Geography Reference
In-Depth Information
problems if something went wrong,' says Rahul Mehotra,
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a Mumbai architect
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and Har-
vard University urban design professor.
Mehotra led a Harvard group to the mela in 2013 to see what could be learned for the
organization of temporary cities that house refugees from conflict areas and natural disas-
ters. He reckons the success is partly due to a 'common purpose and clarity' about what
is needed, with clearly defined objectives, and without the sort of conflicting aims and
tensions that develop over time in a community. The absence of prestige-conscious politi-
cians also lessens demand for the best spaces, once the needs of the akhara (sect of Hindu
Sadhus) leaders have been met. Mehotra says that order is helped by the site having a strict
grid layout, which in 2013 included consumer goods outlets and corporate marketing dis-
plays. 'For many who participate in the melas, these huge human gatherings are opportun-
ities for the practice of commerce, politics, services of many kinds, or public health,' he
says.
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This story demonstrates what officials can achieve when they are not fettered by politi-
cians, and shows that there are ways through India's corrupt political and bureaucratic
quagmire, though both the Kumbh Mela and the Orissa cyclone were one-off events that
did not require sustained and effective administration over a long period. Mehotra graphic-
ally explains that the 'Indian wedding syndrome' ensures that 'differences are put aside to
make it happen' for a short time. 'It would be different if it went on for five years.'
Such success needs a precisely defined focus in the way that government and the public
sector work, plus people committed to achieve change and excellence. Use of information
technology for communication and storage of records and other purposes can also help,
though this is only effective when it is accompanied by a will to perform and, where neces-
sary, change procedures. Strong political leadership, which has been lacking at a national
level in India since 2004, is also needed, and the will to stand aside to let things happen.
One of the examples of effective administration is the Election Commission, which runs
India's national and state elections with overall authority that includes the freedom, for ex-
ample, to reprimand even a cabinet minister for breaking election rules by making a policy
announcement, or removing senior officials and police commanders who favour one party.
Like the Kumbh Mela, India's general election is the biggest event of its kind in the world
with over 700m voters - more than all the countries of Europe or the Americas taken to-
gether - and over 8,000 candidates. It harnesses modern technology by using 1.2m elec-
tronic voting machines. The Commission consists of three commissioners with just 30 offi-
cials and 300 supporting staff, plus 11m civil servants who are seconded from their regular
jobs at election time. 'This shows the bureaucracy can perform. All we need to do is to
insulate what we do from political pressure,' says S.Y. Quraishi, the chief election commis-
sioner from 2010 to 2012.
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