net-work facility effectively in this and other matters as well. (para-5.20)

160

CHAPTER - 6 CIVIL ENGINEERING DEPARTMENT

1. The comparative position clearly indicates the grotusque situation, that this Unit has to be strengthened Allowing which underlines the urgent need

straight away at least to the level of NWKRTC, if not KSRTC.

the meagre staff to stretch themselves to their utmost to cope with the increased quantum of work, both in volume and quality, will ultimately affect the quality of work and mistakes will happen. From basic HR angle, this position needs to be immediately corrected. 2. (para-6.4)

The Civil Engineering Department has also indicated the need for

local accounting staff to facilitate easy preparation and scrutiny of bills and the Committee would recommend for a such facility to this Unit as, in PWD, each Division has a Divisional Accountant to promptly handle all such items of work. 3. (para-6.5)

In order to provide relief to higher levels, the Unit has proposed the

following delegation which appears reasonable and may be agreed to: Estimate of Upto Rs.2.00,000/- not more than Director (S, V & E) urgent works CSR presentment/temporary without calling works. for works. Upto Rs.5,00,000/- not more than Managing Director. CSR presentment/temporary works. (para-6.6.1)

161

CHAPTER - 7 PERSONNEL DEPARTMENT

1. The Committee is strongly of the view that the HRD policy of

BMTC should emanate from Personnel Department and the present HRD should concern itself only with the co-ordination and execution of the meticulously planned and designed programmes of training and it should be renamed as TRAINING DEPARTMENT. better name would be HUMAN The existing PERSONNEL MANAGEMENT DEPARTMENT should be renamed as H.R DEPARTMENT or even a RESOURCES DEPARTMENT (H.R.M). (para-7.2.1) 2. It is, therefore, imperative on the part of BMTC to conduct a

rigorous review of this ratio and bring it gradually to higher levels (acceptable to Government) so that the potential of the human resources are guarded, nourished, nurtured and allowed to grow to sustain and give durable and better results, simultaneously creating and developing valuable assets in the form of human resources. not seriously affect operating results. 3. Slightly higher staff ratio will (para-7.5)

The Committee would suggest that the existing sanctioned strength to cope has with to the start increased work load. To be precise, level by

for Personnel Department merits a review and could be augmented suitably strengthening from Supervisory and Officers

positioning the full complement of the hierarchy of Officers, namely, Class-I (Selection Grade), Class-I (Senior), Class-I (Junior) and Class-II. (para-7.6) 4. Since progressive Computerization is already obtaining in BMTC,

the strengthening at other levels cannot be predicted precisely and the Officers, who are computer friendly and literate should be able to take care of routine work, without physical assistance from staff levels. Even

162 then, any minimum additional requirement that is indicated should be in position in the Department. Committee required. 5. would As in the case of other Departments, the a proper Work Study, both work recommend

measurement and method study, to precisely estimate the additional staff (para-7.6)

The Committee strongly subscribes to the view and principle that in

any Organisation, there should be promotions at all levels at regular intervals to keep the employees committed, dedicated and contented and in return, they support and contribute through co-operation by excellent performance to the endeavour of the Organization in strengthening itself towards financially successful and sustained operations. 6. would (para-7.7.1)

In particular, a progressive and forward looking Organisation, like, not at all have been possible but for the dedication and

BMTC, which has been amply successful in its operational results, which commitment of each and every one of the staff, the situation of such category of people being left out needs immediate correction. Junior Assistant-cum-Typist and Conductors. (para-7.7.3) 7. To sum up, the Committee would recommend fast track promotion its own Accordingly, the Committee had tried to evolve reasonable chances of promotion for

policy in BMTC, if it is sustainable and affordable based on basis for, say, one or two years.

successful financial operations and should be in place on experimental The promotion policy will have to be In any carefully designed for each Department, depending upon the number of channels and the minimum number of years which is practicable. be shared and subscribed to by the Officers and staff. 8. Another significant point which the Committee case, the policy should be reviewed every year and this approach should (para-7.7.5) would like to

emphasise is whether recruitment or promotion, the motion for such action

163 should be meticulously planned much in advance so that recruitment or promotion takes place within a time frame, whether Direct Recruitment or Promotion, within a span of 3 to 6 months. 9. (para-7.7.6)

Since BMTC has already installed Computer System between Depots, between Depots, Central Workshops and

Central Workshops and also

Central Office, (there is 100% inter-link), it should be made compulsory on the part of all Officers and staff to learn computer operation thoroughly, so that their jobs are also made easy and BMTC gets the best out of a synergy of available man power and the installed system. The Performance Appraisal Report should also have a column, which should indicate the proficiency of each Officer and staff in computer literacy and operation. BMTC has already a plan for sending Officers and staff for training in computer. BMTC has already disbursed advance to 30 Officers and 18 other staff to purchase computers and most of the persons, who availed of the advance, have purchased the computers. BMTC has also sent them for training. It is, therefore, necessary on the part of Officers and Supervisory There is also proposal not to staff to become excellent users of computers. expected proficiency in

grant the increment if the Officers and Supervisory staff did not acquire the computer. The Committee fully endorses this (para-7.9.1) approach in the interest of real and futuristic development of personnel, in the context of 100% Computerization envisaged in BMTC. 10.

The present MIS Department should fully utilize the Computer

System available in generating useful statements for review and corrective action in respect of performance of each Depot and the Workshop. It will not be difficult to prepare simple statements covering critical items in Key Areas of all Departments. 11. (para-7.9.2)

The Committee has observed that Director (Technical) holds ORC

meeting once every week to review performance in critical and Key Result Areas, like, KMPL, Revenue and actual number of schedules operated.

