Peer Experience And Reflective Learning (PEARL)...

Urban InitiativesS Urban InitiativesI

V E

(PEA

RL) Volume 4

A T

ILE

ARN

ING

I

T I

LECT

IVE

L

Peer Experience And Reflective

Learning (PEARL)Under

I N

IE

AND

REF

Under

JnNURM

A N

XP

ERIE

NCE

National Institute of Urban Affairs

U R

B

PEER

EX

March 2011U

P E A R L Urban Initiatives, Vol. 4

National Institute of Urban Affairs (NIUA), New Delhi i

PEER EXPERIENCE AND REFLECTIVE LEARNING (PEARL)

URBAN INITIATIVES Under

JNNURM Volume 4

Submitted To

Ministry of Urban Development

Government of India

Compiled By

National Institute of Urban Affairs Core 4B, I & II Floor, India Habitat Centre, Lodhi

Road, New Delhi-110003 Ph: 011-24627543, 24643284,

Fax: 011-24617513 Website: www.indiaurbanportal.in

www.niua.org

March 2011


National Institute of Urban Affairs (NIUA), New Delhi ii

PEER EXPERIENCE AND REFLECTIVE LEARNING (PEARL)

URBAN INITIATIVES

UNDER JNNURM

Volume 4

Team Members

P r o f . V . K . D h a r P r o f e s s o r & P r o j e c t C o o r d i n a t o r M s . N i l a n j a n a D a s g u p t a S u r R e s e a r c h F e l l o w & A s s t . P r o j e c t C o o r d i n a t o r M s . P o o r n i m a S i n g h R e s e a r c h A s s o c i a t e M s . S h i l p i R o y R e s e a r c h A s s o c i a t e M s . I n d u S e n a n R e s e a r c h A s s i s t a n c e

Advisor

P r o f . C h e t a n V a i d y a D i r e c t o r , N I U A


National Institute of Urban Affairs (NIUA), New Delhi iii

Preface The Government of India has launched the Jawaharlal Nehru Urban Renewal Mission

(JNNURM) on 3rd December 2005 with an envisaged investment to address deficiencies in

urban infrastructure and service delivery. The goal of the mission is to achieve "reforms-

driven", fast-track and planned development in 65 identified mission cities in the country.

The mission also has a number of innovative elements. Some of these are the Peer

Experience and Reflective Learning (PEARL) programme to foster cross learning and

knowledge sharing among the mission cities; Credit rating of ULBs to establish their

creditworthiness in the market; Focus on PPP to improve service delivery; Service level

benchmarks to improve the efficiency in delivery of basic services in cities; and ranking of

Cities.

Overall Gujarat, Maharashtra, Andhra Pradesh, Karnataka, West Bengal and Tamil Nadu

have made very good progress. The implementation of JNNURM projects in States like

Madhya Pradesh, Orissa, Uttar Pradesh, Punjab and Haryana is satisfactory. However, the

pace has been slow in the north-eastern States, Jammu & Kashmir, Uttarakhand,

Jharkhand and Bihar. In a nutshell the mission is a wonderful opportunity for the mission

cities to access central funds for urban renewal projects. Some of the cities have already

started to think big and have initiated many mega projects.

PEARL has already documented three volumes of these urban initiatives carried out in

JNNURM cities covering a wide range of topics viz. use of new technologies, urban

governance, reforms, Public-Private Partnerships, service delivery, shelter and security of

tenure, livelihood including micro credit, social development, urban mobility, urban

environment, standardization, community development, awareness raising, capacity

building, etc.

This is the forth volume of “Urban Initiatives” Report on projects taken up by mission cities.

This is an inventiveness to highlight some of the admirable and creditable work being done

by the Cities. The documentation is expected to serve as a source of learning and sharing of

experiences. We are thankful to the Ministry of Urban Development for this opportunity of

being the National Coordinator for the PEARL Programme.

Prof. Chetan Vaidya Director NIUA


National Institute of Urban Affairs (NIUA), New Delhi iv

Acknowledgement This forth volume of the “Urban Initiatives” Report is prepared for “Peer Experience and

Reflective Learning” (PEARL) Project under the flagship programme on JNNURM. As most

of the case studies presented in the report are documentation of new urban projects and

programmes initiated by the Urban Local Bodies, we prefer to rename our report as “Urban

Initiatives” Report rather than “Documentation of Best Practices”.

The team acknowledges the support and guidance provided by the Ministry of Urban

Development to PEARL. We are grateful to Shri. Navin Kumar, IAS, Secretary (Urban

Development), for his invaluable guidance and encouragement. Acknowledgments are also

due to Mr. P. K. Srivastava, Joint Secretary & Mission Director, JNNURM, Ministry of Urban

Development, for his valuable inputs, guidance and cooperation. We would also like to

specially thank the Contributors, for providing necessary data, information, facilitation and

cooperation throughout the assignment. Therefore acknowledgements are due to: Shri.

Asheesh Sharma, Mr. Anubhav Shrivastava, Dr. A. Rajendra Krishna, Ms. Brinda Sastry, Mr.

B D Sanap, Mr. Champaka Rajagopal, Mr. Chetan Zaveri, Mr. H. S. Dhaka, Shri Manish

Singh Shri M. K. Das, Mr. Mahesh Zagade, Shri. Nilkanth Poman, Mr. R. A. Rajeev, Mr. R.

Senthil Kumar, Shri. R.Sasikala, Mr. Radhesh Kalra, Dr. Sunil K. Pareek, Ms. S. Aparna,

Shmt. S. Ahila Devi, Dr. Sameer Sharma, Ms. Surbhi Goel, Prof. V. Gnaneshwar, Shri. V. N.

Vishn and City Managers Association Orissa.

I also thank our colleagues at the Institute, who had been instrumental in providing services

for the successful completion of the report. I would like to acknowledge the hard work put in

by Ms. Nilanjana Dasgupta Sur for compiling, editing, layout and graphic designing of the

entire Report. My sincere gratitude and appreciation also goes to key members of the

project, Ms. Poornima Singh and Ms. Shilpi Roy of the Institute who contributed in

documentation and preparation of the Report. The entire work was immensely benefitted by

the guidance and strategic support provided by Prof. Chetan Vaidya, Director NIUA.

Prof. V. K. Dhar PEARL Project Coordinator


National Institute of Urban Affairs (NIUA), New Delhi v

List of Abbreviations A D B Asian Development Bank A M C Annual Maintenance Contract A P S Auxiliary Pumping Stations A S R Area Sabha Representative B M C Bhopal Municipal Corporation B M C Bhubaneswar Municipal Corporations B O D Biochemical Oxygen Demand B P T S L Bhubaneswar-Puri Transport Services Limited B S N L Bharat Sanchar Nagar Limited B S U P Basic Services for the Urban Poor C & D Construction and Demolition C A A Constitutional Amendment Act C B O Community Based Organization C C C City Civic Centers C C P City Corporate Plan C D M Clean Development Mechanism C D P City Development Plan C F C Citizen Facilitation Centre C O D Chemical Oxygen Demand C P F Community Participation Fund C P H E E O Central Public Health and Environmental Engineering Organisation C P L Community Participation Law C R I S I L Credit Rating and Information Services of India Ltd. C S C Common Service Center C V C Central Vigilance Commission C V T C City Technical Volunteers Corps D B O O T Design, Build, Own, Operate and Transfer D C A Document Content Architecture D P R S Detailed Project Reports E L S R S Elevated-level Service Reservoirs E P C Engineering, Procurement and Construction E R P Enterprise Resource Planning E S R Electric Service Requirements E W S Economically Weaker Section F E P Front End Processor F R P Fibre-Reinforced Plastic G I S Geographical Information System G O I Government of India G O M Government of Maharashtra G O O Government of Orissa G P C B Gujarat Pollution Control Board G V M C Greater Visakhapatnam Municipal Corporation H D C A Human Development and Capability Association H R D Human Resource Development


National Institute of Urban Affairs (NIUA), New Delhi vi

I C B Industry Classification Benchmark I E D Intelligent Electronic Device I L & F S Infrastructure Leasing & Financial Services I S W M Integrated Solid Waste Management I T Information Technology J M C Jaipur Municipal Corporation J N N U R M Jawaharlal Nehru National Urban Renewal Mission K M S Knowledge Managers K N A Knowledge Needs Assessment K N S U Knowledge Network Support Unit L A N S Local Area Networks L P C D Litres per Capita per Day M B B R Moving Bed Bio Reactor M C G M Municipal Corporation of Greater Mumbai M I S Management Information System M M C Madurai Municipal Corporation M O H U P A Ministry of Housing and Urban Poverty Alleviation M O U D Ministry of Urban Development M S W Municipal Solid Waste N E North-East N E G P National e-Governance Plan N M A M National Municipal Accounting Manual N M C Nashik Municipal Corporation O & M Operation and Maintenance O P D S Out-Patient Departments P C M C Pimpri Chinchwad Municipal Corporation P E A R L Peer Experience and Reflective Learning P H E Public Health Engineering P M C Project Management Consultancy P P P Public – Private Partnership R D F Refuse Derived Fuel R F P Request For Proposal R F Q Request For Quotation R I D Resident Identification Numbers R M C Ready Mixed Concrete R U I D P Rajasthan Urban Infrastructure Development Project R W H Rain Water Harvesting S C A D A Supervisory Control and Data Acquisition S I C Slum Information Centre S L A Service Level Agreement S L F Sanitary Landfill Facilities S L S C State-level Steering Committee S M C Surat Municipal Corporation S S L M/s Somish Solutions Ltd S T P Sewage Treatment Plant T D M transportation demands management T V K Thenmadurai Vattara Kalanjiam


National Institute of Urban Affairs (NIUA), New Delhi vii

U A S B Up-flow Anaerobic Sludge Blanket U D P F I Urban Development Plans Formulation and Implementation U F W Unaccounted-for Water U I G Urban Infrastructure and Governance U L B S Urban Local Bodies U N F C C C United Nations Framework Convention on Climate Change U P L United Phosphorus Limited V M C Vijayawada Municipal Corporation V M S S Vadodara Mahanagar Seva Sadan V P N Virtual Private Network (VPN) W B M Water Bound Macadam


National Institute of Urban Affairs (NIUA), New Delhi viii

Our Contributors

1. An Innovative IT Solution for Improving Urban Water Supply Management through Supervisory Control and Data Acquisition (SCADA), Vijayawada, Andhra Pradesh; Prof. V. Gnaneshwar

Regional Centre for Urban and Environmental Studies, Osmania University, Hyderabad.

2. Sustainable Water Supply Operations through Supervisory Control and Data Acquisition (SCADA) System, Pimpri Chinchwad, Maharashtra; Shri. Asheesh Sharma, Commissioner, and

Shri. Nilkanth Poman, JNNURM Coordinator, Pimpri Chinchwad Municipal Corporation, Pimpri.

3. Water Supply in Gas Affected Areas in Bhopal, Madhya Pradesh; Shri Manish Singh

Commissioner and Mr. Anubhav Shrivastava, Project Coordinator, JNNURM, Bhopal Municipal

Corporation, Bhopal.

4. Sewerage Project at Jaipur City, Rajasthan; Dr. Sunil K. Pareek, Coordinator, CMAR and Mr. H. S.

Dhaka, Procurement Specialist, PIU, JNNURM, Jaipur Municipal Corporation, Jaipur.

5. Electricity Generation from Sewage Treatment Plant at Vadodara City, Gujarat; Shri M. K. Das

IAS, Municipal Commissioner, JNNRUM Cell, Vadodara Municipal Corporation.

6. Pal and Palanpore Water Supply and Sewerage System in Surat City, Gujarat; Ms. S. Aparna

IAS, Municipal Commissioner, Surat Municipal Corporation, Surat.

7. Protecting a Canal from Garbage Dumping and Ensuring Quality Drinking Water to Slum Dwellers, Madurai, Tamil Nadu; Shmt. S. Ahila Devi, Managing Director, Sellur Vattara Kalanjiam,

Madurai.

