The Parivartan Slum Upgradation Programme of Ahmedabad City

The Parivartan Slum The Parivartan Slum Upgradation Programme of Upgradation Programme of

Ahmedabad CityAhmedabad City

A Presentation by:

Gujarat Mahila Housing SEWA Trust (MHT)404, Sakar IV, Opp. Town Hall, Ellisbridge,

Ahmedabad: 380 008. Gujarat State, INDIA.Phone: +91-79-6581659, 6576802 Telefax: 6589095

Web: www.sewahousing.org, Email: [email protected]

Urban Poverty - DominanceUrban Poverty - DominanceShift and Manifestation - 1Shift and Manifestation - 1

Distribution of Population living on less than $1 a day - 1987

Sub-Saharan Africa18.4%

Europe and Central Asia0.1%

Latin America and the Caribbean

5.4%

Middle East and North Africa0.8%

East Asia and Pacif ic35.3%

South Asia40.1%

Source: World Development Report, 2000-2001, 4.

Urban Poverty - DominanceUrban Poverty - DominanceShift and Manifestation - 2Shift and Manifestation - 2

Source: World Development Report, 2000-2001, Page 24.

Distribution of Population living on less than $1 a day - 1998

South Asia43%

Sub-Saharan Africa24%

Latin America and the Caribbean

7%

Middle East and North Africa

1%

Europe and Central Asia2%

East Asia and Pacif ic23%

Urban poverty is predominantly manifested in the spreading slum settlements. These slum settlements are characterised by lack of the most basic civic amenities - water supply, sewerage and sanitation, waste disposal, and electricity supply in their houses.

Informal Sector in Ahmedabad City, Informal Sector in Ahmedabad City, Gujarat State, INDIAGujarat State, INDIA

Seventh largest city in India and the second biggest trade center of western India.

Commercial capital of Gujarat, India Population - 3.5 Million Area - 190.84 sq.km. Decadal Growth Rate (1991 - 2001) - 22.20% Density/Sq.Km. - 18240 per sq.Km Informal Sector comprises 41% of the population. According to a GIDR study, they contribute to

77% of the employment and 46% of the income. Reside mostly in 1029 slums

Status of Civic AmenitiesStatus of Civic Amenities

Individual Water ConnectionNon Slum Settlement Slum Settlement

87% 23% No. of people per public water standpost: 133 Individual Toilet

Non Slum Settlement Slum Settlement73% 26%

Garbage Collection service available to only 65 percent of the slum population which was very irregular in nature.

Objectives and Partners of Objectives and Partners of ParivartanParivartan

Objectives: To improve the basic physical infrastructure

within the slums, and in the homes. To enhance the process of community

development. To build a city level organisation for

environmental upgradation. Partners:

Ahmedabad Municipal Corporation (AMC) SEWA Bank Gujarat Mahila Housing SEWA Trust (MHT) Community Private Sector

Parivartan Programme: Parivartan Programme: The Package of ServicesThe Package of Services

Water supply to individual households. Underground sewerage connection to individual

households. Toilets to individual households. Paving of internal roads; lanes and bylanes in

the slum localities. Storm water drainage. Street lighting. Solid waste management. Land scaping. Community development programmes are

initiated after infrastructure installation. An informal tenure of Ten years is provided to

the community.

Programme Costs and Partner Programme Costs and Partner Contributions in ParivartanContributions in Parivartan

Types of Services AMC(Rs.)

SEWA(Rs.)

PrivateSector(Rs.)

CommunityMembers

(Rs.)Physical Development(Rs. 6,000*)

2,000 — 2,000 2,000

CommunityDevelopment(Rs. 1000)

700 300 — —

Linkage with the maincity infrastructure(Rs. 3,000)

3,000 — — —

Household Toilets 4,500** — — —Community Corpus forMaintenance(Rs. 100 per hh)

— — — 100

* All figures are per household.** An independent scheme of AMC for providing toilets was

incorporated in Parivartan programme, in response to the community demand.

Role of Partners - 1: Role of Partners - 1: Ahmedabad Municipal CorporationAhmedabad Municipal Corporation Identify the slums which are to be upgraded

keeping in view the landuse policy Facilitate the partnership by bringing together

the partners Co-ordinate activities of all the partners Execute or facilitate the execution of the project

through private sector companies Provide its 1/3 share of internal infrastructure

and full cost of individual toilet and linkeges of external services with the slums.

Document and disseminate the knowledge gained through implementation

Integrate the community level infrastructure with the city level systems

Role of Partners - 2: Role of Partners - 2: NGO-MFI and Private SectorNGO-MFI and Private Sector

NGO-MFI Assist the community in the formation of

neighbourhood committees / associations. Motivate the slum dwellers to participate in the

project as partners Link community with other partners Facilitate access to micro-finance institutions as

SEWA Bank Private Sector

Contribute Rs. 2000/- towards a third of the cost of the physical services

Role of Partners - 3: Role of Partners - 3: CBOsCBOs

Form community based organisations with assistance of NGOs

Contribute 1/3rd of the on-site cost estimate Contribute Rs. 100 towards creation of

maintenance corpus Monitor the execution of works with and liase

with the AMC for effective implementation 500 more slums have been cleared for further

implementation by the AMC

Status Quo of Parivartan Status Quo of Parivartan ProgrammeProgramme

23 slums have been successfully upgraded 5200 families (30,000) people have contributed

Rs. 8 million (US$ 177778) for accessing the services of the programme

47 slums have been identified where community contracting approach is being considered for implementation. Works to be started in a month

Community Contributions for Community Contributions for ParivartanParivartan

To date 5200 families (30,000 people) have accessed Parivartan and have contributed Rs. 80 lakhs towards the Scheme.