164 The meeting is attended by all HODs, Depot Managers and some other Officers, whose presence is required. Each meeting is expended is considerable. held for 4 to 5 hours, excluding commuting time. Thus, the total Man Hours at top levels While the Committee appreciates the zest, keenness and result oriented approach with which Director (Technical) conducts the reviews and tries to find workable solutions, the Committee feels that with the huge computer system already available in BMTC, the need for the physical presence of as many Officers at the meeting should be examined. The background paper for the meeting is prepared by MIS Department. If it is prepared in a more systematic manner to bring out sensitive information focused on highlighting the deficiencies Depot-wise and Activity-wise, instead of calling all the Officers, the option of calling only under performing Officers could be considered. In fact, the Committee would urge that maximum use of communication through Computer should be resorted to and even guidance and orders for corrective action in respect of deficient areas can be communicated through Computer (the Chairman of the Committee has intimate knowledge that in most of Multi-Nationals, as also reputed firms in this Country, the frequency of physical presence of Officers for review meetings has been minimized, as most of the work is done through Teleconferencing and other computer facilities). The Committee would also suggest whether the frequency of the ORC meetings could be changed in such a way that under-performing Officers are called every week, while others are (para-7.10) 12. For better management of work of BMTC Central Office, a should called once in a fortnight or even after a longer interval.

practical arrangement, which underlines that each Department

fully and indisputably own and actually process the work relating to items rationally allocated to them, should be strictly followed. In other words, there should be no criss-crossing of work from one Department to

165 another. Once an item of work is identified to be dealt with in one

Department, at no stage that item should be sent to another Department for part execution or completion, which would be irrational. This indirectly involves duplication of human efforts and should be avoided. In this context, the Committee would also suggest a review of all items of work allocated to each Department under broad headings to rationalize allocation, identify grey areas, analyze the sensitivities involved and finally allocate to one specific Department. Once again this should be entrusted to the Committee of Heads of Departments with CPM (the proposed HRM) as the Convenor. 13. (para-7.11)

As a policy of HRD (HRM), the Committee would recommend computerization and storing of all records of Personnel

complete

Department, after due perusal and certification by a responsible Officer. (para-7.12.1) 14. In this matter, the Committee would suggest holistic approach for Departments, space that could be saved because of records and re-allocate space and re-locate

BMTC, and a comprehensive review, which should take the over-all space available in all computerization of

Departments/Sections, keeping in view compactness and contiguity of each Department for healthy working conditions for the staff. (para-7.12.1) 15. Inspite of Computerization, quite a few records in the Personnel

Department may have to be preserved in the existing form to be presented and produced before legal authorities and others. It is, therefore, necessary to have a separate record room with an exclusive Record Room attendant, who should be trained in the Management of Records. 16. (para-7.12.1)

For Record Room, the latest HIFI racks with collapsible aluminum All the Departments should immediately review all the

ladders, if necessary and periodical fumigation and deodorant facilities should be available.

166 old records and weed out unwanted and obsolete ones, before taking on computerization of existing records. This will automatically make for cleanliness and presentable look of Sections. 17. (para-7.12.1)

The Committee would also emphasize and reiterate the need for

providing immediately a Rest Room and separate Cloak Room for Ladies in each floor of Central Office. (para-7.12.2) 18. The Committee, would, therefore suggest BMTC straight away doing away with the List of 259 persons who are dependents of

consider

deceased employees of BMTC as early as possible. (para-7.13.9) 19. BMTC should streamline its Recruitment procedures so that

Recruitment takes place at sufficient speed to take care of the vacancies created by Attrition, if any, in addition to the normal retirement and also decide on appropriate policies for promotions at reasonably regular intervals, as recommended by the Committee to retain the employees in BMTC. 20. (para-7.14.1) It would be a constructive and pro-active approach for BMTC to by inculcating right attitudes, values and motivation,

create talents from within the group of employees available in the Organization simultaneously enabling them to build their capacity and capability by equipping them with the required knowledge and skillsets, which should again be a dynamic process, requiring constant updating. 21. details (para-7.14.2)

The Committee has felt the need for setting up of a separate Cell of employees personal details and in-service availment of

to be named ESTABLISHMENT AUDIT CELL to continuously check entitlement of leave, medical benefits, LTC and other benefits as also disciplinary matters. To start with, the minimum staff for the Cell, which will be under the Supervisory control of the Administrative Officer, is as under:

167 1. 2. 3. Superintendent (Est.) Supervisor (Est.) Assistants 1 post 1 post 2 posts

NOTE: a) b)

Because of Computerization, the requirement of staff has been optimized and minimized. Only persons with thorough knowledge and familiarity and are upto-date with Service Rules should man these posts. They also require periodical training to meet the above requirements. The Cell should be set up without any loss of time.

(para-7.15)

168

CHAPTER - 8 TRAINING (AT PRESENT

1.

DEPARTMENT H.R.DEPARTMENT)

It is the fundamental duty of the Training Department to identify

the specific skillset required in each Department and give appropriate inputs in the Training courses so that the employees who receive the Training and come out with better appreciation of the jobs with better efficiency and capacity to perform. 2. (para-8.4)

At present, the Training Department engages itself with training of Keeping in view the substantial increase in the

only BMTC employees.

number of schedules by 2010, BMTC has a proposal to set up a sophisticated training center with all equipment and facilities. Even at that point, there is no probability of BMTC training establishment to be in a position to impart training to personnel from other Organisations, since their hands will be too full to provide this home facility even for BMTC. (para-8.5) 3. At present, the Training Officers draw programmes in a cursory

way with what they think should be the inputs for training of Drivers, Conductors and Mechanics and Personnel from other Departments. This approach needs to be modified. The Training Department should first have an ANNUAL CALENDER OF TRAINING PROGRAMMES for various categories of personnel of BMTC. Thereafter, they should invite suggestions from various Departments, particularly, Traffic, Mechanical and Stores Departments, as to on what matters the training should focus on in so far as their Department is concerned. An Algoritham should emerge after such discussions from which to choose the best and effective Courses. No doubt, the basic concept of training itself would require them to concentrate on suggestions relating to improving the operational efficiency