8. Gorai Dumping Ground – An Urban Rejuvenation Project, Mumbai, Maharashtra; Mr. R. A.

Rajeev, Additional Municipal Commissioner, Municipal Corporation of Greater Mumbai and Mr.

Chetan Zaveri, Vice President & Regional Head, IL&FS Ecosmart Limited.

9. Solid Waste Management at Nashik City, Maharashtra; Mr. B D Sanap, IAS, Nashik Municipal

Commissioner, Nasik.

10. Implementation of Solid Waste Management in Thideer Nagar Slum, Madurai, Tamil Nadu; Mr.

R. Senthil Kumar, Madurai Municipal Corporation.

11. Bhubaneswar Puri Public Transport System, Bhubaneswar, Orissa; City Managers Association

Orissa, Bhubaneswar Development Authority, Bhubaneshwar.

12. Integrated Infrastructure Development of Slum & Poor Locality, Bhopal, Madhya Pradesh; Shri

Manish Singh, Commissioner and Mr. Anubhav Shrivastava, Project Coordinator, JNNURM, Bhopal

Municipal Corporation, Bhopal.

13. Establishing Slum Information Centre for Slum Dwellers under Community Participation Fund under JNNURM, Madurai, Tamil Nadu; Shri. R.Sasikala, Managing Director, Kalanjiam Foundation,

Jaihindpuram Vattara Kalanjiam, Madurai.

14. Efficient Health Care Management System through Service to Urban Poor, Pimpri Chinchwad, Maharashtra; Mr. Mahesh Zagade, Municipal Commissioner, Pune Municipal Corporation, Pune.

15. Capacity Building through HRD Practices in Greater Visakhapatnam Municipal Corporation (GVMC), Visakhapatnam, Andhra Pradesh; Shri. V. N. Vishnu, IAS, Commissioner and Dr. A.

Rajendra Krishna, HRD Consultant, Greater Visakhapatnam Municipal Corporation, Visakhapatnam.


National Institute of Urban Affairs (NIUA), New Delhi ix

16. Community participation in the functioning of Urban Local Bodies, Hyderabad, Andhra Pradesh; Dr. Sameer Sharma I.A.S, Commissioner, Greater Hyderabad Municipal Corporation,

Hyderabad.

17. E-Governance Reforms, Surat, Gujarat; Ms. S. Aparna IAS, Municipal Commissioner, Surat

Municipal Corporation, Surat.

18. Implementation of Enterprise Resource Planning (ERP) Solution, Common Service Center & MIS Reforms, Kurali, Punjab; Mr. Radhesh Kalra, Executive Officer, Municipal Council Kurali, and

Ms. Surbhi Goel, ERP Team, M/s Somish Solutions Ltd., New Delhi.

19. Stakeholder Participation Process for preparing Detailed Project Reports (DPRs) under JNNURM, Panaji, Goa; Mr. Champaka Rajagopal, Principal, Urban Study and Consulting Group SCE

India Pvt. Ltd.and Ms. Brinda Sastry, Consulting Urban Designer and Planner.

20. Living Heritage Streets at Bhubaneswar City, Orissa; City Managers Association Orissa,

Bhubaneswar Development Authority, Bhubaneswar.


National Institute of Urban Affairs (NIUA), New Delhi x

Index P R E F A C E I I I

A C K N O W L E D G E M E N T I V

A B B R I V I A T I O N S V

O U R C O N T R I B U T O R S V I I I

I N D E X X

I N T R O D U C T I O N 1 - 2

W A T E R S U P P L Y 3 - 1 8

* An Innovative IT Solution for Improving Urban Water Supply Management through

Supervisory Control and Data Acquisition (SCADA): The Case of Vijayawada

Municipal Corporation, Andhra Pradesh

* Sustainable Water Supply Operations through 100% Metering and Billing, Online

Payment Collections & Supply Management of Water Districts through Supervisory

Control and Data Acquisition (SCADA), Pimpri Chinchwad, Maharashtra

* Water Supply in Gas Affected Areas in Bhopal, Madhya Pradesh

S E W E R A G E / D R A I N A G E 1 9 - 3 6

* Sewerage Project at Jaipur City, Rajasthan

* Electricity Generation from Sewage Treatment Plant at Vadodara City, Gujarat

* Pal and Palanpore Water Supply and Sewerage System in Surat City, Gujarat

* Protecting a Canal from Garbage Dumping and Ensuring Quality Drinking Water to

Slum Dwellers, Madurai, Tamil Nadu

S O L I D W A S T E M A N A G E M E N T 3 7 - 5 3

* Gorai Dumping Ground – An Urban Rejuvenation Project, Mumbai, Maharashtra

* Solid Waste Management at Nashik City, Maharashtra

* Implementation of Solid Waste Management in Thideer Nagar Slum, Madurai, Tamil

Nadu

P U B L I C T R A N S P O R T S Y S T E M 5 4 - 5 6

* Bhubaneswar - Puri Public Transport System, Orissa

U R B A N P O V E R T Y 5 7 - 7 0

* Integrated Infrastructure Development of Slum & Poor Locality, Bhopal, Madhya

Pradesh

* Establishing Slum Information Centre for Slum Dwellers under Community

Participation Fund under JNNURM, Madurai, Tamil Nadu

* Efficient Health Care Management System through Service to Urban Poor, Pimpri

Chinchwad, Maharashtra


National Institute of Urban Affairs (NIUA), New Delhi xi

U R B A N R E F O R M S 7 1 - 9 7

* Capacity Building through HRD Practices in Greater Visakhapatnam Municipal

Corporation (GVMC), Visakhapatnam, Andhra Pradesh

* Community participation in the functioning of Urban Local Bodies in Hyderabad,

Andhra Pradesh

* E-Governance Reforms, Surat, Gujarat

* Implementation of Enterprise Resource Planning (ERP) Solution, Common Service

Center & MIS Reforms, Kurali, Punjab

* Stakeholder Participation Process for preparing Detailed Project Reports (DPRs)

under JNNURM, Panaji, Goa

D E V E L O P M E N T O F H E R I T A G E A R E A S 9 8 - 1 0 0

* Living Heritage Streets at Bhubaneswar City, Orissa

A N N E X U R E S 1 0 1 - 1 0 8


National Institute of Urban Affairs (NIUA), New Delhi 1

Introduction Background In December 2005, Government of India (GOI) launched the Jawaharlal Nehru National Urban Renewal Mission (JNNURM) to boost urban development. JNNURM consists of two sub-missions, Urban Infrastructure and Governance (UIG) and Basic Services for the Urban Poor (BSUP), and these are being implemented by Ministry of Urban Development (MoUD) and Ministry of Housing and Urban Poverty Alleviation (MoHUPA), GoI, respectively. The JNNURM provided support for allocation of substantial central financial assistance to cities for infrastructure, housing development and capacity development. It also specified a list of governance and reforms to be undertaken by States and Urban Local Bodies (ULBs) as conditions for the financial assistance. A total of 23 reforms are envisaged for JNNURM under two heads — mandatory and optional. The assistance under the programme is provided after approval of City Development Plans and signing of Memorandum of Agreements for reforms. Capacity Building of Municipal Staff, Elected Representatives and State Level Nodal Agencies is recognized as an urgent imperative under the programme. This shall facilitate effective implementation of radical urban reforms and infrastructure projects. In this direction a number of initiatives have been undertaken by MoUD amongst which “Peer Experience and Reflective Learning” Programme is one of them. Peer Experience and Reflective Learning Programme “Peer Experience and Reflective Learning” (PEARL) is an initiative under JNNURM to support cities to actively pursue activities in implementation of the projects and reforms. The objective of PEARL is to create manageable networks between JNNURM cities for cross learning and knowledge sharing. The PEARL Initiative was launched on 31st January 2007 at Hyderabad and five

Groups/Networks amongst JNNURM cities having similar socio-economic profile, complexities of urban problems and issues, size and urban growth patterns, along with natural affinity to peer pair were formed. Knowledge Managers (KMs) and Network Conveners for each group were identified. A sixth group for the North-East (NE) Cities has also been created to guide, generate awareness and bring NE cities together into a common platform for cross-learning and knowledge sharing. Progress So Far This programme has achieved the following key milestones: * National and Group Workshops have

been held in New Delhi, Madurai, Hyderabad, Ahmedabad, Shillong and Chandigarh.

* PEARL website (India Urban Portal – www.indiaurbanportal.in) is operational with Central Management System and linked with JNNURM website. The website covers all mission cities under JNNURM. Updates on best practices in projects, reforms (central, state and ULBs) and innovations etc. are regularly updated in the website. Monthly hit of 2, 00,000 in March 2011 is being reached (Annexure 1). A 24x7 help desk facility is also provided through PEARL in collaboration with the Urban Resource Link of Administrative Staff College of India, Hyderabad.

* Documentation of best practices in planning and implementation of urban infrastructure projects, reforms, innovations, among others is in progress and is disseminated for cross learning among cities. The first, second and third best practices reports have been published and disseminated among important stakeholders. Many ULBs and Institutions have already shown interest and have been found suitable for documenting best practices report.

* “PEARL Update” is the Newsletter of PEARL. Issues in English and in Hindi


2 National Institute of Urban Affairs (NIUA), New Delhi

of the Newsletter have been published and circulated.

* Other Activities

• The Cities Alliance is providing support to PEARL through Knowledge Network Support Unit (KNSU). The objectives of the KNSU are -

⁻ Assess knowledge needs of the network

⁻ Capacity building of cities to implement reforms and projects

⁻ Develop the network for horizontal learning

⁻ Link with national and international networks

⁻ Provide inputs for national urban strategy.

• A knowledge sharing workshop on

“Strengthening Peer Learning Networks in the Indian Urban Sector” was held at Goa on 23rd and 24th July 2010 to share and learn from experiences of similar networks in other countries and strengthen PEARL network. The Workshop included experience sharing from Brazil, South Africa, Bangladesh and Philippines on peer learning.

• A study on Knowledge Needs Assessment (KNA) for JNNURM cities is under preparation.

• United States Agency for International Development, Department for International Development, Water and Sanitation Program, Asian Development Bank, World Bank Institute have agreed to provide support to PEARL.

Urban Initiatives Report: Volume 4 State Governments and ULBs have initiated reform processes to improve the level of financial sustainability, urban governance and service delivery. These success stories are being encouraged by the MoUD through various initiatives like the National Urban Water Awards and the JNNURM Awards to the Cities. These urban initiatives are also being documented for horizontal learning among cities. The first best practices report, included a cross-section of categories such as Sectors/ Services (Water Supply, Solid

Waste Management, Sewerage/ Drainage, Roads/ Flyovers, and Public Transport System), Urban Reforms, Public-Private Partnership, Urban Poverty, Disaster Management and Environment (Annexure 2). The second best practices report was a tribute to the successful achievements made by the Mission Cities in achieving the goals, on the eve of the fourth anniversary year of JNNURM. The motivation has been to focus on good practices in Urban Reforms at State and City Level. This included case studies from State level (Karnataka, Andhra Pradesh, Orissa, and Tripura) to ULB levels (Ahmedabad, Surat, Pimpri Chinchwad, Bangalore, Hyderabad, Kanpur and Pune) to cover optimum level of convergence and synergy from JNNURM cities (Annexure 3). The third best practices report was another stepping stone in the process. This document had covered the success stories of various state ULBs from Andhra Pradesh, Gujarat, Haryana, Karnataka, Maharashtra, Orissa, Punjab, Uttar Pradesh and West Bengal (Annexure 4). The present “Urban Initiatives” report is to highlight some of the admirable and creditable work being done by the cities in India. This covers initiatives undertaken by cities in the fields of water supply, sewerage, solid waste management, public transport, heritage, urban poor, urban reforms, etc. These are structured in the standard format as developed under PEARL that includes the process, results achieved, sustainability, lessons learnt, recognition, and replicability of the urban initiatives (Annexure 5).

