BMTC plans three-tier set-up to provide better service

BMTC plans three-tier set-up to provide better service

Anil Kumar Sastry
There have been complaints of poor maintenance of buses and inefficient service
KSRTC has a three-tier administrative set-up, while BMTC has a two-tier one

BMTC management wants to monitor the

depots closely



BANGALORE: Cursing the Bangalore Metropolitan Transport Corporation (BMTC) for poorly maintained buses that leak during rains and for the seats that are torn and stained? If a new plan is implemented, this will be a thing of the past.

According to the plan, a divisional layer is being worked out for better management of the BMTC fleet.

The corporation which had about 2,500 buses when it was formed in 1997 has around 6,000 buses now. The number of bus depots too (a depot caters to about 150 to 200 buses) has gone up from 13 to 34 and is set to touch 40 by December.

However, the corporation still has a two-tier administrative set-up by which its central office directly monitors the functioning of depots.

In comparison, the Karnataka State Road Transport Corporation , North East KRTC and North West KRTC have a three-tier system — central office, divisional office and depots.

The BMTC management now wants to similarly monitor depots closely and this is possible if one more ring of administration is brought in between the central office and the depots.

The management has taken this decision because of serious complaints about poor maintenance of buses and inefficient service.

BMTC managing director Syed Zameer Pasha told The Hindu, “We are aware that the maintenance aspect of buses is not being seriously viewed. Introduction of another set of administrative ring will help close monitoring as well as help in taking speedy decisions.”

Asked whether the new set-up will not result in more bureaucratisation and red tapism, Mr. Pasha replied in the negative. Though formation of another administrative ring implies increased administrative expenditure, such an increase had to be justified in the form of improved quality and efficiency which directly had a bearing on the levels of commuter satisfaction, the managing director said.

The corporation plans to create at least five divisions, each controlling six to seven depots. These divisions will be controlled by divisional controllers with support staff.

The corporation plans to bring depots located in close geographical proximity within the ambit of one division. This way, regular monitoring becomes easy, according to Mr. Pasha.

This is essential as continuous supervision is necessary and the divisional controller will be directly in touch with the depots.