169 of each functionary of BMTC taking training. Having taken the

suggestions, the Training Department should discuss the suggestions in a meeting of all the Heads of Departments and arrive at a suitable design of training, course content, duration of training and also the number of persons to be trained in each Course (this number is to be a committed number from each Department so that there is no change in the number later). The faculty could be drawn from various Departments in BMTC, since they will be in a better position to explain the operational nuances, so that, the personnel are trained in the best manner to cope with the actual work required to be performed in the Department concerned. The programme Departments. of training, as already stated, should cover all to the each The It should be representative and tailor-made

Department. It should be conducted, even if it is for a short duration for each Department, to begin with, at least ONCE IN SIX MONTHS. course content of each programme should be reviewed every six months to eliminate aspects, which are no longer required because of technological innovations and procedural simplifications, as also to bring in new aspects which may be included as inputs to enhance operational efficiency. The Training Department should also include in the programmes/courses the subject of Relationship Management Skills/Communication Skills, like, relationship of BMTC employees with those outside, namely, commuters, vendors, purchasers, media and all such sections of people with whom BMTC has to deal with all the time. In fact, the Officers in the Training Department should be highly motivated and committed and do the jobs well after understanding the basic principles, as also objectives of training, which the Committee feels, is necessary to make the Training meaningful and successful in every sense and the participants have a unique experience of having gone for a memorable, good and effective training programme. BMTC should carefully select right type of Officers to man (para-8.6) this important Department, that is Training.

170 4. Incidentally, the working lunch served for Drivers, Conductors and

Mechanics undergoing training has got a monetary ceiling of Rs.24/-. The Committee need hardly emphasize that this is a totally unrealistic amount which needs revision, say upto Rs.40/- which should be acceptable to Finance. Once again, it should be the duty of the Officers of the Training Department to ensure that really nutritive items, like, Soyabean, Ragi, some fruits and other items (not necessarily coffee or tea but little quantity of milk) are included in the lunch served for the trainees, since, it has to be kept in view that it is not the white collored people they are training but, Drivers, Conductors and Mechanics, who need reasonable energy levels to stand the inputs of training and then go back to work with full energy. (para-8.7) 5. The Committee is of the view that in order to keep the LEARNING

PROCESS continuously in progress to sharpen competitive capability and skills, Officers and staff of BMTC should be regularly sponsored for training outside in Organizations/Institutions, like, Indian Institute of Management (IIM), Indian Institute of Technology (IIT), National Institute for Training of Industrial Engineers (NITIE), Tata Institute of Social Sciences, Mumbai and Indian Institute of Personnel Management (IIPM), New Delhi and Transport (CIRT), Pune. Indian Institute of Material Management (IIMM ) and Central Institute of Road Most of the IITS (who have their own business BMTC should have select schools) and IIMS run even short duration programmes, with intensive course contents relevant to various management aspects/subjects. a Committee of all Heads of Departments with present CPM (to be re-

designated as Head of the Department, HRD) as the Convenor and

carefully the persons at various levels, who should be sponsored for such training, taking into account the aptitude of the persons and the utility of such training for BMTC. After attending the training, the person concerned should submit a brief report to the HOD or higher Officers on how he has gained from the programme and how much of what he has learnt can be put into

171 practice in BMTC. BMTC should also write to the concerned Organization BMTC and if specific aspects The

how beneficial the programme has been to

relevant to transport sector and BMTC are to be included in such future programmes, the same should be suggested to those Organizations. Chairman of the Committee is quite aware that those Organizations are receptive to such constructive and positive suggestions which they use in enriching their programmes. (para-8.8)

172

CHAPTER - 9 SECRETARIAL DEPARTMENT

1. It would be, therefore, necessary to have a Board Section with a

full time Secretary to the Board of a level of HOD (preferably with Personnel and Accounts background), with one Supervisor (Est), a Junior Stenographer to help the Secretary, One Junior Assistant-cum-Typist familiar with computer operations and one Helper (Office). (para-9.2)

173

CHAPTER 10 LABOUR AND WELFARE DEPARTMENT

1. At present there are three Officers, namely, CLWO, Dy.CLWO and The Committee LWO in the Department. There is One Supervisor, One Assistant, Four Junior Assistant-cum-Typist and One Helper (Office). understands that LWO was not really functioning under this Department and his services were utilized elsewhere. Keeping in view the fact that, as in other Departments, volume of work has increased in Labour Welfare Department also since 1997-98, because of the increase in the number of schedules and basically the number of crew, certain augmentation of the staff may be necessary. only when However, a correct assessment could be made This review all the sanctioned staff are in position in the Department and

are working in full strength continuously, say, for a year. appears necessary in the opinion of the Committee. (para-10.2) 2.