Documentation of Best Practices, Vol. 3

P E A R L

Urban Initiatives, Vol. 4P E A R L

P E A R L

WWATER ATER SSUPPLYUPPLY

National Institute of Urban Affairs (NIUA), New Delhi



Title of Best Practice: An Innovative IT Solution for Improving Urban Water Supply Management through Supervisory Control and Data Acquisition State/City: Andhra Pradesh - Vijayawada BP Code: SSS-WS-9##-0102-0311 Previous Status The Vijayawada Municipal Corporation (VMC) is spread over an area of 58 sq. kms. The city is divided into 59 political wards. VMC has introduced several e-Governance and other reforms in the municipal governance to realize the objectives of the flagship programme Jawaharlal Nehru National Urban Renewal Mission (JNNURM). Online citizen grievance redressal system, property tax reform and introduction of the accrual double entry accounting system, Information Technology (IT) enabled Management Information System (MIS) and Supervisory Control and Data Acquisition (SCADA) system are some of the important initiatives in this respect. The basic problem of water supply in VMC is the lack of accurately measured data on various parameters of supply viz., flow, overflows, leakages, chlorine level, etc. In fact, huge quantities of treated water were wasted due to overflow and leakages at the service reservoirs. A pilot study was conducted at Governerpet before implementation of the SCADA project that highlighted the problems in water supply. For instance, the pilot study revealed that about 13,138 kiloliters of purified water was leaked out from the reservoir at Governerpet during a month of observation which worked out to a loss of ` 3,15,000 per reservoir per year in one financial term. The main problems identified were incomplete closing of the valves, no timely maintenance of valves, etc. Further, the water was overflowed at the reservoir due to no timely closing of valves in the absence of overflow indication and alert mechanism available. The SCADA System had emerged as a great potential area in real time monitoring and control of the distribution systems through state-of-the art. It is in this backdrop, Water SCADA of the VMC becomes significant. New Approach The water SCADA project is a part of the total JNNURM project of the VMC. The cost of the project is about ` 5.4 crores including the

capital cost of `4.8 for installation. The project is of four years duration. The first year was for implementation and installation of the project and the following three years was for contract maintenance. The Efftronics Systems Pvt. Ltd., Vijayawada executed the project and had a long experience in the signaling system. Goals of the Project The main purpose of the project was to acquire critical data online by accurate measurement and generate reports for taking timely corrective measures by the water supply officials on parameters like flow, levels and chlorine accumulation. The specific objectives identified were: * Ensuring quality from source to the end

user by an online measurement and monitoring system.

* Rationalization of existing distribution to avoid imbalances created by excess supply in one area and shortfall in other areas.

* Reducing unaccounted for water. * Reduction/optimization in unit cost of

production. * Complete elimination of overflows upto 0%

level. * Rationalization of fillings of Elevated-level

Service Reservoirs (ELSRs) / Boosters. Implementation Strategies The focus of the project has been on the data based management. A comprehensive online data and information base was set-up with tested software and equipment. IT enabled solution was the prime strategy adopted in the entire exercise. The project involved several dimensions of MIS: data acquisition; installing measurement equipment on identified parameters; networking; report generation; and online monitoring. Each dimension has been detailed out below: Data Acquisition Data acquisition is one of the major phases in the Water SCADA project. Various parameters



concerning the measurement of the quantity, quality and controlling were logged after due validation, processing, time stamping and storing. * Parameters logged for quantity

measurement were flow rate and level. * Parameters logged for quality

measurement were free residual chlorine parts per million (ppm) at water treatment plant and free residual chlorine ppm at ELSR filling period and also during distribution time.

* Parameters logged for improvement of the plant / booster station operation were power consumption of pumps and pressure head on the pumps.

* Parameters logged for controlling were pump on/off status, pump parameters: frequency, amplifiers, revolutions per minute (rpm) and valve position.

Instrumentation Following measuring equipment were installed to measure on the above parameters.

Table 1: Measuring Equipments

Sr. No.

Equipment

Principle

Advantage

1. Flow

Meter

Ultrasonic principle or magnetic field principle

* To measure outlet flow rate at plant, reservoir inlet and outlet flow rate

* To measure flow rate at junction points to identify UFW.

2. Level Meter

Ultrasonic principle

* To measure depth of water in the reservoir.

* To measure depth of water in the sump with respect to plant

3. Chlorine Analyzer

Diethyl-P-Phenylenediamine (DPD) method

* To measure free residual chlorine at the plant outlet, reservoir inlet and reservoir outlet

Online Information at a Central Place and Networking Data collected from the site was validated, processed for representing the reports in user required format and networked into a central place. Networking is very important and crucial for integrated management of the project. Global system for mobile communication is tested in pilot project and adopted, since the rate of change of data is not faster. Full handshaking mechanism is implemented between the Intelligent Electronic Device (IED)

at reservoir and Front End Processor (FEP) at Central Monitoring Unit to avoid the data losses in any circumstances. Online trending of various operations facilitates monitoring for taking timely corrective measures. The flow, level and chlorine accumulation at each plant and reservoir provide information on whether all the reservoirs have been supplied with enough water or not; based on which supervisory control can be executed by the water supply engineer to rationalize the water supply by altering the filling plan of reservoirs. This is useful in understanding the day trend for the following parameters: flow rate at the pumping main; pressure head at the pumping main; flow rate at the reservoir inlet; quantity of water filled into the reservoir; quantity of water distributed from the reservoir to ensure sufficient distribution; water leaked during storage period; overflow quantity; chlorine during time of filling; chlorine during time of distribution from a reservoir are shown to ensure quality of water. The following online benefits were observed in the process. * Monitoring Online Exceptions

The abnormal behavior of reservoir operations draws the water supply engineer’s attention towards immediate issues like early filling, late filling, early distribution, late distribution, low chlorine, less chlorine, overflows triggered in online. The water supply engineer can take appropriate action immediately. * Monitoring Chlorine Chart in Software

The chlorine chart informs the user regarding amount of chlorine to be mixed in water for right quality during distribution. Reports Generated The following reports are generated and used for controlling and continuous monitoring of various operations. * Daily Report Daily report generated with an array of details regarding reservoir like the capacity of reservoirs in kiloliters (kl); total depth of water in tanks; filling and start time of selected session; filling and end time of selected session; duration of filling; inflow and overflow volume; fill status, distribution from and start time; actual distribution duration; net quantity pumped in kl; Unaccounted-for Water (UFW) fill in kl like leakage while filling, UFW overflow in kl, UFW due to overflow, UFW storage in kl,

P

National In

inflow whinflow whof Chlorindistributiopublic. * Histor The histanalyzed shows thfilling anddisplay shlevel of Various pfilling at distributiodistributiograph.

Fig.1: Da

* Reser

This repoin a mooverflowssupply ca * Sched

This repdistributioidentifies reservoir informatioof the reUsing thisthe reservdeviation studied areservoir c * Faults

Faults repoccurred include inlow chlor

E A R L

nstitute of Urba

hile storage, ile distributionne (ppm) in

on of chlorine

rical Trend of

orical data for future en

he historical d distributionhows the flowwater and

parameters liend time,

on end timeon duration

ay Trending

rvoir Monthly

rt shows the lonth. Problem, leakages, en be identified

dule Deviation

port provideson schedule f

any erratic during distrib

on on the devservoir agains, deviations voir level can of plan on o

and correctivcan be initiate

s Report

port show theat the reser

nformations orine, high ch

an Affairs (NIU

UFW distribn, UFW total

n water resee in water dis

the Reservoi

of reservoihancements.trend of the

n cycles. Thew rate into th

free residuaike filling at distribution

e, filling duare derived

of the Reser

Summary Re

list of problemms viz., lowexcess suppld.

n Report

s informatiofollowed at re

timing followbution. It alsoviations occurnst the plan occurred in be understoo

other reservove action ated.

e list of failurervoirs. List ofon overflow ahlorine, late

UA), New Delh

ution in kl, in kl, filling

ervoirs and stributed to

ir

ir can be The report e reservoir e graphical e reservoir, al chlorine.

start time, start time, ration and from the

rvoirs

eport

ms occurred w chlorine, ly and less

n on the eservoirs. It wed at the o gives the rred at each

scheduled. the plan at

od; effect of oirs can be t the fault

es that have f the faults

at reservoir, distribution,

hi

early dat staThis performcommreserveliminaoperatby trai * Ch

The revs. plawater distribuinformof watdistribuchlorin OnlineNetwo The iprocesclient’sLocal Head dedica The improjecJanuaextent waterremaincouplesystemmonthsupervdeviatistaff thA sep(BSNLcentraVMC monitothe offaccesscould throug Challe The efaced The cutime awater executimplem

distribution, laart, measurin

report is mance of theon operatio

voirs. The ated by provtors and spening particula

hlorination Re

eport containan regarding

and quantiution time. Ration for eacter during filliution, planne

nation.

e Information orks

information ssed at a ces location by Area NetworWater Wor

ated at 2 mbp

mplementationt of the VMry, 2009 ha

of 90% cotreatment pla

ning reservoe of monthsm is establily reports

visory controions are beinhrough SMS parate BharaL) line is beilized informa

officials aoring purposeficials concers the water

effectively gh monitoring

enges / Con

executing agcertain prob

ustomization oas the engine

supply systeting personn

mentation of

Urban In

ate filling at stg equipmentused for a

e reservoir anonal failures

common viding trainincific failures

ar local opera

eport

s the compamaintenance

ity of chlorReports showch session reing, quality oed chlorinatio

in Remote Lo

of plants aentral place i

connecting trks (LANs) i.erks, through

ps.

n part of the MC which cas been exeovering 58 rants. It is obsoirs will be s. The onlinshed and tare being ol. The png informed communicat

at Sanchar ing mooted ttion accessibt the hea

es. Once it rned at the h

supply statutake corre

the system.

nstraints En

gency, Efftroblems in the of the equipmeers had to uem and its onel expressef the projec

nitiatives, Vol.

5

tart, early fillint failures, etanalyzing thd identifies th

s across thfailures a

g to the locare eliminatetor.

arison of actue of quality ination durin

w the graphicgarding quali

of water durinon and actu

ocal Area

and reservois displayed the two remoe. at VMC an

leased line

water SCADcommenced ecuted to threservoirs anserved that thcovered in

ne informatiothe daily angenerated fproblems anto the grounion at presenNagar Limiteto provide th

ble online to thdquarters fis installed, a

head office caus online anective action

ncountered

onics Systeminitial stage

ment took somunderstand thperations. Thed that aftct; they hav

. 4

ng tc. he he he re

cal ed

ual of ng cal ity ng ual

rs at

ote nd es

DA in

he nd he

a on nd for nd nd nt. ed he he for all an nd ns

m, es. me he he er ve



understood the system properly and are able to guide the municipal officials more appropriately. Lack of proper maps indicating the distribution network was found to be a big problem. In the absence of proper maps, the executing personnel had to contact different persons connected with the system to get the required details. The water supply officials did not have the knowledge of the electronic domain with which the system was installed. In fact, they did not have interest in the project suspecting its utility. The executing agency trained the ground staff on the basics of the operation system and developed confidence among the staff. Outcome of the Reform The Water Supply Management project through SCADA has streamlined the water

supply information system up to reservoir level. The local level distribution and consumer level monitoring are yet to be covered. Even with this partial coverage of the SCADA, there has been very good improvement in the water supply system in an overall perspective especially, in monitoring the reservoirs levels and flows, distribution and quality of water distributed to the people. The following concrete results were achieved: * The low chlorine areas were reduced. * Overflows were brought down to nearly

0%. * Unaccounted for Water (UFW) is brought

down from 40% to 18%. The specific results of VMC Water SCADA are depicted below:

Chart‐1: Reduction in Low Chlorine Areas Chart‐2: Reduction in Overflows Cost

Achievements/ Results The officials of the VMC concerned with the water supply system showed much interest in the project. The executive agency also worked with certain innovative ideas like they developed and installed pressures equipment to get further information. The entire project was viewed in a broader perspective of information management - information acquisition, accurate and online measurement, report generation and alerting the officials concerned on the faults for taking corrective actions. Alarms were specifically installed at each reservoir to alert the ground staff on overflowing status. The major part of the success is considered to be its tangible benefits.