Infrastructure Development in Infrastructure Development in ParivartanParivartan

As on December 2001, Parivartan has reached 47 slums, 9435 families and 56,610 people.

No. Type of I nfrastructure Quantity

1 Concrete Pathways 836.05 Cu. Mt.

2 Sewerage 19,614.2 R. Mt.

3 Water Supply Lines 23,084.71 R. Mt.

4 Electric Poles 432 Nos.

5 Garbage Bins 194 Nos.

6 Individual Toilets 2,438 Nos.

7 Stone Paving 10,867.55 Cu. Mt.

8 Gulli Traps 3,124 Nos.

9 Inspection Chambers 955 Nos.

10 Man Holes 420 Nos.

Impact - 1: Education Impact - 1: Education

Comparison of Literacy Rate Among School Going Children of Babalablabinagar (%)

15% of the respondents in Babalablabinagar stated that after Parivartan, they found time to prepare their children and escort them to school.

Frequent absenteeism of children from school which resulted into dropouts before Parivartan was reduced considerably.

Impact - 2.1: Productivity & Income Impact - 2.1: Productivity & Income

Increase in Average no. of Working Hours in Babalablabinagar

Impact - 2.2: Productivity & Income Impact - 2.2: Productivity & Income

Income Before and After Parivartan in Babalablabinagar (%)

There has been a significant decrease in the proportion of very low income group (Rs. 1000 per month) and a corresponding increase in the middle income group. (Rs. 1000 to 2000).

Impact - 3.1: HealthImpact - 3.1: Health

Comparison of Respondents Taking Daily Bath Before and After Parivartan in Babalablabinagar (%)


Incidence of Illness Before and After Parivartan in Babalablabinagar (%)


Types of Illness and Their Prevalence in Babalablabinagar Before and After Parivartan (%)


Average Monthly Expenditure Towards Health Before and After Parivartan - Babalablabinagar (in Rs.)

Impact - 4.1: Impact - 4.1: Social Status & EmpowermentSocial Status & Empowerment

94% percent respondents in Babalablabinagar and 100 percent from Sinheshwarinagar that their social status had risen.

The same percent stated that their family lives had become more harmonious.

Earlier women used to spend 15 Rs. to get a bucket of water. Now they supply water to the adjoining Madrasi Ni Chali.

They do not have to compromise on their privacy and dignity.


Marriage opportunities have increased. The CBO’s in both the slums have exercised

their discretion and withheld a part of their contribution to the AMC till the water pressure was adequate in their areas.

The CBO in Sinheshwarinagar provided a guarantee for 7 women residents of the slum who had taken loan for Parivartan.

In Sinheshwarinagar, the residents has got household electricity connection through another scheme of the State Government.


17% women in Sinheshwarinagar, have taken loans to upgrade their houses.

100% households in Sinheshwarinagar have have invested in constructing water storage structures.

30% of women in Madrasi Ni Chali and Sinheshwarinagar have joined the “Jeevan Aasha” daily scheme of the SEWA Bank.

Impact - 4.4: Impact - 4.4: Social Status Social Status & Empowerment& Empowerment

Impact - 4.5: Impact - 4.5: Social Status Social Status & Empowerment& Empowerment

Photocopy of the application of the Sinheshwarinagar CBO to AMC requesting to assess them for water tax.

(Original Application

)

English Translation

IF 500 Slums are covered, (considering average 200 HHs) revenue through porperty tax expected per year is Rs. 2.64 Cr (at minimum tax slab of Rs. 264/-) In addition Rs. 100 per HH for water tax = 1Cr..

Impact - 5: Impact - 5: Development of New PartnershipsDevelopment of New Partnerships

Parivartan has set stage of partnership with the Ahmedabad Electricity Company (AEC) which is a private sector company to undertake legal slum electrification

1000 households have been electrified and people have contributed Rs. 2 million (US $ 44444) towards electrification.

The Holistic ImpactThe Holistic Impact

Social: More relatives visiting. Better chances for childrens'

marriage. Less harassment, quarrels, more

privacy and dignity. Improved neighbourhood relations. Higher status and greater respect

in the caste / community. Reduced tensions in family and

marital life.

Health: Less expenditure on illness. Reduced incidence of

illness. Better cleanliness and

personal hygiene Cleaner surrounding

environment.