The Committee recommends that a detailed study should be made

in this regard and decision taken thereon. However, major ailments, like, Cancer, Heart Related Treatment, Kidney failure and Brain related ailments, which involve considerable medical expense for treatment, may be dealt with under the existing schemes. 3. BMTC could seek assistance of (para-10.3(a) qualified and Professional

Counsellors to maintain the morale of the employees and to consult on their family related matters. 4. (para-10.3(b)

In this connection, BMTC would already have kept in view the One option could be to provide all or bulk of the

options available.

accommodation in a Township with all facilities in a central place, which would be equidistant from most of the Depots or would not be much of a strain to the staff reaching their work places. The other option would be to have accommodation in select Depots, which are nearer to a group of

174 Depots. Some such accommodation for the minimum Crew could be built premises from a different direction from that of the

in the existing Depots, above the commercial places, with access to the residential commercial space to keep privacy of the residents. This would somewhat obviate the need for transportation of the Crew to different places. This will involve the need to provide unfailing transport to the Crew from their residence to their work places promptly. minimum. It has to be borne in mind that the commuting time for the staff to their work places should be Considering the already choked roads in Bangalore and the extreme difficulty of commuting on roads, this aspect has to be carefully planned. Ultimately BMTC may have to workout a mix of both these options. 5. (para-10.3(d))

The Committee has already suggested that in the proposed Training

Institute, provision should be made for training of Drivers and other employees in Professional courses, like, ITI and BMTC could itself conduct full scale ITI courses. This idea could be usefully extended by BMTC by creating facilities of Centers of Open Universities which run Professional Courses and encourage employees enroll for such courses through the Center in BMTC. While doing so, BMTC may have to help employees only in such courses, which will be ultimately beneficial to BMTCs operation. 6. (para-10.4)

The Committee observes that major sports activities do not exist at in BMTC, although a large number of employees are working

present

in a compact area, like, Bangalore, possibly because the bulk of the employees, like, Drivers, Conductors and Mechanical staff are fully engaged in the duties assigned in their respective places and no spare time is found for such activities. Nevertheless, taking advantage of the climatic conditions obtaining in Bangalore, which helps in carrying on sports activities, the Committee would subscribe to the view that full encouragement should be given to such activities by selecting carefully one

175 or two athletics and one or two games items. A trial event could easily provide an occasion for searching such talents. therefore, strongly recommend that BMTC The Committee, would takes appropriate initiatives A common event, at This will

in this matter, in addition to whatever has already been done which, in the opinion of the Committee, is inadequate. regular/frequent intervals, for all RTCs, could be arranged.

certainly help, identify and attract and locate talents to be carefully nurtured to reach State and National Level capabilities. 7. (para-10.5)

The Committee would recommend holding inter-Depot events in

Out-Door Games, like, Cricket, Lawn Tennis, Volley Ball, Kabaddi, Foot Ball, Basket Ball, Throw Ball, Ball Badminton (Ladies) and Athletics. Likewise, In-Door Games events for Chess, Carrom, Table Tennis, Shuttle and Squash can Prakash Padakone, also be arranged. In such efforts, BMTC can take guidance and help from eminent and experienced (Example Sriyuths: Syed Kirmani, Srinath, Mahesh Bhoopathi and others) are located in Sportsmen and other persons involved in games, who

Bangalore. The Committee is sorry to note that BMTC Management has set up a well equipped Gym, which is hardly being utilized by the employees. Efforts should be made to fully utilize the Gym. (para-10.6) 8. such While complimenting BMTC for allowing what is already obtaining deliberate endeavour to promote activities. A Committee with CPM and CLWO should be set up to

in Cultural Activities, there should be

focus attention on both Sports and Cultural Activities so that they are organized in a pre-planned and systematic manner to achieve the objectives in this regard. 9. (para-10.8)

BMTC could consider setting up a good library, which should have

in its volumes of books, publications and magazines in Kannada and English, which are of immediate interest to its operations, both technical and professional, (including important Judgments of various Courts, which

176 are specific to BMTC/KSRTC or on issues of common interest) as also of interest to its employees. In case, over a period of time, the employees would desire this facility to be thrown open to the families of employees, a nominal initial and token donation or some sort of contribution could be thought of. BMTC could also explore with the Department of Libraries, Government of Karnataka, the possibility of that Department setting up a Public Library in any of the premises owned by BMTC, which it can offer for such Library. 10. (para-10.9)

The Committee sees no reason why the incentive should be denied

any longer to Category-B and C employees, because the targets are achieved, there is better performance and BMTC has been continuously earning profits. The Committee would, however, suggest that based on the innovations that have taken place because of computerization, automation and such other factors, there should be a fresh approach to any Incentive Scheme to be introduced by BMTC and it should evolve its own incentive schemes, with the intention of extending the benefit to its employees. (para-10.10.4) 11. The Committee has already made a reference to the need for

providing and where already existing, upgrading the conditions in Ladies Rest Rooms in Bus stations/Depot. At present, no serious attention seems to be paid to this important matter. The Committee would, therefore, urge that the Management should see the conditions actually obtaining in each Depot and Bus Station and endeavour to provide the basic needs, including clean, well maintained toilets and Change Rooms, keeping in view the specific biological needs of women employees. The Committee has been told that there are some practical difficulties in introducing Crches because of the difficulty in finding a central location, as the Lady Conductors will be operating in a labyrinth or maze of routes. The Chief Labour and Welfare Officer explained that they are continuing and maintaining their efforts to set up the Crche system, at appropriate and

177 convenient locations. The Committee would like BMTC to pursue and set (para-10.11.2)

up the Crches as early as possible. 12.

BMTC should lead by following extraordinary practices to enable There should be gender inclusive policies BMTC should also formulate and comprehensive

gender empowerment. adequate support system.

maternity policies, both pre-natal and post-natal, by proper allocation of routes and also providing flexible work schedules to lady employees, especially during pre and post-natal periods. periods. 13. (para-10.11.3) appreciative of this innovative and BMTC should enable women to work nearer to home. This will be particularly useful in both pre-natal and post-natal

The Committee is deeply

employee-welfare-oriented approach towards welfare of the employees and families of employees. However, since the Corpus fund is kept in the Current Accounts only and earned no interest, BMTC could consider investing the balance in suitable interest yielding Accounts, like, flexi schemes, which will give some interest that would add to the pooled funds for use for the welfare of the employees. well received by the employees. The Committee would also suggest the continuity of the Schemes, since they are well conceived and They are providing succour to the families of the employees in their critical times of need, at the same time allowing them to think about their future through alternative sources since the benefits under the Scheme would cease to be available to them after four years. 14. (para-10.12.4)