Impact of the Reform The tangible benefits achieved like elimination of the overflows and considerable reduction in UFW indicate that the water SCADA project in Vijayawada has demonstrated the potential for improving the water supply management. The availability of the online information made the supervisory staff more relaxed and at the same time alerts them to take corrective measures. Moreover, the intangible benefits like effective supervisory control and improved quality of water are of immense value to the local citizens who consume water.



Table‐2: Reduction in Unaccounted For Water (UFW)‐16 mgd Plant

Date

Plant Out

Flow (KL)

per day

Sum of All Reservoirs

(KL) per day

Sum of all reservoirs

(MGD) per day

UFW (KL) per

day

Plant Out Flow

(MGD) per day

Reservoirs / booster not

covered with flow meter (KL)

Grand Sum of Reservoirs and

direct connections

% UFW per day

1-Nov-09 55,441 26,949 5.93 28,492 12.20 - - 51.39

15-Nov-09 62,654 28,610 6.29 34,044 13.78 - - 54.34

28-Nov-09 62,304 27,559 6.06 34,745 13.71 - - 55.77

1-Feb-10 60,903 - 30,712 20,219 - 9,972 40,684 33.20

15-Feb-10 59,570 - 33,422 16,176 - 9,972 43,394 27.15

28-Feb-10 63,453 - 33,036 20,445 - 9,972 43,008 32.22

Contact for Details: Prof. V. Gnaneshwar Regional Centre for Urban and Environmental Studies, Osmania University, Hyderabad-500 007. Telephone No.: 040-27098494 Fax: 040-27090321 E-mail: [email protected]



Title of Best Practice: Sustainable Water Supply Operations through Supervisory Control and Data Acquisition State/City: Maharashtra – Pimpri Chinchwad BP Code: SSS-WS-9##-1670-0311 Previous Status The Pimpri Chinchwad Municipal Corporation (PCMC) was formed in 1982 and was primarily an industrial hub. However after 2001, there was a surge in the residential sector and the population of 10.06 lakhs during 2001 started increasing at the rate of 11% to reach 16 lakhs in 2010. The increase in population started putting strain on the municipal services. During 2005-06 when the initiative of metering was initiated the following were the prevalent factors concerning the water supply system: * In the earlier system the connections were

given on the usage requirement basis and there was a fixed rate of user charge. So, the system had connection from half inch to six inch size and the fixed rate for user charges were as indicated below.

Table 3: Fixed rate User Charges for Connection

Srl. No.

Year Unmetered Domestic Slum

1 2003-2004 - - 2 2004-2005 872 605 3 2005-2006 959 666 4 2006-2007 1055 732 5 2007-2008 1160 805 6 2008-2009 1276 885 7 2009-2010 1403 973 8 2010-2011 1544 700

* All the commercial connections were

metered at Pimpri Chinchwad. The applicable metered rates were as follows.

Table 4: Commercial Metered Rates

Srl. No.

Year MeteredRate/000's litre

Commercial 1 2003-2004 - 2 2004-2005 - 3 2005-2006 19.8 4 2006-2007 21.8 5 2007-2008 24 6 2008-2009 26.4 7 2009-2010 30 8 2010-2011 35

* The connections provided to the consumers

were based on the following criteria.

Table 5: Basis for awarding connection Sr. No.

Parameter Connection Type

(in inch) 1 Upto 5 Household 1/2 2 6 to 11 Households/flats 3/4 3 12 to 23 Households/flats 1 4 24 to 26 Households/flats 1 1/2 5 27 to 44 Households/flats 2 6 45 to 133 Households/flats 3 7 134 to 215 Households/flats 4 8 216 and above

Households/flats 6

* The recovery of water supply system

delivery cost was based on the approximation and on the political will. Since it is an essential service its user charge rate was mostly inclined to favor the citizens, with no consideration for usage. The system did not provide any incentive to citizen to reduce water usage. The demand and collection figures along with water supply system cost are shown below.

Table 6: Financial performance of Water Supply System Sr No.

Components

2004-05

2005-06

2006-07

2007-08

2008-09

1 Cost of OandM of Water Supply System(` Crs)

26.93 29.21 41.75 50.17 65.15

2 Demand of User Charge (` Crs) 13.72 11.04 12.9 26.44 26.37

3

System Generation Cost ( per 000' liters) in `

3.24 3.33 4.08 4.61 4.95

4 System Recovery (per 000' liters) in `

4 1.12 1.1 0.71 2.13 2.89

* The earlier system supplied water as per the

historical requirement and availability of water in the specified areas. This resulted in supply more than required water in certain areas and less than required water in other areas. On a weighted average basis 5 hrs/day of water is supplied in summer and 6 hrs/day of water during rest of the year.



* The earlier system had the complaint directly being reported to the concerned ward Junior Engineer or Executive Engineer and there was hardly a record that could be analyzed to identify the quality of service delivery.

* The earlier system had a manual billing and collection system. The hand prepared bills were issued and similarly the bill payment receipt were issued, which took a very long time to identify the defaulters. The corrective measures for the recovery of the bills were taken in an unorganized way.

* Due to non availability of proper data on time, the penalty was rarely levied or recovered from the consumers.

New Approach Under JNNURM, capital projects were planned for strengthening the distribution network and creating additional treatment capacity. The capital project also envisaged increasing the raw water intake capacity from 343 to 469 mld which will build water security till 2031. But since, the projects for increasing the water intake capacity of the system are capital incentive; a futuristic road-map was to identify the water supply system efficiency and daily requirement of the citizens. In this context, one of the initiatives was metering the individual, bulk and distribution connection points. This initiative was backed by e-governance system for viewing and payment of water bills and SMS/Web based complaint management system. The final level of infrastructure set-up for the management of water supply system is underway with the implementation of Supervisory Control and Data Acquisition (SCADA). The metering system at PCMC was started in 2006-07. Along with the meter installation the rates for metering were decided, however the consumer bills as per meter reading were started from 2009-10. The functioning of the support service i.e computerized billing and collection, complaint management system and online bill payment was introduced in 2009-10. During March 10, the SCADA implementation was introduced as the last infrastructure component of metering system. The current rates charged to the consumers is a direct approximation of the probable Operation and Maintenance (OandM) cost of the water supply system which ensures sustainability of the system.

Goals of the Project The missing link between the better management of any service is to know the end user demand that the system has to cater. Knowing this information can solve the puzzle regarding the efficiency of the system of delivery, the ways to identify equitable distribution, planning new distribution system as per the development area, ways to reduce operational cost through energy efficiency and ways to incentivize citizen for saving. The most important parameter of performance of Water Supply system which determines the efficiency of the physical system is the level of Non-Revenue Water. Correct identification of this data, distribution node wise and area wise will give the exact area for targeting of cost reduction. Any system who’s Operation and Maintenance cost is not recovered on a regular basis shall drain the resources of the service provider. Such financial unstable system will result in poor quality of service both according to delivered good wise and its availability. But since Water supply is a service which is directly linked to the health of the citizen, the poor quality of service will have huge negative impact on the health of the citizens. However the dilemma for a local body in recovering the OandM cost is to identify the target recovery area. Should the target area be the reduction of OandM cost or increase in user charges and the justification for the same has to be arrived at, as the delivery of the service is the prime responsibility of the ULB. Implementation Strategies The implementation process for the metering system and the supportive system upgradation is as represented in the figure below:

Fig.2: Metering Implementation Process



The process adopted for the implementation of the metering system was as follows. 1. Initial data of the existing connection was

identified. 2. In a phase-wise manner all the existing

connections were metered. The replacement of meter process was started in 2006-07 and 96% of the residential connections were metered by 2009-10. All the commercial connection is metered during the sanction of the connection.

Table 7: Installation of Meters

Sr. No.

Year No. of Connection

No. of Metered

Connection

No. of Unmetered Connection

1 2004-05 - - - 2 2005-06 77191 0 77191 3 2006-07 89747 7082 82665 4 2007-08 98554 70159 28395 5 2008-09 109695 87505 22190 6 2009-10 117019 112831 4188

3. The User charges for metered system

were decided in 2006-07 but the billing was implemented in 2009-10. The rates of metered billing are as represented in the table below.

Table 8: Metered Billing Rates

Years Sr. No

Water Use per

Month

2007-08

2008-09

2009-10

2010-11

1 1000 to

30,000 2.5 2.5 2.5 2.5

2 30,001 to 50,000

7 7 7 5.5

3 50,001 to 75,000

10 10 10 10

4 75001 and above

15 15 15 15

4. With the implementation of the meters, the

computerization of water billing system was completed in 2009-10. The computerized system made it easy to track defaulters and take immediate corrective action.

5. Web Based Complaint i.e. SMS Monitoring System was introduced during 2009-10 to capture the citizen’s view on the delivery of the service. This system provided faster information of the issues in the water supply system as well as the record for taking corrective planning action was established. After the recording of complaint an SMS is send to citizen indicating the complaint ID. A system generated complaint SMS is send to

respective departmental officers who then calls the citizen to understand the details. At 4p.m, the daily complaint report is submitted to the Commissioner, who reviews it and issues directives to respective departmental heads. The citizens are kept updated about the action taken on the complaint through SMS from time to time. The system generates the reports date-wise, department wise, pending and attended complaints. After receiving complains through the web, the physical copy is send to the head of the department. Internally daily pending complaint report is generated. The respective complaint is monitored by Citizen Facilitation Centre (CFC) officials. The citizen can track the progress of it’s complain through the PCMC website using the complaint token (generated during the launch of complain). The head of the departments have to send its response to CFC which in-turn communicate the same through mail/ phone to the citizen.

6. As a final component of the metering system, implementation of SCADA has been introduced in 2010-11. After its complete implementation by May 2011, the planning on corrective measure for the improvement in service delivery mechanism by providing required quantities of water in the system (equitable water distribution), targeting reduction in Non-Revenue Water and faster corrective measures on water losses will be possible.

7. To streamline the complete process of metering system, a house to house survey is being planned with the objective of recording the consumer’s connection details, identification of non-metered connection and preparation of Geographical Information System (GIS) map for the complete distribution network.

8. To increase the penetration of bill collection centre, Pay Points have been identified and has been launched on IT Day (20th August, 2010). It is a franchise model, where the franchise will be given the right to collect bill payments on behalf of PCMC. The credit limit of franchisee collection will be based on the deposit maintained at PCMC. The individual Pay Point cost is ` 30,000 (hardware + software) where on payment of the bill, receipt will be generated and the information will be updated on the PCMC server. Under phase I of the project, the Pay Point will be located at the five CFCs



and later the same shall be available for to citizens as franchisee.

Achievements/ Results * Equitable Distribution to Avoid Shortage One of the case of a society at Sector 26, Nigdi area of PCMC is presented as an example of how with the help of metered information without the increase of water supply in the system, water shortage issue is resolved.

Box 1 – Swapna Purti Society Phase I: Water Shortage Resolved

Initial Situation: The society had a single water connection of six inch, since 2002 and has 300 flats. The society had complained that it is receiving less quantity of water than requires. Process Initiated: The meter reading showed that the average daily water supplied was 2.4 lakhs litres. After figuring out the population of the society and quantification of requirement as per the standard norm of 135 Litres per Capita per Day (LPCD) was done. It was found that the water supplied was 233 LPCD which is 98 LPCD higher than the norm. Corporation technical wing took the initiative to completely observe and monitor the internal water supply of the society for 10 days. After the study, the following issues were highlighted. 1. There was no control over the pumping operation of the

society, which caused wastage of water due to overflow. 2. Five buildings out of 19, were consuming more water (> 233

LPCD). In response to the findings of usage of the society, a schedule of pumping for the society was prepared and a brief meeting with the society members and Chairman was conducted to motivate them to follow the pumping schedule. Results Achieved: The societies water shortage complaint was resolved without increasing the water supply to the society.

