National 9 (Spotlight Weekly)

New Thinking Needed On Reviving Trolley Transport

By ANANDA B. SHRESTHA

The Chinese-aided electric traction-based trolley transport was considered a boon for urban transit, substituting the traditional vehicle emission menace over Kathmandu. It was managed under the Nepal Transport Corporation - a public-sector undertaking responsible for the operation of diverse transport modes like ropeway, railway and trucking services. The operational procedures and regulations that were actually designed exclusively to suit the other segments of the corporation were applied to the trolley bus. As such, the facility did not enjoy an independent identity with cost profit center modality. Consequently, it was compelled to be nurtured inclining to parasitic trend and approach on the one hand and accepting the ever-growing fixed cost on the other. The ad hoc decision to merge this operation under the single roof defeated the whole objective of cost effectiveness, debarring the chances to adjust and calibrate the economic scale in terms of human resources, spares and inventories.

The public utility system managed with little consideration to tariff structure and subsidy was advised to operate from early dawn to late in the evening regardless of seasonal variation, rigidity and its inherent limitation and social obligation. That is why the management cost, including administrative overhead, was surprisingly much higher to the ratio of 10 persons/bus in comparison to other systems of same strength and capacity. Similarly, the high-handedness, interference and dominance of the corporation on its operation and management had often created a negative impact on efficiency and effectiveness.

Nevertheless, the system used to be remembered frequently by regular commuters of the stretch during the "bandhs" and chakka jam". Although the system had facilitated services to four million commuters annually for a quarter of a century, income generation always fell short of the flow of commuters.

In view of earlier lapses and lacunas, it is indeed a great challenge to revive the trolley bus system. Recently, the cooperative sector managed Sajha Yatayat has already done a commendable job by operating its grounded buses.

The social cost incurred in the operation must be measured and evaluated with accepted efficiency of a limit and the satisfying the shortfall component beyond the given limit must be considered for subsidization. Electric power, the critical component for its operation, should be continuously supplied through the national grid under topmost priority. Any pre-noticed failure or interruption abruptly caused on the power supply must be compensated by the Nepal Electricity Authority in a business-like manner by developing a modality in consideration to potential losses and damages to the system in consequence. Similarly, a provision of deterrent fine and penalty should be incorporated in the existing Transport Act for regulating ticketless and under-paid commuters.

As public-sector management of the system has already proved a complete failure, the best alternative available is to involve the private sector along with employee participation. In this connection, an alternative modality would be leasing out the entire facility of the overhead track installations and infrastructure where potential investors may have an option under unified participation to ply their buses with their own driver and conductors under prescribed parameter, rule and tariff structure. However, the system being grounded for a long time, needs thorough examination, check-up, maintenance, repairs to the damages and deterioration of overhead track, sub-station, workshop and buses prior to starting operations. Similarly, the system should be developed into a cost profit center with a separate identity of its own and should not be tied up under any umbrella. As the existing stretch of 13 km does not penetrate into the city center on either side, the extension of pollution-free system to the possible stretch close to city centre in either side must be made under BOT system for long-term sustainability.

(The author is a former general manager of the Nepal Transport Corporation)