The Committee would recommend to BMTC, to consider the

possibility of expanding the Safety Net period to 5 (five) years - with 100% of the basic salary in the first year, 80% in the second year, 60% in the third year, 40% in the fourth year and 20% in the fifth year. The Committee has made this proposal purely on humanitarian grounds and it looks rational to extend the Safety Net to five years. No doubt, the Safety

178 Net period will be co-terminus with 58 years of age, which is the retirement age for the employees. 15. (para-10.12.6)

There are a number of employees who are afflicted with terminal

diseases, like, Cancer and T.B., and many of them are also affected by Paralysis. The Committee would suggest that BMTC may explore with the Insurance Companies whether any specific scheme could be identified and offered for providing Insurance cover for the aforementioned category of serious ailments. 16. (para-10.12.7)

The Committee is constrained to observe that DPAR rates have

been fixed in the year 2000 and with the general increase in the price of basic formulations in medicine and also specific medicines for serious ailments, together with increase in the local taxes, the DPAR rates are obsolete and require revision. This has a basic HR angle, as the Committee is sure that BMTC in all earnestness would like its employees to be supplied and treated with standard quality medicines. Since this affects human health and life, whatever may be the provisions of KTPP Act, certain minimum quality of standard medicines should be assured for BMTC employees. This has to be taken into account in fixing the tendering qualifications/specifications, so that quality is not lost sight of (in the interest of the health of the employees) and sacrificed in their overwhelming concern to complying with KTPP Act. 17. (para-10.13.2)

Organisations these days have deliberately put in place a system of BMTC could also endeavour to in the Depots and and Central Yoga

Yoga Classes/Therapy to provide relaxation from stress for employees and also by way of providing nature cure. provide a similar facilities, convenient particularly time.

Workshops as also in the Central Office, to start with once in a week at mutually NGOs reputed Organisers/Therapys could be consulted to design a Course which will be specific to BMTC. (para-10.14.1)

179

18.

BMTC

could

also

arrange

Lectures

in

Kannada

by

eminent

personalities on various topics of general interest, particularly health and spiritual matters, at convenient time. 19. (para-10.4.2)

The Committee has full knowledge (the Chairman of the Committee

was leader of group from Administrative Staff College, Hyderabad which visited Sri Lanka in 1977 and recommended installation of Soft and Soothing Music System in work places, which Sri Lankan Government has implemented) that Soft and Soothing Music System acts as an effective stress reliever and a relaxer, whatever be the work one is engaged in. BMTC could also install such system on Pilot basis in one or two Depots, in one or two Bus Stations and the Central Office. After evaluation of its actual working this facility could be extended to all Units of BMTC. (para-10.5)

180

CHAPTER - 11 LAW DEPARTMENT

1. The accommodation available to them appear to be far too short of The Committee would, therefore, suggest that alternative

the requirements.

accommodation could be given to this Department, if called for according to the normal scale of entitlement to individual Officers/staff and records, which could be taken care of in the comprehensive review of Office Space of all Departments in BMTC, suggested in para-7.12.1 under Chapter-VII of Personnel Department. Records should be more scientifically handled by (para-11.2) provision of reasonably good CUPBOARDS and HI-FI RACKS. 2.

As regards the Delegation of Powers, it has been suggested that the

CLO should have powers up to Rs. 75,000/- in the case of injuries and Rs. 2.5 lakhs in the case of death. The corresponding powers for Director (S,V & E)) should be enhanced to Rs. 2.5 lakhs and Rs. 4.00 lakhs respectively. This proposal is not only to take care of the inflation but also reduce the work load on MD, who can concentrate on policy and strategy matters. The Committee endorses this suggestion for consideration of BMTC. 3. (para-11.4)

As regards outsourcing, the Law Department has suggested that the vehicles through outsourcing should be carefully as it may result in considerable

proposal for insuring

examined before coming to a decision, reduction in the staff in this Department.

The point to be borne in mind here,

the Committee would urge, is that once it is agreed to reduce the staff at any stage, it will be extremely difficult to get back the staff, which may be justified in future based on increased work load, as in the years to come, the number of vehicles and the schedules are bound to increase. In other words, BMTC will have to take a decision in the matter, keeping in view long term perspective and requirement. (para-11.5)

181 4. The Committee therefore recognizes the need for provision for Two (para-11.6)

Wheelers to the staff of Law Department and would request BMTC to duly provide the same. 5.

There is another problem. The Departments concerned do not promptly required in court cases in time. This results in unnecessary timely co-operation in this matter. The

produce the records and also ensure the presence of witnesses and other personnel adjournments and dragging on of cases, which could be easily avoided if Departments ensure full and Committee sympathises with this plight of the Law Department. This could be solved with co-operation from the concerned Department and strict adherence to the time frame for production of records and presence of witnesses. In this context, the Committee would also urge upon the Law Department to continuously monitor the pendency of cases in various Courts, including Labour Courts, make a systematic A, B, C Analysis and take special steps to ensure that chronologically oldest of the cases in each category are attended to serially, by duly bringing to the notice of the COUNSELS concerned and efforts made to dispose of them on top-most priority basis. This will, in addition to reducing the number of cases, will result in the personnel in the Law Department be saved the botheration of repetitively handling older cases with no sign of their disposal in sight, as routine and repetition create boredom and impede the creativity and efficiency of employees. (para-11.7 )

182

CHAPTER - 12 SECURITY DEPARTMENT

1. Bus Stations also lack security. lives of the passengers in The Committee would appeal to transit and it is its immense BMTC to appreciate that, BMTC is the temporary custodian of the precious responsibility is to take care of their lives. As a first step, it calls for a good surveillance system in all Bus Stations. should be strengthened adequately. 2. The security in Bus Stations (para-12.5)

