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By:

Bhaskar Nath Biswal

13 May 2026 at 8:30:30 pm

Dialogue, Not Disruption

The Union government’s latest initiative, the 'One Day, One University' programme, aims to deploy Union Ministers to higher education institutions across India on a daily basis to interact directly with Generation Z. As reported, this ambitious initiative seeks to create a direct channel between top policymakers and youth, allowing ministers to listen to student concerns, understand youth perspectives on national matters and raise awareness about government welfare schemes designed for...

Dialogue, Not Disruption

The Union government’s latest initiative, the 'One Day, One University' programme, aims to deploy Union Ministers to higher education institutions across India on a daily basis to interact directly with Generation Z. As reported, this ambitious initiative seeks to create a direct channel between top policymakers and youth, allowing ministers to listen to student concerns, understand youth perspectives on national matters and raise awareness about government welfare schemes designed for students. Spearheaded by Union Education Minister Pralhad Joshi and Youth Affairs and Sports Minister Mansukh Mandaviya, the program reflects a clear desire to engage young citizens where they are. Across the country’s vast educational ecosystem, spanning over 1,300 institutions including central, state, deemed and private universities, this direct reach initiative carries immense potential, provided it is executed with care for the core mission of academic institutions. The Promise of Direct Dialogue At its core, the policy holds significant promise. For decades, a noticeable disconnect has existed between policymaking hubs in New Delhi and the everyday realities experienced by students across various states. Having a Union Minister step onto a campus offers students a rare platform to present their views directly to those who formulate policy, bypassing administrative bureaucratic layers. Furthermore, such visits provide a valuable opportunity to inform students about relevant government schemes, grants and youth programs that might otherwise go unnoticed. When executed as a genuine, two-way exchange, this initiative can foster civic engagement, make young citizens feel heard and offer leaders direct insight into the aspirations, anxieties and constructive ideas of the nation’s youth. The Practical Bottlenecks on Campus While the intent to build bridges with youth is commendable, the operational realities of university campuses present serious practical challenges. Educational institutions are already grappling with frequent disruptions. Universities routinely organize a multitude of events, seminars, workshops and ceremonial functions every week or fortnight. Each event consumes critical academic working days and leads to lost instructional time, placing students and faculty under continuous pressure to complete syllabi and maintain research schedules. When a high-profile dignitary such as a Union Minister visits, these disruptions multiply significantly. University authorities often become absorbed in protocol preparations for three to four days prior to the event. Infrastructure maintenance, security reviews, venue setup and administrative meetings take precedence over regular academic duties. Furthermore, ministerial visits rarely occur in isolation; a considerable entourage of followers, security detail, party cadres and administrative staff typically accompanies them. The resulting commotion, heightened security cordons and elaborate stage arrangements convert a seat of learning into a temporary hub of political event management. These grand gatherings consume substantial public funds, precious time and administrative energy, often overshadowing the very objective of meaningful dialogue. Charting a Pragmatic Path Forward To achieve the genuine goals of the 'One Day, One University' initiative without compromising academic integrity, a fundamental shift in approach is required. The focus must pivot from grand public spectacles to understated, highly productive interactions. First, meetings between ministers and students should be stripped of high formal arrangements and stage-managed formalities. The emphasis ought to be on substantive conversation rather than ceremonial grandeur. To ensure academic schedules remain undisturbed, ministers should interact with students outside regular class hours, preferably in informal settings such as campus hostels, common rooms or university canteens. Such an unpretentious atmosphere encourages candid, unscripted feedback from students while keeping normal lecture hours intact. Second, official briefings with university authorities such as Vice-Chancellors, department heads, and faculty representatives should be conducted in closed meeting halls either strictly before or after scheduled academic hours. Closed-door interactions free from media grandstanding allow university leaders to present ground-level administrative, financial and infrastructural challenges accurately. Digital Feedback Channels: A Prevention Strategy To ensure that student voices are captured continuously without relying solely on physically demanding events, the government should establish official online feedback portals. Managed directly by the concerned ministry or designated nodal officers, these digital platforms would allow students, researchers and faculty members to submit their views, grievances and policy ideas in real time. Providing an accessible, transparent and direct line of communication with decision-makers serves as a vital safety valve for youth sentiment. By giving Generation Z a reliable digital avenue to express their perspectives and see their concerns acknowledged, the administration can proactively address dissatisfaction, thereby significantly reducing the need for students to take to the streets in disruptive rallies or public protests to make their voices heard. (The writer is a former college Principal and Founder of Supporting Shoulders, an Odisha-based non-profit Trust. Views personal.)

Dangerous Departures

Updated: Oct 30, 2024

Dangerous Departures

In yet another shocking incident adding to Mumbai’s infamous tryst with stampedes, chaos erupted at Mumbai’s Bandra Terminus following a weekend stampede that left at least ten persons injured, two critically so. A crowd surged toward the Gorakhpur-bound train with nearly 1,500 people vying for seats in 22 unreserved compartments, leading to the stampede. Several others narrowly avoided tragedy, with some even pushed onto the tracks. This is not a unique episode but rather a recurring theme in Mumbai’s bedevilled crowd management, one that has haunted the city’s public spaces, particularly as festive seasons magnify the crowds.


Mumbai is no stranger to stampedes. A horrifying incident in 2017 at Elphinstone Road Station left 23 people dead and nearly 50 injured. The cause was a familiar one: an overwhelming crowd confined to a narrow footbridge during peak rush hour. The tragedy sparked an outcry, with promises from authorities to upgrade infrastructure and enhance safety protocols. Yet seven years on, crowd-related incidents continue to be a constant danger. Today’s incident reveals a similar lapse—a lack of foresight in managing the thousands who gather on platforms ahead of Diwali, eager to return to family. That the Gorakhpur Express was unreserved and heavily crowded was predictable.


The issue lies beyond simply crowd density; it is emblematic of deeper systemic negligence. The Brihanmumbai Municipal Corporation (BMC), responsible for local public safety, along with the Railways Ministry, bear responsibility for ensuring order at such high-risk hubs. Although the BMC acknowledged the “festive rush,” it appears little was done to pre-empt it. Swift action could have been taken to either disperse the crowd or reroute passengers. Instead, chaos prevailed.


Political reaction has been swift but uninspiring. Aaditya Thackeray, son of Uddhav Thackeray, launched a scathing attack on the Union Railways Minister, Ashwini Vaishnaw, branding the incident a result of the minister’s “incapable” leadership. This hardly addresses the immediate need: a substantive plan to manage crowds and prevent similar incidents.


Mumbai’s transport infrastructure remains sorely outdated. Platforms are undersized, signalling systems frequently falter, and crowd control mechanisms are grossly inadequate. Despite repeated accidents, there has been little investment in comprehensive crowd management systems or the deployment of personnel trained in emergency response. While railway footbridges were widened after the Elphinstone tragedy, Bandra’s incident demonstrates that such incremental changes are insufficient. Mumbai, which sees a swelling populace during festivals, demands a robust strategy to address its vulnerabilities. This should include technology-driven crowd monitoring, clear communication channels to inform passengers of platform conditions, and additional security and medical staff on high-demand days. It is essential that crowd management training for personnel becomes a priority rather than a reaction to tragedies.

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