* Finalization of Road Map for 24X7 System

With the completion of metering of 96% of the existing connection and start of implementation of SCADA system the basic infrastructure requirement for the initiation of 24x7 systems has been completed by the end of 2010. Conducting house to house survey to regularise connection and mapping of connection network, which is under tendering process will soon be started will communicate the extend of billable consumer network. Once the SCADA system is operational, the Electric Service Requirements (ESR) wise water billing and consumption will be known which will assist in launch of 24X7 systems in acceptable Non-Revenue Water areas of the Urban Local Bodies (ULBs) in a phase-wise manner. * Reduction In Complaints Or Efficiency In

Addressing Complaints

In the old system, the number of complaints and their redressal was never tracked and therefore the system issues were difficult to incorporate during regular planning. In the existing complaint management system the complaints are tracked till the redressal is done. Since its operation last year 2009-10, a total of 92 complaints were received and all of it has been resolved. During the current year (2010-11), 75 complaints related to water supply system has been received. As on date, 67 complaints have been resolved and 8 complaints are pending. * Actual Cost Recovery

One of the cases of a society at Nigdi, Pradhikaran area of PCMC is presented as an example of how old system carried a large operational burden on the ULB.

Box 2 – Nisarg Drashan Society : Cost Recovery Initial Situation: The society had four water supply connection of one inch since 2002. There are 68 flats in the society and as per the old system of fixed billing rate, the average annual bill served and recovered was ` 14,000. Results Achieved: After metering, the annual bill served and recovered from the society during 2009-1- was ` 1, 12677. Impact of the Reform The existing system has the area allocated as per ESRs. None of the connections are directly being served by Water Treatment Plant supply line. The situation after the implementation of the initiative can be broadly classified as: * Water District Responsibility

In order to better manage the operations of water supply system, each ESR zone (water district) has been allocated to a Junior Engineer. The engineer shall have the responsibility of his zone regarding management of NRW, Citizens complaints, metering billing and recovery, implementation of 24x7 in its allocated zone. The entire hydraulic modeling of the water distribution network of his zone will also be done by the Junior Engineer with the help of experts. * Data Management

The existing system can generate intelligent reports in terms of number of metered and non-metered connection, its billing and collection which can also be sorted area-wise. Such reports assist in faster decision making for initiating recovery measures.



* Grievance Management System

The system assist is tracking the incoming complaint till its redressal. With the provision of auto escalation of complain to higher authority, the reduction in time for redressal is achieved. The audit trail for the complaint in the system, ensures accountability and the performance of the ground staff is evaluated. * Frequency of Billing

In the new system, due to better data management, 6 month billing is introduced. This also protects the interest of the ULB against non-payment and to initiate timely bill recovery action. * Penalty The penalty implemented by PCMC is broadly classified in three areas as shown below. Table 9: Penalty details in Water Supply System Sr. No.

Type of Penalty

Charge Recovered

1 Delay in Payment 10% additional charge as per bill

2 Non-Payment

Disconnect the connection. Recover ` 55 as disconnection and re-connection charge, when the consumers pay the bill.

3 Non-metered

Double the flat rate applicable as per connection

* Shift in Revenue Recovery

After the implementation of the initiative the data analysis showed that there has been a reduction in the billing of the individual connection but for the group connections (societies or apartment) the billing amount has more than doubled indicating a very high rate of consumption. * Slum Areas

All the housing units constructed under slum rehabilitation are provided with meter connection and a confessional rate of ` 1.75 per litre is applied. Even an application for a new connection is charged at `1500 compared to ` 3000 charged to other individuals. * Online Bill Payment

Through the online gateway for bill payment which accepts bills from 31 banks and all visa and master cards, 31 consumers have paid

the water bill last year (2009-10) and the amount recovered was ` 43,000. Sustainability Sustainability of the metering system at PCMC rests upon two basic parameters. They are: 1. Recovery of the Cost associated with the

initial system set-up. 2. Recovery of regular Operation and

Maintenance (O&M) cost through User charge.

Fig.3: Balancing Act for Sustainable Metering System

* Initial System Cost

During the implementation of the metering system, the three broad area of expenditure were as follows. 1. Expenditure on metering the connections

(existing and new) 2. Computerization for data management. 3. Water supply monitoring system i.e.

SCADA

• Metering the connection

During the initiation of metering system the prime two areas for metering is: 1. Metering existing connection 2. Metering new connection Since during the implementation of the metering system in PCMC all the commercial connection were already metered so the process described below are pertaining to residential connection. However, a mid way approach between the options presented below can be applied for commercial connections also. Since the JNNURM funds were available for the purchase and installation of meters, 70% cost of the 87,505 meters (installed till 2008-09) were funded through it. The remaining 25356 meters for the existing connections



were funded by PCMC and its cost was not recovered from citizens due to the decision of the General Body. • Computerisation

The cost of computerisation of the billing and the collection system, mapping of the complete distribution network on system and complaint monitoring system is not a directly recoverable. But such supportive service will greatly enhance the efficiency in the management of the metering system. The savings or revenue generations that can be attributed due to the presence of this system are: 1. Recovery of not payable dues from

consumers. 2. Informed and timely decision on rate

revision. 3. Savings in mobilizing human resources to

address issues. • Water Supply Monitoring System

The recovery of cost for the SCADA system is also not a directly recoverable cost. However the recovery is directly linked to the reduction of NRW. Any city with such a huge distribution network and catering to the water demand of 18 million citizens will definitely have a huge scope for NRW reduction. SCADA system will also benefit in targeting the right areas for cost control. The broad areas for cost recovery are: 1. Revenue from reduction of NRW. 2. Savings in the purchase of raw water. 3. Savings in energy cost due to reduction in

pumping. * Recovery of O&M Cost through User

charges

The ongoing cost recovery is the remaining balance for the sustainability of the water supply system. The O&M cost of water supply system for Pimpri Chinchwad is as represented below:

Table 10: Yearly expenditure on Water Supply System

S.N

Expenditure Head

2003-04

2004-05

2005-06

2006-07

2007-08

2008-09

2009-10

1

Raw Water Charges

498

873

995 1531 1747 2535 2444

2 Treatment 45 63 89 128

162

146 146.73

3 Electricity 100 969 970 1684 2300 2159 2019

4 Maintenance 85 196 210 193 208 588 570

5 Establishment 446 573 624 620 577 1012 970

6 Other 40 19 33 19 23 75 70

7 O&M per

thousand litre (`)

2.44 3.24 3.33 4.08 4.61 4.95 4.36

Based on the above expenditure the user charges demand raised for un-metered connections is given in the following table. Table 11: Demand for O&M Cost Recovery

Year

2005-06

2006-07 2007-08 2008-09

2009-10 Demand Raised

Without meter 11.04 12.9 26.44 26.37 -

Demand raised with

meter (` Crs) - - - - 34.96

Demand raised per

000's litre (`) 1.26 1.26 2.43 2 2.45



Since the recovery for the O&M cost for the water supply system was not recoverable in fixed rate system and to reduce water wastage, telescopic rate were introduces in 2009-10. The rate sheet is as shown below. Table 12: Telescopic Meter rates

Rates/000's litres in `

Sr. No

Water Consumption/

month

2009-10

2010-2011

Residential Residential Slum

1 1000 to 30,000 litres 2.5 2.5 1.75

2 30,001 to 50,000 litres 7 5.5 5.5

3 50,001 to 75, 000 litres 10 10 10

4 75,001 and above 15 15 15

With 96% metered connection, the demand raised during the year 2009-10 was ` 34.96 crores. However due to the delay in issuing the metered bills the recovery process is still underway.

The current demand raised indicates an improvement over demand raised as per fixed rate last year. It has also been known that the there is a huge possibility of NRW reduction, which shall be quantified after the SCADA implementation and will result in higher demand value.

Contact for Details:

Shri. Asheesh Sharma Commissioner, Pimpri Chinchwad Municipal Corporation, Pimpri - 411 018, Pune (India). Telephone No.: 020—27425511, 020-274225600 E-mail: [email protected]

Shri. Nilkanth Poman JNNURM Coordinator, Pimpri Chinchwad Municipal Corporation Pimpri - 411 018, Pune (India). Telephone No.: 020—27425511, 020-274225600 E-mail: [email protected]



Title of Best Practice: Water Supply in Gas Affected Areas in Bhopal State/City: Madhya Pradesh – Bhopal BP Code: SSS-WS-8##-1526-0311 Previous Status December 3, 1984 was the worst day in the Indian history of Industrialization, when Bhopal was struck with the man made calamity. Union carbide Bhopal had the leakage of lethal gas, (Methyl Isocyanides) which caused the death of more than 10,000 people since then. More importantly it had polluted the land and water resources of the city. The water in and around the carbide factory was certified as not suited for drinking purpose. In some areas even after 26 years of disaster, hazardous material in water is found to be 56 times more than the accepted range. Moreover, most population in the localities was dependent on underground water resources that were also highly contaminated. Bhopal Municipal Corporation (BMC) facilitated alternate supply of water from the tankers trucks. Poly Tanks were procured at the site. Water was also available on the alternate days to the people. This also resulted into tempering of the main feeder pipes and filling the water from there. Therefore, Supreme Court on 7th May 2004 issued orders to the State Government for immediate supply of water to the gas affected areas. The Supreme Court directive was based on the submission of the report by the Supreme Court Hazardous Waste Monitoring Committee (2nd Quarterly Report) on hazardous waste dumpsite in Bhopal. New Approach Henceforth, BMC had decided to execute the project under JNNURM, under which 50% of the project is borne by Central Government, 20% of the project is borne by State Government and the rest by BMC. Altogether, 14 colonies had been identified where the water supply under the given programme had been supplied. Since November people have been benefitted by the supply of Kolar water. The following are the name of the colonies where the programme had been implemented:

1. New Arif Nagar (Ward No. 14) 2. Blue Moon Colony (Ward No. 69)

3. Nawab Colony (Ward No. 69) 4. Annu Nagar (Ward No. 69) 5. Sri Ram Nagar (Ward No. 69) 6. Preet Nagar (Ward No. 69) 7. Chandwari (Ward No.66) 8. Timber Market (Ward No. 69) 9. Garib Nagar (Ward No. 66) 10. Shiv Shakti Nagar (Ward No. 66) 11. Sundar Nagar (Ward No.69) 12. Prem Nagar (Ward No. 69) 13. Shiv Nagar (Ward No. 66) 14. Atal Ayub Nagar (Ward No. 16)

Fig.4: Initial Scenario

Implementation Strategies As a first step, pipe lines were laid in all the 14 identified localities by BMC and water from Kolar Dam was made available to almost all the residents of the colony through individual connections. The water supply has now become regular and sufficient amount of good quality water is available in all the 14 identified localities under the project.



Fig.5: Fourteen Identified Locations within Bhopal

BMC had also emerged as an example of collecting and conserving water before exploiting it. If the rain water is conserved, the problem of water paucity will never arise. So mandatory provisions of roof water running into Rain Water Harvesting (RWH) structures was introduced in the Rules in the year 2000 for buildings constructed on the plot area of 500 sq. mt. and above. The provision had been further extended to the buildings constructed on the plot area of 140 sq. mt. and above in the year 2006. The owner of the building had been allowed exemption of 6% of the annual demand on Property Tax as incentive for the year in which the RWH devise is installed in the building. Recently in 2009, BMC had introduced security deposit of ` 7000 to 15000 against RWH structure for Plot areas ranging between 140 – 400 sq. mt. As a result, the water assets constructed by the BMC can remain useful till infinite years. Transportation of water through the boring tube wells are the temporary arrangements. Permanent solution to this problem is conserving water and reducing the Non-Revenue Water (NRW). Outcome of the Reform After the commencement of all the piped and RWH structures constructed by BMC to supply water to the 14 localities, a great rise in the health status of the habitants in the area was recorded. As a side effect to the project, in the recent rains, water streams got erupted in the existing wells and tube wells. This was the clear Indication of rise in ground water level due to recharging and decrease in the use of ground water resources. After the arrangement of sufficient amount of water in the Elevated Service Reservoir’s (ESR’s) constructed by BMC in the localities, BMC started supplying water to the households with

individual connections. The gas affected 14 localities, which were considered to be harshly affected by water scarcity, had now become self sufficient for drinking water supply. The present supply of water is equal to the Urban Development Plans Formulation and Implementation (UDPFI) norms and the water table shows adequate levels.