The existing number of security personnel in the security system is Keeping in view the fact

far too inadequate to meet even the minimum called for. The Committee considers this as a serious but pathetic situation. the number of Depots will reach 50 by 2010 and will be 70 to 80 by 2018, BMTC should pay the requisite attention to these shortcomings in security. (para-12.6) 3. The Committee had already decided on recommending to BMTC

based on the suggestion made by the Security Department. (before it had occasion to peruse the CISF report) a variety of devices, like, CCTV, Digital Camera, Video Camera, Tracking systems, Walky Talky, Door frame metal detectors for frisking, boom barrier fitted with RFID reader operated through RFID tags affixed on the bus on the front side should be provided. The Committee would reiterate that similar and appropriate Another devices, as recommended in the CISF report should also be put in place in the Workshop, Bus Depots and Bus Stations immediately. requirement of prime importance is a really Mobile Vehicle (not a

condemned or out of use vehicle) to enable the Security Officers to move freely and frequently for the much needed inspections and checks of all the premises of BMTC, which is absolutely essential. (para-12.6)

183 4. The Committee appreciates BMTC for the steps already taken to

train the first batch of Security Guards and would recommend to keep up the tempo of training so that, all the existing Security Guards have had the opportunity of such training. BMTC should also progressively acquire guns and other arms, as it is pathetic again to observe that at present, not a single licenced gun is available for security of BMTC. (para-12.7) 5. The variety of systems available for control and surveillance may take a

little time as BMTC will have to evaluate and follow the procurement process for acquiring them. The Committee would once again strongly recommend that all the devices recommended by the CISF should be progressively acquired, in a strictly time bound manner. 6. (para-12.8)

The Committee would also recommend Sniffer dogs for surveillance in (para-12.9)

Depots and Central Workshop as they can trace vital clue in detecting and tracking of strangers and pilferers. 7.

The Committee would urge again that no effort should be spared adequately manning the premises indicated above in place all the In fact, it is a long term

by BMTC either in

with armed and trained Security Guards or putting gadgets recommended by CISF without fail.

policy and any let up at this moment will only have complicating and compounding effects on the security of BMTC and BMTC may not be able to catch up when it becomes too late. (para-12.10)

184

CHAPTER - 13 M.I.S DEPARTMENT

1. During the discussion, the HOD mentioned that they are continuously At present, problem in the Computer System monitoring the Depot performance. performed manually. Department, The basic

available in the Depots are not fully utilized, as day-to-day work is still being Depot, according to MIS The is the non-existence of TRAINED Ministerial staff.

Committee has already stressed the importance of training in Computer operation of all the staff in the Chapter on Personnel Department without any loss of time. Once trained staff is in position, they could be deployed to ensure that the Computer System is better utilized. The Committee fully realizes that KNOWLEDGE IS KNOWING THE FACTS and WISDOM IS WHAT TO DO WITH THE FACTS WHICH WE KNOW and the Committee would very much like the MIS Department to provide leadership and become people with such wisdom. 2. (para-13.3)

The HOD, MIS, is of the view that the Traffic Department should

involve themselves more seriously in creating awareness about GPS system among the Crew to make it a success. MIS is conscious about the fact that GPS system is undergoing upgradation of technology and unless there is a consolidation of knowledge and experience based on the actual operation of 1200 vehicles fitted with GPS system, experimenting with modified technology may not be immediately called for. The Committee agrees with this suggestion and MIS should assume sole charge of such innovative systems, like, GPS. MIS should exercise vigilance and alertness to update its own information relating to GPS, process the same BMTC. and pass on such processed information to all concerned, so that it could be beneficial to MIS cannot escape this responsibility because other Departments (para-13.5) are not equipped to assume such a vital role.

185 3. IT The HOD, MIS, is of the view that a full fledged IT Department

should be in place before long to derive the benefits of possible innovations by upgradation. With the new IT Department, it will also be possible to It is only in this enable the Department, to make available effective MIS intervention in all the Departments, resulting in overall benefits to BMTC. context that the Committee has observed in the previous paragraph that MIS Department should be in total charge of all the Systems in BMTC, meticulously consolidate knowledge and experience after evaluation of each of the Systems already in place in BMTC and should be in a position to facilitate decision on future introduction of such Systems. Then only MIS Department can be considered adequately equipped to grow into a fullfledged IT Department. BMTC should also systematically expose all Officers for quality training in Systems Management so that there is rotation of Officers and also staff among all the Departments including MIS. 4. (para-13.6) The Committee has already discussed with HOD, MIS the existing

Video Film on BMTC, which is poor in quality and contents and a thorough review should be made and another Video could be made depicting vital functions of each of the Departments, the commuter and the Government Departments as also Agencies concerned. The modified Video should thus project a more realistic picture of BMTC and enhance the image of BMTC. The Film should also have a good experienced Narrator with impressive capacity for Voice modulation and presentation. (para-13.6)

186

CHAPTER - 14 ACCOUNTS DEPARTMENT

1. The Committee is confident that Suo-Motto effort by all the

Departments would result in optimum use of man power, better efficiency, better control and better overall performance. It would be worthwhile for the other HODs to interact with the Finance Department, understand how they have been able to utilize the computer to their own advantage and try to take similar steps in so far as their own Department is concerned. This observation is relevant in the context of what the Committee has stated about the mis-match of the BRAND SYSTEM in the COSP. It will be possible to specify and develop their own Software requirements. (para-14.3(i)) 2. Based on the actual experience under the present scheme of seeking

approval of Managing Director for all expenditure, except salary payments, which throws unnecessary burden on MD and takes away a good lot of his time, CAO and FA has suggested a practicable scheme of delegation of powers. suggestions The Committee, after due consideration, fully endorses the of CAO-FA and would, in turn, suggest the following

delegation of powers, which the Committee recommends for implementation. i) Once Budget is approved (both by Government and the Board) and specific provision is available under STANDARD HEADS OF BUDGETING, passing of bills should not require MDs approval. This will relieve MD and Director (S, V and E) of this avoidable work load, besides providing for prompt action. Powers for operating the Budget provision should be delegated to CAO-FA/Dy.CAO. Any emergent and new expenditure i.e., not covered by budget provision, would, no doubt, require Board/MDs approval. Employees Advances: (The Committee was told that the annual expenditure under this Head is of the order of Rs.5 Crores approximately) Though the amount is sizeable, the payments covering Festival Advance, Education Advances, Marriage Advances,

ii) iii)