Policy and Administration: AMC giving priority to Parivartan slums for other schemes and

programmes. Speedy repairs and maintenance of amenities. Involvement of MHT in other development programmes. Extension of Parivartan from one pilot slum in 1995 to 59 slums by

2001 and approval for 400 slums. Adaption, extension, replication of Parivartan model to six

municipal corporations and 20 towns in process. Participation of MHT and representatives of Parivartan CBO's in the

state government's policy making body on slum development.

Attitude: Optimistic, positive ethos in the

community. Urge for better living conditions.

(e.g. investing in better houses) Guiding other slums about

Parivartan. Increased receptivity to

development activities.

Empowerment: Formation of CBOs

Awareness and assertionof rights.

Greater access to localauthorities.

Better response from localauthorities.

Income and Productivity: More working hours.

I ncreased income.

I ncrease in asset value.

Less harsh workingconditions.

Education:

Increase in schoolattendence.

More attention tochildren's education.

Some Challenges to the Local Government Some Challenges to the Local Government and How They Were Overcome Due to and How They Were Overcome Due to Successful Partnership with People’s Successful Partnership with People’s

Organisation - 1 Organisation - 1 Issues of Land Ownership

75% of the Slums settlements are on private lands in Ahmedabad City.

The local body exploited the Bombay Provinces Municipal Corporation Act under which it is mandatory for the state to provide basic services irrespective of land status. The Act states that local bodies may spend upto 10% of their budget on the provision

The elected councilors are allocated financial budgets for development of their constituencies where the preference was to provide paved roads and street lights not considering ownership

In most cases there was either fake ownership of slum lords or the ownership was untraceable.

Some Challenges to the Local Some Challenges to the Local Government and How They Were Government and How They Were

Overcome Due to Successful Partnership Overcome Due to Successful Partnership with People’s Organisation - 2 with People’s Organisation - 2

Issues of Land Ownership (cont…) In some cases the open land allocated for

agricultural purpose was sold by the private land owner to slum dwellers, where the housing structures were constructed by the residents

The slums on the Ahmedabad Municipal Corporation’s land which were not reserved for Public purpose were cleared for slum upgradation.

The local community based organisation was delivered a written assurance that they will not be evicted by the Municipal Corporation

In situ slum upgradation and only provision of basic services has ensured that the residents do not succumb to market pressures for selling.

Approach to Maintenance of ServicesApproach to Maintenance of Services

Community approach to household level services

Minor maintenance to be undertaken by the residents, where the role of an NGO is important

Upscaling of the Programme: Upscaling of the Programme: A Major ChallengeA Major Challenge

A Special Purpose Vehicle in the form of a slum upgradation society is in the process of being established

MHT and SEWA Bank are on the Governing Board of the SPV

SEED Capital of Rs. 10 crore (US$ 2.2 million) will be provided by the Municipal Corporation annually to the SPV. The SPV shall be an autonomous body within the corporation

500 slums have already been cleared by the corporation for upgradation

Impact on the State Government Impact on the State Government Administration and Policy - 1Administration and Policy - 1

The Gujarat State Slum Development Policy in in the process of finalisation, based on the Parivartan experience.

MHT, SEWA and two CBOs promoted by MHT are on the Steering Committee meant to guide the process of policy formulation

Salient Features of the Policy - 1.1Salient Features of the Policy - 1.1

The state slum development policy will be accompanied with an implementation strategy

In-situ upgradation shall be preferred to relocation

Partnership concept to slum upgradation is recognised

The Government shall assist the CBOs in transfer of titles to the slum dwellers through negotiated settlements with the owner at a price not exceeding 33% of the market value

The ownership will be joint with first name of women

A Note Worthy Feature of the A Note Worthy Feature of the Programme: Programme:

Partnership Approach to Slum Partnership Approach to Slum Upgradation - 1Upgradation - 1

A multi-level multifaceted and reasonably long partnership between local body, private sector, NGO, MFI and people.

Formulation of SPV has involved taking risk on the part of government officials who had to deal with resistance and criticism from technical and political personnel.

The partnership has enabled the government to be proactive in finding via media ways within the legal framework for successfully implementing the programme.

A Note Worthy Feature of the A Note Worthy Feature of the Programme: Programme:

Partnership Approach to Slum Partnership Approach to Slum Upgradation - 2Upgradation - 2

There is a mutuality in the relationship. MHT and SEWA are participating in the governments advisory and decision making bodies, carrying out studies, evaluations and preparing proposals for the government for international funding as well.

MHT-SEWA and CBOs have not only carried out the programme for the government but effectively influenced Government policies and procedures

Learning from the Parivartan ProgrammeLearning from the Parivartan Programme

In developing countries governments are faced with increased pressure for privatisation of services in the context of globalisation

However, experience has illustrated that more often than not the government has proved weak in regulating such initiatives in the favour of the poor which leaves them out from the developmental process and increases corruption

Given this scenario a better alternative could be a partnership between formal or informal organisations, peoples representatives, capable and credible NGOs. Then the chances of local governing authorities effectively impacting the urban poverty programmes and urban poor are high......This is the learning of the Parivartan Programme.

The Parivartan Slum Upgradation Programme of Ahmedabad City

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