Fig.6: Laying of Pipelines

Fig.7: Commencement of Piped Structures

Achievements/ Results The project had facilitated the residents with the following: * Availability of Water Supply Infrastructure -

Installation of more than 15.00 kms of various water pipelines have been completed. Work on all six ESR’s is completed and water supply had been commissioned in the areas.

* Availability of Safe Water - Before project intervention in all 14 affected localities, the groundwater zone had contaminated water. A study of Madhya Pradesh Pollution Control Board revealed that ground water of above sites had 56 time



more level of hazardous material in ground water and not at all fit for human consumption. After completion of this project, clear good quality drinking water is made available to the people through the

Kolar source. Pollution Control Board and BMC had tested the water samples and reported fit for drinking.

Fig.8: Elevated Service Reservoir’s (ESR’s) constructed

Fig.9: Elevated Service Reservoir’s constructed for constant water supply

* Water Quantity - Water supply system through Tanker filled water tanks had several issues like timely filling of water tank, limited supply of water, etc. All these issues resulted to less quantity and irregular supply of water. After completion of regular water supply project all above issues ended and 150 Litres per Capita

per Day of water is available to households.

* Reduced of Water Collection Time - Previously Water Tankers supplied water with a limited low pressure resulting into more time duration to fill water. The new water supply system has got average water pressure which is around 2 liters per



minute and has thus reduced the water collection period for the residents.

* Reduction of Diseases – Cases of water borne diseases were very high in the area. After the piped water supply system, due to availability of safe, clean and pure water the cases of diseases fall below 25% of earlier levels.

Sustainability BMC had taken every possible step to reduce the future cost and efforts for Operation and Maintains (O&M) of Project infrastructure. Major steps in this direction are – (a) Using materiel which had no or minor maintenance for at least five years. (b) Deep laid pipelines for preventing any intentional or un-intentional breaking or damage of pipeline system. (c) Distance of water and sewer line to avoid possible contamination of drinking water.

To sustain the project and water supply system, BMC had involved the community right from the planning stage. Mohhala Samiti had been given the responsibility for the maintenance of pipelines. In the earlier system, no water charges were collected from the residents as the entire burden of supply of water through Tankers to these localities was undertaken by BMC. But after the completion of the JNNURM project, regular monthly water charges are collected from these localities. In the year 2010-11, BMC have revised the water tariff for the entire city. The current financial year budget (2010-11), proposed and increased the water tariff rates from ` 60 to ` 180 for ½ inch of the pipe size i.e. for the Ferule connection. However, the water charges for the Economically Weaker Section (EWS) and urban poor remains the same i.e ` 30. Residents are happily paying water charges as they are getting regular, adequate and pure water.


Shri Manish Singh Commissioner Bhopal Municipal Corporation Sadar Manzil , Bhopal, Phone : 91-755-2542070

Mr. Anubhav Shrivastava Project Coordinator, JNNURM Bhopal Municipal Corporation Sadar Manzil , Bhopal Phone : 91-755-2701410 Mobile: 9893292595 9893292603


P E A R L


P E A R L

SSEWERAGE/ EWERAGE/ DDRAINAGERAINAGE




Title of Best Practice: Sewerage Treatment Plant Project at Jaipur City State/City: Rajasthan - Jaipur BP Code: SSS-SD-###-2447-0311 Previous Status The expansion of Jaipur city is occurring at a faster speed than the anticipated rate, hence the maintenance of the civic facilities and expansion of the same to meet the growing requirement is a challenge faced by the municipal corporation of Jaipur. Water is the essence of life and management of the increased sewerage is the need of the hour to conserve water for the generation to come. The sewerage management became a challenge for the Urban Local Body (ULB). The problems posed due to the untreated sewerage were manifold in terms of environmental hazards, health hazards and public nuisance. The untreated sewer water and various contaminants present therein also posed threat of contaminating the ground water, surface water, fertile soil and atmospheric air including flora and fauna of the area. New Approach Under Jawaharlal Nehru National Urban Renewal Mission (JNNURM) sewerage projects have been sanctioned. The sewerage management of the entire city has been planed and proposed to be catered under the two ambitious projects, Jaipur Sewerage Project Phase I and Phase II. Phase–I has been entrusted to Jaipur Development Authority and Sewerage Project Phase-II has been executed by Jaipur Municipal Corporation (JMC). The Jaipur Sewerage Project Phase-II is one of the mega projects of JMC and comprises various sub components. The sub components under the project are enumerated below:-

Table 13: Measuring Equipments

S,No. Sub Project E.P.C.

Cost (in Lacs)

1 Providing sewer net work from Transport Nagar to Ramgarh Mod(Delhi Bye pass)

2123.50

2 Construction of 50 MLD Sewage Treatment Plant at Jaisinghpura Khor (for North Zone )

2530.20

3 Construction of 62.50 MLD Sewage Treatment Plant Unit-II at Delawas Pratapnagar (south Zone)

2800.00

4 Power generation from Bio Gas being produced at unit-I (existing 62.50 MLD STP at Delawas)

734.75

5

Providing sullage connectivity (Property connection) within walled city of Jaipur

9503.45

Total cost 17691.90 Goals of the Project The objective of establishment of the Sewage Treatment Plant (STP) was to remove various contaminations present in sewage and using the treated water gainfully. The effluent and sludge produced in the process of treatment can be disposed off without causing environmental and health hazards or public nuisance. It was also envisaged that the safe disposal will also reduces spread of various diseases caused by pathogenic organisms present in sewage. On the economics front the effluent and stabilized sludge was planned to be gainfully utilized for agriculture, pesiculture, etc. Implementation Strategies The sewerage generation of the Jaipur City is approximately 200 mld and is expected to reach 300 mld by 2025. The treatment facility was existing only for 89.5 mld. of sewerage that included 62.5 mld (Unit - I at Delawas) for Jaipur South and 27 mld (STP at Brahmapuri) for Jaipur North. It was appraised that there was a considerable gap between the demand and availability of the facilities. It was therefore imperative to plan for and construct additional sewerage plants. The following STPs were therefore taken up to fill the vacuum:- 1. 62.5 mld STP Unit-II at Delawas 2. 50 mld STP at Jaisingh pura khor Thus, 112.5 mld sewage treatment capacities were proposed with the implementation of Jaipur Sewerage Project Phase-II by JMC. The sewerage facility to the city dwellers has been extended to 87.21% from pre project scenario of 60% in terms of sewer network

P

20

connectivconnectivof waste w 1. Sewa

Delaw The existis 1800 capacity. major areexisting Ucapacity ocapacity wtrunk main Fig.10: S

Box 3: Sa

S.No Partic

1 Locat

2 CapaPeak

3 Cost

4 Periocompconstwork

5 PoweconsuGuara

6 Gas gGuara

7 DesigProceapproconsu

8 Land

E A R L

ity, 45.95% ity and 27.24water.

age Treatmenwas

ing trunk mamm diameteThis trunk m

eas of Jaipur Unit-I is 62.5 of Unit-II is 62will become en).

TP Unit II at

alient Features

culars D

tion DS

acity (Avg.) Factor

62

of work CcO

d of pletion of truction

1

er umption antee

7

generation antee

6

gn & ess oval ultant

InC

TaMUgfuUtrU

in terms 4% in terms o

t Plant Unit-II

ain pipeline oer pipe withain carries seSouth. The mld and the

2.5 mld (so thequal to total

t Delawas

s of STP Unit

Details

Delawas, Pratap South 62.5MLD 2 Construction and commissioning: 2O&M for 15 Yrs. :

8 months

7700 KWH/day

6500 nm3/day

ndian Institute OfChennai and New

Total premises: 9accommodate exMLD Unit-I, propoUnit-II and proposgeneration Unit fouture power gene

UNIT-II and futurereatment Plant (m

Unit –I & II.

of sullage of treatment

I at

of sewerage h 125 mld ewage from capacity of e proposed hat ultimate capacity of

t-II

Nagar , Jaipur

28 Cr. : 9 Cr.

f Technology, w Delhi

94 bigah to isting 62.5

osed 62.5 MLD sed power or STP unit –I, eration Unit for e tertiary modular) for

National In

9 P

10 In

11 In

12 E

13 OEm

14 SC

15 CB

16 Bth

2. Se

Kh The ex1400 mThis tareaswas pcapaci

Fig.11

nstitute of Urb

Process

nterface

nfluent quality

Effluent quality

Other Environmental measures Strict tender Conditions

Citizen Beneficiary Best practices of he project

ewage Treatmhor

xisting trunk mm diameter trunk main cof Jaipur No

proposed as Pity.

1: STP at Jais

Urban In

an Affairs (NIU

Activated Sluanaerobic digcentrifuge UnFuture powergenerate powtertiary treatmBOD : 300 m, SS : 670and pH : 7BOD < 30 mgmg/l SS < 100 mDense Plantaperiphery of tthe STP plan* No mobiliz

secured adexemption

* Performan% of total creleased oyrs

* Separate sthe rate of value for E

Approx. 6.0 laJaipur South * Low powe

guarantee * High gas g

guarantee * Longer O &* Use of R &* No moneta

project exe* No hidden* Commissio

brought withe city dwaround theand the JM

ment Plant at

main sewer lpipe with 100

carries sewagrth. A STP 5Phase-I of to

singhpura K

nitiatives, Vol.

UA), New Del

udge process withgester and nit r generation Unitwer from Bio-gas ment plant. g/l, COD : 700 m mg/l

7-9 g/l , COD < 150

mg/l & pH 6ation along the STP to ensurt eco friendly.

zation advance, ndvance, no

n of taxes nce Guarantee: 1contract value to

only after EPC +

security deposit af 10 % of contracEPC and O&M akh population o

r consumption

generation

& M period & D of IITs ary advances forecution cost in project oning of project in-win situation fo

wellers, Farmers e vicinity of projeMC.

Jaisinghpura

line installed 0 mld capacitge from maj0 mld capaci

otal trunk ma

Khor

. 4

lhi

h

t to &

mg/l

6-9

re

no

0 o be 15

at ct

of

r

or

ct

is ty. or ity

ain

P

National In

Box 4: SaJaisinghp S.No

1 Lo

2 CaPe

3 Co

4

Pecocowo

5 PocoG

6 GaG

7

DePrapco

8 La

9 Pr

10 In

11 In

12 Ef

13 OtEnm

14 Be

15 Beth

3. Powe

produ The poweDelawas tfrom STP

E A R L

nstitute of Urba

alient Featuresura Khor

Particulars

ocation

apacity (Avg.) eak Factor

ost of work

eriod of ompletion of onstruction ork ower onsumption uarantee as generation uarantee esign & rocess pproval onsultant

and

rocess

terface

fluent quality

ffluent quality

ther nvironmental easures

eneficiary

est practices of e project

er Generation uced at Unit-I

er generationto utilize the

P Unit-I (62.5

an Affairs (NIU

s of STP at

Det

Jaisinghpura Kbypass 50 MLD 2 Construction acommissioningCr. O&M for 20 Yr

18 months

6993 KWH/day

6500 NM3/day

Indian InstituteTechnology, CNew Delhi

Total premiseskhasara no.17Activated Sludwith anaerobiccentrifuge UnitFuture power gUnit to generaBio-gas & tertiplant. BOD : 350-400800 mg/l SS : 670 mg9 BOD < 30 mg/mg/l, SS < 100 m6-9 Dense Plantatperiphery of STthat the area trgreenery and afriendly zone. Approx. 5.0 lakpopulation of J* Low power

guarantee * High gas ge

guarantee * Longer O &* Use of R & * No monetar

for project e* No hidden c* Commission

brought winfor the city dFarmers arovicinity of prJMC.

from Bio GasDelawas

n plant was pbio-gas being

5 mld) comm

UA), New Delh

tails

Khor, Delhi

and g : 25.6

rs. : 14.92 Cr.

y

y

e Of Chennai and

s: 49.5 bigah 768 dge process c digester and t generation te power from ary treatment

0 mg/l , COD :

g/l & PH : 7-

/l , COD < 150

mg/l and pH

tion along TP to ensure ransformed to an eco

kh plus Jaipur North consumption

eneration

& M period D of IITs ry advances execution cost in project ning of project

n-win situation dwellers, ound the roject and the

s being

proposed at g generated

missioned at

hi

Delawbeing gainfu

Fig.12

JMCexpenoperatgas gsustainplant. capaciand srequireexistinprocesday. Tin eleapprox Box 5:Unit-I

S.No

1

2

3

4

5

6

was. Considerflared in opel utilization.