187 T.A. Advances and others are ROUTINE items. Accordingly, the powers to disburse Employees Advance Payments should be fully delegated to CAO-FA/Dy.CAO. iv) Capital Expenditure: (These items relate to Advances in respect of Chassis bills, Civil Contractors bills, HSD bills and bills related to PME items). These advances are of the range of Rs. 50 Crores and above per annum. Nevertheless they are important because they involve Contractors and there should be no scope for any mistakes in disbursements. Accordingly, it would be prudent to keep the powers with the MD only for all payments above Rs. One Crore. Powers to disburse payments involving Rs.One Crore and below should be delegated to CAO-FA/Dy.CAO. Welfare Measures and Medical Expenses : Normally, the total budget expenditure for these expenses is of the order of Rs. 6 Crores per annum. After due discussions with CAO-FA/Dy.CAO, the Committee would make the following suggestions: Upto to Rs.5000/Rs.5001 to 25,000/Rs.25,001/- to 50,000/Rs.50,001/- and above AAO/AO CAO-FA/Dy.CAO Director (S, V and E) Managing Director.

v)

a) b) c) d)

(para-14.4.1 (i) to (v)) 3. As per existing powers, the payments regarding treatment in MOU Hospitals and Government recognized Hospitals Upto Rs.1,00,000/- powers delegated to Director (S, V and E) More than Rs.1,00,000/- Managing Director. (para-14.5.1) 4. a)) b) c) d) The Committee after due discussions with CAO-FA/Dy.CAO, would Upto Rs.25000/- Rs.25,001/- to Rs.50.000/Rs.50,001/- to 1,00,000/- Rs.1.00,001/- and above AAO/AO CAO-FA/Dy.CAO. Director (S, V and E) Managing Director.

make the following recommendations:

(para-14.5.2)

188 5. Contingent Payments: (All are CPO related) Monetary Limit Upto Rs.1,00,000/More than Rs.1,00,000/(para-14.5.3) 6. Local Purchase Bills: Monetary Limit Upto Rs.10,000/Upto Rs.1,00,000/(para-14.5.4) 7. Recurring Expenses Bills: These include Telephone, Water and Electricity charges, Bills relating to Washing of vehicles, Cleaning of Depots and Nominal Imprest Recoupment Bills to be passed at the level of AAO/AO. (para-14.5.5) 8. Other Contingent Payments: Other Contingent items of expenditure, like, Hiring of Special services of Doctors and Consultants, Sanchara Pathrike Editors are approved by MD. The bills for payment arising out of the aforesaid items need not be submitted to MD again. They can be dealt with at AAO/AO. (para-14.5.6) 9. a) b) Contingency Advances: All Sectional Head Advances will be dealt with at the level of Dy.CAO/CAO-FA. Level AAO AO Level AAO AO

All Suppliers Advances against Audited Purchase Orders will be passed by AAO/AO on approval from Dy.CAO/CAO-FA. In other cases, Advances will be approved by Dy.CAO/CAO-FA only. (para-14) (para-14.5.7)

189 10. In the above scheme of delegations, the level to which the powers PRE-REQUISITE AS ALSO FOLLOW UP IN ANY

have been delegated is Dy-CAO/CAO-FA. THIS WILL UNDERLINE THE ESSENTIAL PRINCIPLE OF DELEGATION, THAT IS, A GOOD AND PERIODICAL REPORTING SYSTEM. once in a month all The Dy-CAO/CAO-FA should report to the MD the items approved by them, UNDER THE

DELEGATED POWERS, for which payment has already been made for his PERUSAL ONLY. The Committee strongly feels that re-delegation has real meaning only if DELEGATED powers are well defined, item-wise and quantum-wise and actually exercised. Once the powers are so re-delegated, the system of seeking ratification is mutually contradictory, out of place and redundant. The question of ratification arises only where powers have not been delegated, but have been actually exercised to meet emergencies in the interest of the Organization, which should be fully justified. 11. (para-14.7)

For a large Organisation, like, BMTC with a variety of activities, With the new

the burden on the Finance Department is substantial.

system of re-delegation recommended by the Committee, this burden will increase with further responsibilities to enforcing financial discipline. In Organizations, like, BMTC, the Finance Department should be equipped with an Internal Audit Section with Incumbents having basic accounting qualification, like, B.Com., and also professional experience in Accounting and Auditing. internal In other words, in Accounts Department in general and in particular, a specific pre-requisite is that of (para-14.8.1) auditing,

professional experience. 12. The

A basic Internal Audit Cell already exists, since April 2002, for Committee would, therefore, recommend for consideration the

which one post of Asst. Accounts Officer (Class-II) has been sanctioned. following additional staff for the Internal Audit Unit. (As in such cases the decision should be taken only after a proper work study, which should include method study and work measurement).

190

Asst. Accounts Officer (Audit) Accounts Superintendent (Audit) Accounts Supervisor (Audit) Asst. Accountants (Audit) (para-14.8.2) 13.

1 (Existing) 1 1 6

The Committee feels that keeping in view the size of the operations bringing in discipline and also creating awareness among strictly to observe financial propriety in all their (para-14.8.3)

run by BMTC, the Internal Audit will do full justice to focus on avoiding irregularities, transactions. 14. called the Departments

Since, as already mentioned, more responsibility will devolve on for. One significant suggestion made by Dy.CAO/CAO-FA is (para-14.8.4)

CAO-FA and Dy.CAO, strengthening of his existing Sections will also be strengthening of the Section by Professional people.

191

CHAPTER - 15 MEDICAL DEPARTMENT

1. The Committee strongly recommends that immediate arrangements

should be made to put in place the latest model of ECG machine, as also a Nebulizer (for ECG examination alone BMTC at present spends Rs.100/per employee, every time it is required). Similarly, the Dispensary should also have facilities for routine minimum investigations, like, that of Urine, Blood for Haemoglobin, Blood count, FBS and PPBS, Blood Urea and Lipid profile, Smear for Malarial parasite and Blood grouping. All these will save a lot of expenditure on the part of BMTC, besides providing instant attention to give relief to the ailing employees. BMTC could also make a thorough study of the incidence of fractures and other Orthopaedic complaints as also Heart and Lung ailments, which require X-Ray, (for which BMTC is paying for X-Rays done from outside) and decide whether X-RAY facility should also be installed. 2. (para-15.6)

The setting up of facilities, like, ECG and Nebulizer will require an POST OF STAFF NURSE) and a qualified LAB

ADDITIONAL STAFF NURSE (AT PRESENT THERE IS ONLY ONE SANCTIONED TECHNICIAN (TO BE CREATED) so that the machines are properly and carefully used and the facilities are really available to the employees, when required. 3. (para-15.7)

The Committee accordingly is of the view that the Dispensary the

should be immediately shifted to a safer and non-flood prone place, since it is an essential service. One of the options would be to shift which is Dispensary to the second floor of the Shanthinagar Bus Station Complex, centrally located and easily accessible. BMTC should not grudge providing adequate space to this basic and important medical facility Unit. (para-15.10)

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4.

BMTC has a Vision Plan for increasing the number of operations

and also the number of Depots to 50 (from the existing 28) by 2010, eventually increasing the number of Crew correspondingly. The Committee would also expect the operations to reach 7000 or 8000 by 2016, again with increase in the number of Depots and Crew. The Committee accordingly is of the view that this is the time when BMTC should strengthen the activities in the Dispensary by taking immediate action to provide adequate staff and other facilities. Once this is done, it will be easy for BMTC to set up more Dispensaries at convenient locations (which will be in proximity to and easily accessible to a cluster of Depots) and provide additional staff of all category including one Honarary Medical Consultant for each Dispensary, based on the actual experience gained from the existing facility to meet the requirements by 2010 and 2017. (para-15.11) 5. It is observed that KSRTC is having a full fledged Hospital.

BMTC could also plan for a similar Hospital facility, after a thorough study, which should take into account the expenditure incurred at present by employees availing of Hospital facilities elsewhere, to justify setting up of such a facility. (para-15.12)

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CHAPTER - 16 CANTEEN
1. As a first step, the Canteen premises should be completely renovated, if necessary, with good roofing, better flooring, interiors and hygienically located Kitchen Corner. Arrangements should be made to provide suitable tables with metal tops so that employees can stand and consume the Canteen items, as in the normal Fast Food Restaurants. Adequate number of chairs should also be provided for use by the employees, so that they could also sit and eat. In this connection, BMTC could take inspiration from KSRTC, who have recently renovated the Canteen premises and provided an attractive and enjoyable experience. 2. The (para-16.2) Contractor be asked to supply better quality items based on

Soyabean and full wheat items, cooked in healthy medium, like, oil and also provide a better variety of snack items. In a sense, a visit to the Canteen should be invigorating, energizing and a matter of enjoyment for the employees. (para-16.3) 3. A separate enclosure or a small room should also be provided (para-16.3)

EXCLUSIVELY FOR LADIES. The Canteen staff should maintain good personal hygiene and wear uniform. 4.

To sum-up, the Committee would recommend maintaining Canteen as

an out sourced service only, but its premises should be renovated, the Canteen staff should be spruced up for better looks and hygiene and the items supplied by the Canteen should be basically nutritive and of much better quality. A Committee headed by CTM (C) should seriously monitor the If that Committee succeeds working of the Canteen with the assistance of the CLWO and bring about and maintain improvement in the Canteen services.

194 in bringing about perceptible improvement, the pattern could be replicated in other Units of BMTC, where there is Canteen facility. (para-16.4)

CHAPTER 17 PLANNING, RESEARCH AND DEVELOPMENT UNIT

1. The Committee is strongly of the view that there should be a take care of all such activities in a

Planning Unit, which should

systematic manner, instead of ad-hoc centers, like, Traffic, MIS or Mechanical Engineering. There is, therefore, an indisputable need for a specific PLANNING UNIT in BMTC. (para 17.1) 2. As in the case of planning, such R and D activities merit a central

location for co-ordination and effective and fruitful results. The Committee strongly feels that to start with, Research and Development Unit can be located in the proposed Planning Unit, recommended in para 17(1). (para - 17.2) 3. The Committee would, therefore, recommend that the existing MIS

Department should be entrusted with co-ordination relating to Planning as well as Research and Development (R & D) and re-designated as Planning MIS and Research and Development Department. This important Unit The existing will function directly under Managing Director, BMTC.

Officers and Staff of MIS will have no difficulty in handling the new unit. However, as and when the work specifically related to Planning and R and D gathers momentum and builds up into considerable volume, strengthening of the unit, with professionally qualified Officers and staff, will have to be considered at an appropriate time. (para 17.4)