2: Power Gen

was acquditure to ketional. It was

gainfully to mnable by comThe power

ity to generatshall be suffement of th

ng STP. Thss equipmentThe project aectricity bill ximately `15

: Salient Feat

Particulars

Location

Cost of work

Completion period of construction Power Generation Guarantee Design & Process approval consultant

Land

Urban In

rable amount en atmosphe

neration at

uiring recureep the Unis thought to make the Unmmissioning a

generation e 8800 kw of ficient to cate process e

he power ret at Unit-I is imed for the of STP Un

lacs per mont

tures of Powe

s

Delawas, P

ConstructiocommissioO&M for 10

6 months

8800 KWH

Indian InstiTechnology

Within premDelawas Ja

nitiatives, Vol.

21

of biogas ware without an

Delawas

rring montht-I STP plautilize the b

nit-I STP sea new bio gaplant has thpower per da

ter the powequipments equirement 8,596 kwh pmajor saving

nit-I which th.

er Generation

Details

Pratap Nagar

on and ning : 7.34 Cr0 Yrs. : 4.36 Cr.

H/day

itute Of y, Roorkee

mises of STP at aipur

. 4

as ny

hly ant bio elf-as he ay er of of er gs is

.

P

22

7 Pr

8 In

9 StCo

10 ToprPo

11 Br

12 Be

Fig.13: P

E A R L

rocess

terface

trict tender onditions

otal roduction Of ower in 10 yrs

reak Even

est Practices

Power Gener

Power generatBiogas engine engine allowedand H2S scrub

Unit-I STP, fututreatment plant

* No Mobilizatno secured aexemption o

* Performance10 % of totavalue to be rafter EPC +

* Separate seat the rate ofcontract valuand O & M

3.21 Cr. Power

5.5 yrs considecomponent inteexpenditure * Use of R & D* Pure sewage

and double mgas holders

* Compact plastandby engSCADA

* Both the engsynchronizethe capacity one MW

* Longer O & * No monetary

for project ex* No hidden c* STP become

sufficient

rator

ion by using (no dual fuel

d) Gas Holders bber.

ure Tertiary t

tion advance, advance, no

of taxes e Guarantee: l contract released only 15 yrs curity deposit f 10 % of ue for EPC

r Units (KWH)

ering 15 % erest over

D of IITs e Gas Engine membrane

ant with gine and

gines are d enhancing of plant to

M period y advances xecution ost e power self

National In

Fig.14

4. CoTrBy

Sewerutilizatprioritycorporsewer due tunpredof re-uvaluetaken networuncomInfrastunder The astretchDelhi Nagar importthis acNew D The pvariouarea. populaestimaprojecline. Ttaken approv

nstitute of Urb

4: Power pla

omprehensiveransport Nagaye pass)

r network withtion of wasty areas of cration. The line had eme

to the depldictable monutilization of in the areasup the wo

rk within the mpleted by tructure DeveAsian Develo

area proposehed in northe

bypass roadto Ramgarh

tant significancts as an en

Delhi.

roject coveres sizes laid dThe project

ation of the ated at ` 21.2t has been c

The work of mup after the

val of the com

Urban In

an Affairs (NIU

ant at Delaw

e Sewer Netwar to Ramgarh

hin the urbane water hadconcern for need for c

erged as a bileting grounsoon behavisewerage w

s of arid regirk of providJMC area, w

the Rajaelopment Propment Bank

ed under theeast of the Jad starting frh Mode. Thisnce for the cintry point for

ed 41 kms ofdown in 17 cbeneficiariesarea. Tota

23 crores. Thcompleted exmain line is pmonsoon se

mpetent autho

nitiatives, Vol.

UA), New Del

was

work: h Mod (Delhi

n area and thd become th

the municipcomprehensivgger challengd water anors. The woater has moons. JMC ha

ding seweragwhich was le

asthan Urbaroject (RUIDP(ADB).

e scheme waaipur city alonrom Transpos area has aty of Jaipur ar the city fro

f sewer line colonies in ths were 52,00al project wahe work of thxcept the maproposed to beason with duority.

. 4

lhi

he he pal ve ge nd ork re as ge eft an P)

as ng ort an as

om

of he 00 as he ain be ue

P

National In

5. Connwithin

The old JCity”. Thenumber ovisits the other royattraction 597.96 hwalled citlines, thekitchen andrained insewer linblocked residents unhygieniwalled citunsanitaryhuman hsullage w

Fig.15: W

Achieve ConsequeJaipur Sesegment been bendetails ofproject Approximbenefited beneficiarbeneficiarcentre of

E A R L

nstitute of Urba

ectivity of Suln walled city

Jaipur City ise area has of foreign as

city every dyal monume

for the tourha within thety is extensie wastewatend bathroom nto open roadne. The opewith the wand passersc conditionsty area. The y conditions

health and liwater from

Walled City B

ments/ Res

ent to the ewerage Proje

of populationefited with f various ben

period areately 4 lakhsfrom the pro

ries, there ries of the prohectic comme

an Affairs (NIU

llage (Sub lat

s known as theritage impwell as Ind

day. The bunts are therists. Total ce walled citvely covered

er emanatingof individual

d side drainsn drains ge

waste dumpesby in the stres prevailed adverse affe

s was seenving environthe walled

Before and A

sults

implementatiect Phase -I &on in Jaipur

sewerage faneficiaries pree appende of population

oject. Besidesare severa

oject as the wercial activitie

UA), New Delh

terals)

the “Walled portance as ian tourists ildings and

e areas of city area is ty. Though d by sewer g from the

property is s instead of enerally got ed by the eets. Thus within the

ect of these n both on nment. The city drains

After Implem

ion of the & II, a large

City have acility. The e and post

ed below. n is directly s the direct al indirect

walled city is es.

hi

flowedturn ca

Outco The pprojecproperunconJNNUconnedwellinproperproposprojecfrom througpipes, intercoChowkModikhHajuri, Chawk

mentation of

Table

P

* 6sco

* 4s

* 2o

The aimplem

d to the Jal aused serious

ome of the R

roject was int and coverties by RUIDnected and tRM. The worctivity of theng units under managemesed to constrt area conneindividual p

gh various cogully traps,

onnecting pipries, Topkha

hana, VishwesGangapole,

ri.

f Project

14: Measur

Pre-Project

0% in termsewer netwonnectivity, 5.95% in termullage connect7.24% treatmf waste water,

achievementsmentation are

Urban In

Mahal Lake s environmen

Reform

nitially taken ered approxiDP. 93000 uthese were tark aimed to e properties o

er the sub projnt of waste ruct propertyecting the suroperty to omponents s

inspection cpes. Project ana Desh, shwarji, Brahm

Ramchandr

ring Achieve

Po

s of work

ms of tivity ment

* 87avcose

made due e:

nitiatives, Vol.

23

area which tal hazards.

up under ADmately 4200units remaineaken up undensure sullagof the residuject. To ensuwater, it wa

y connection ullage sourcenearby sewsuch as stacchambers anarea includePurani Bas

mpuri, Topkhanaji and Gh

ements

ost-Project

7.21% avvailing all omponents ewerage facility

to the proje

. 4

in

DB 00 ed er ge ual re as in

es er ck nd es sti, na hat

verage three

of y.

ect



1. The sullage polluting Jal Mahal Lake has been diverted into the sewer lines thereby the heritage monument of Jal Mahal and the lake around Jal Mahal has become pollution free.

2. The quality of water in Jal Mahal has improved and the bio diversity in and around the lake has improved.

3. The clear and increased in flow in the sewer lines has eliminated the possibilities of accumulation of solid waste within these lines and therefore chocking the floe within the sewer lines.

4. The lanes within the walled city have been converted into fresh air ducts and walk ways. The overall condition of these lanes has improved which were being used as dumping lanes for solid waste and other domestic wastes by the residents.

5. Scientific waste water management system ensured elimination of breeding ground for harmful pathogen. This ensured prevention of outbreak of seasonal diseases in the population dwelling near the waste water accumulated area.

6. The tourist has started to visit the areas in and around the Walled City zone due to the improved environment and atmosphere which was earlier being avoided by the tourists.

7. Discharge of treated water in the earthen drains ensured availability of water to farmers which increased agricultural yields bettering their earning capacity and also

ground water recharge adding geo humidity of the area.

8. Electricity generation from Bio gas enhanced the revenue of the Municipal Corporation and reduced dependency on the commercial supply of electricity for operation of the STP.

9. Segregation and marketing of manure from waste water has also added to the revenue of JMC and ensured availability of manure for nurseries and park and land slide developer.

10. Intensive plantation in the vicinity has transformed the arid area into a green belt.

Budgetary Implications The total project cost of sewerage project Phase II, executed by JMC, is ` 11,086 lakh, of which ` 8,229.50 lakh is released by GoI, Government of Rajasthan and JMC. An additional amount of ` 944.50 lakh is funded by JMC alone. Amongst the total, ` 9,174 lakh has been used. The project consists of 23 packages. The package for providing, laying and joining of sewer line at Delhi - RAC road area amounts to ` 6.44 crore. Some of the other packages (of the 22 packages) include 62.5 million litre per day (mld) STP Unit-II at Delawas, Paratap Nagar, and 50 mld STP at Jaisinghpura Khor.


Dr. Sunil K. Pareek Coordinator, CMAR Rajasthan State Operations, Room. No. 309, Jaipur Municipal Corporation, Pt. Dindayal Upadhyay Bhavan, Lal Kothi, Tonk Road, Jaipur- 302015 (RAJ) [email protected]

MR. H. S. Dhaka, Procurement Specialist, PIU, JnNURM, Jaipur Municipal Corporation Pt. Dindayal Upadhyay Bhavan, Lal Kothi, Tonk Road, Jaipur- 302015 (RAJ) Phone: +91141-2742900



Title of Best Practice: Electricity Generation from Sewage Treatment Plant State/City: Gujarat - Vadodara BP Code: SSS-SD-3##-0816-0311 Previous Status Vadodara City is one of the privileged cities in India that has an underground drainage system built in the year 1894. The sewage is collected through a system comprising underground drainage network, Auxiliary Pumping Stations (APS), pressure mains and disposal into the natural drains and rivers after treatment. Vadodara Mahanagar Seva Sadan (VMSS) has three drainage zones for sewerage system based on the natural topography of the city. Each of the drainage zones has a Sewage Treatment Plant (STP). The sewage from drainage zones-I and II is disposed into the Ruparel Kans (cannels), which meet at the Jambuva River and ultimately joins the River Vishwamitri. The sewerage from drainage zone-III is disposed into River Vishwamitri directly. There are STPs at Wadi, Atladra and Tarsali site. The old 27 mld, trickling filter based plant at Wadi designed then for Biochemical Oxygen Demand (BOD) of 100 mgl, was not functioning, while the old 27 mld trickling filter based Atladra STP was treating the BOD to 100 mgl standard. From 2000 to 2003, three new plants were constructed at Wadi, Atladra and Tarsali based on the latest treatment technology like Activated Sludge Process and Up-flow Anaerobic Sludge Blanket (UASB) Process. Even though, each zone had a STP, it was essential to construct new treatment plants for treating the entire sewage generated within VMSS limits. New Approach VMSS had put proposal of 43 mld STP to be installed at Atladra under the JNNURM funding scheme at the estimated cost of ` 16.46 Crores as one of the component of improving sewerage system of Vadodara City. In this, 50% funding is done by the Central Government, 20% funding by State Government and 30% funding by Local Corporation. The treatment scheme is based on UASB process followed by Extended Aeration Process.

Implementation Strategies Growing cities present challenges each year and it takes a lot of planning to be done. Vadodara too is no exception and keeping this challenge in view, elaborate planning was done. Following table shows planning requirements for Zone-III in which new Atladra STP was proposed.

Table 15: Atladra STA – Planning Requirements

Sewerage

Zone

STP Location (Based on Drainage Zone)

Design Year

Sewage Inflow

STP Capacity Available

Proposed Capacity

Total Capacity

Zone - III

Atladra 2001 62.93 58 0 58

2017 100.2 58 43 101 2038 183.6

4 101 86 187

Sayajibaug

2001 2017 7.5 0 7.5 7.5 2038 0 0 7.5 7.5

Subtotal (Zone-III) : 2017

107.7 58 50.5 108.5

The treatment scheme had physical treatment units like screening, grit removal and Flow Meter with the intention of screening of raw materials (such as plastic bags, rags, papers and so on), grit removal and flow measurement. After physical treatment, the sewage is taken for first stage biological treatment through UASB process, which consists of 6 numbers of UASB reactors for removal of organic material in terms of BOD and Chemical Oxygen Demand (COD). Sewage is fed by gravity in reactors in up flow mode and resulting in formation of sludge blanket at the bottom of the reactor. The sewage after screening and grit removal is fed at the bottom of the UASB reactor. As the sewage travels upward through the sludge blanket, the organic matter present in the sewage is degraded resulting in production of digested solids and Methane gas. UASB gas



is collected and conveyed through Fibre-Reinforced Plastic (FRP) gas domes and pipeline networks into gas holder for collection of gas, while treated sewage is taken to Preparation Tank for removal of dissolved gases from the sewage. For further treatment and to achieve disposal standard of Gujarat Pollution Control Board (GPCB), sewage is treated with Extended Aeration Process (second stage biological treatment). The UASB treated sewage is aerated in the Aeration Tanks in presence of the biological solids formed in the process, to reduce the organic load left in the sewage after the UASB treatment. The solid formed during the process are settled in the Secondary Settling Tank. The sludge is recycled back to Aeration Tank to maintain the biomass in the Aeration Reactor Tank. Sludge settled in Secondary Clarifiers is thickened in Thickener. Thickened sludge and UASB sludge is dewatered on Sludge Drying Beds. Fig.16: Atladara Sewage Treatment Plant

The gas, having high calorific value & Methane content, generated from the old plant and that from the new plant shall be used for generating Electricity through Gas Engines. Methodology

After approval of proposal of this STP project in the Central Public Health and Environmental Engineering Organisation (CPHEEO) of Central Government, VMSS invited tenders on turnkey basis and the lowest offer of ` 18.67 crores against estimated cost of ` 16.46 crores (13.43 % higher than estimated) was accepted and the bidder was given work order. The plot of STP was cleaned by taking maximum possible care of existing trees in nearby vicinity. A Green Belt has been developed in nearby back side portion of STP plot by Forest Department with the help of VMSS.

Fig.17: Gas Engine

All the civil work of major biological units like UASB, Secondary Clarifiers and Aeration Tank was finished first. The mechanical erection work was started simultaneously with civil work of other treatment units. The major concrete work is done by newer technology of Ready Mixed Concrete (RMC) to save time as well as to maintain uniformity in concrete quality. After completion of civil and mechanical work, the electrical and instrumentation work was taken up for final commissioning of STP. The necessary billing of this turnkey project is done on the basis of percentage of work done in the form of periodical running account bills of contractor. At present, the STP is under commissioning and trail run phase. The guaranteed characteristics of outlet sewage are likely to be obtained after process stabilization of UASB reactors and on getting desired sludge characteristics of return sludge for Aeration Tank. The Gas Engine is also running to operate treatment units without electricity as per availability of gas. The gas generation is also likely to be increased after process stabilization of UASB reactors. Necessary staff for Operation and Maintenance (O&M) of STP is also deployed.

Fig.18: Office Building



Standards Followed

The expected raw sewage characteristics and those required after the treatment as per the guidelines of the GPCB is given below.

Table 16: Characteristics of Raw Sewage/ Desired Characteristics of Treated Sewage

Sr No

Parameter Maximum Value (Raw

Sewage)

Value (Treated Sewage )

1 pH 6.5 to 8.5 6.5 to 8.5

2 Suspended solids in Mg/lit

405 less than 20

3 BOD, in Mg/lit

289 less than 20

4 COD, in Mg/lit

592 less than 100

5 Oil & Grease, in Mg/lit

25 less than 10

Note: The maximum value, in exceptional cases may vary by about +/- 10 to 15 %. Other Parameters shall be as per the requirements of GPCB.

Table 17: Details of Gas Generation & Power Generation

Name of STP Commissioning Year

Gas Generation

Power Generation

Old 43 MLD Existing STP

January – 2001 850 Cum/day -

New Constructed 43 MLD STP

August – 2009 2450 Cum/day

250 kwh (6000kw/day)

Table 18: the List of the units for the Sewage Treatment Plant

Sr. No.

Name of Unit Nos Unit Size / Area

1 Inlet Chamber 1 4.4 m x 3.4 m x 4 m SWD

2 Mechanical Screens 2 (1+1)

1.6 m wide X 2 m Deep X 8 m long

3 Detrittor 2 (1+1)

7.4 x 7.4 x 1 m SWD

4 UASB Reactors 6 24 m X 22 m X 4.8 m LD

5 Pre-aeration Tank 1 24.5 m X 12.25 m X 3 m SWD

6 Aeration Tank 2 45.3 m X 22.65 m X 3.5 m SWD

7 Secondary Clarifier 1 42.75 m Dia X 3

m SWD

8 Sludge Recycle Sump 1 13.85 m dia X 4 m LD

9 Sludge Recycle Pump House

1 30 sq.m

10 Thickener 1 7 m Dia X 3 m LD

11 Sludge Drying Beds 6 1 new + 5 existing (30 m x 16.7 m)- new

12 Gas Holder 1 9 m dia X 5 m depth

13 Generator Room 1 12.5 m X 8.0 m

14 Office cum lab 1 200 Sq.m

15 Electrical Control Room 1 150 Sqm

Achievements/ Results 1. It helps in reducing contamination of

sewage water. 2. Reduces expenditure on electricity for

sewage treatment. 3. Reduces water borne contamination to

rivers as water treatment ensures optimum level of cleanliness.

4. Operations and Management part is taken-care by private operators.

5. This project has resulted in unintended outcome of Clean Development Mechanism (CDM) through carbon credits amounting to 36000 euros each year.

6. The treatment is based on UASB technology which yields around 1200 cum per day of Methane rich bio gas. The gas, having high calorific value and Methane content, generated from the old plant and that from the new plant is used for generating Electricity through Gas Engines. The existing plant is generating around 1100 cum per day of bio gas while the new plant will generate about 1200 cum per day of bio gas. Gas Turbine Engine of German Jenbacher make (Model - JGS 208 GS BL 415V) which is installed in the new plant, is fed by total gas generated by existing and proposed 43 mld plants to generate electricity about 1524000 kwt per annum of power from the bio gas and will generate revenue of about ` 91.44 lacs per annum (considering ` 6/- per kwh of Madhya Gujarat Vij Company Limited supply) as this power is going to be utilized for operating new STP equipments fully and at the old STP by 40% of the electricity requirement. Thus by selecting the eco friendly UASB technology and generating electrical power from the sewage (bio gas) VMSS will generate revenue of ` 91.44 lacs per annum.



7. The said STP has generated 14, 43,984 kw electricity power, upto month of October 2010.

8. Irrigation water demand is met with the treated sewage.

9. Sale of dried sludge as fertilizer about 900 kg/day will earn revenue of ` 3.28 lacs per annum.

Budgetary Implications Operation & Maintenance (O&M) Arrangement O&M of the Plant for five years is in the scope of the contractor of the said work. Hence VMSS shall not have to recruit the separate Technical Staff to operate and maintain the plant for five years. VMSS has introduced sewerage charge and has already recovered 110% of the expenditure due to sewerage O&M. Financial Sustainability Sewage and Conservancy Tax has been introduced for the O&M of sewerage system from the year 2008-09 and ` 20 Crore is estimated as annual income for the year 2010-11. Total electricity generated for 11 Months (25-11-2009 to 30-10-2010) is 14,43,984 kwts which is worth about ` 86.63 Lacs. The 43 mld Atladara STP is generating 250 kwts per hour electricity against the design value of 173 kwts per hour. The same power generation is utilized to run the entire new 43 mld Atladara STP. Moreover 40% of power generation is used to run existing 43 mld Atladara STP. Sustainability The sustainability of the project depends on the coordination between the various departments. New ideas were used in terms of material usage like RMC. The adoption of eco-friendly UASB technology which does not use any electrical power for operation, will be more sustainable to take shock loads in raw sewage and in turn will generate methane rich biogas for generation of electricity. The idea of electricity generation from UASB biogas has been successful and is widely appreciated by other authorities and citizens. Replicability The project has high level of replicability due to the following reasons:

* The plant is based on UASB Technology which requires less space for construction and less electrical power to operate compared to other conventional STPs which results in low cost of O&M.

* It has additional feather of generating electrical supply from the Gas produced from STP which can run the entire plant operation without any external power supply.

* Atladara STP is preferred for various academic visits/modelling by schools and colleges for study on Non Conventional Power Generation from Biogas.

Recognition STP plant has been widely covered by media in Gujarat through newspapers like Sandesh, Gujarat Samachar and Divya Bhaskar. During the visits made by Karnataka Delegation and the Dharwad Mayor, it gained a lot of hype. An international delegation from Japan also visited the project site and appreciated the initiative. Apart from the visits, credit has been acclaimed for the project for carbon credits, electricity production and cost effective sewage system.


Shri M. K. Das, IAS Municipal Commissioner JnNRUM Cell, Vadodara Municipal Corporation Telephone Nos.: 0265 2438050, 0265 2433344 Email: [email protected]



Figure 19: Surat City (below) and location of Pal‐Palanpore Area of Surat City (Right)

Title of Best Practice: Pal and Palanpore Schemes Water Supply and Sewerage Systems State/City: Gujarat - Surat BP Code: SSS-SD-3##-0815-0311

Previous Status During recent times, Surat Municipal Corporation (SMC) has extended its limits from 112.28 sqkm to 326.5 sqkm (almost 3 fold increase). Due to the extension of city limits, the areas under Nagar Panchayats and Nagarpalikas became part of the city limit. Pal and Palanpore are the villages situated towards the west part of the Surat city. These areas got merged with the city boundary in the year 2006 as a result of the above mentioned expansion. The approximate area of these parts was 680 hectares. This western part of the Surat City encircles River Tapi on one periphery. Due to the inclusion of these areas into the city limit and also for future development, it became the responsibility of the civic body to provide basic infrastructure to the people of these areas. The entire area was spatially

planned into 8 Town Planning Schemes namely. a. Town Planning Scheme no. 8 – Palanpore b. Town Planning Scheme no. 9 – Palanpore c. Town Planning Scheme no. 10 – Pal d. Town Planning Scheme no. 14 – Pal e. Town Planning Scheme no. 15 – Pal f. Town Planning Scheme no. 16 – Pal Due to the virgin nature of the land, the possession of roads for infrastructure network could be taken easily. SMC planned its water supply and sewerage network. Due to the provision of basic infrastructure like roads, water and drainage, the development pace got accelerated in these areas and the people started inhabiting in this area. The numbers of building plans sanction given for last four years suggests that approximately 51000 populations are added to the existing number of population during last four years.



New Approach Goals & Objectives * To provide water supply distribution

system for Pal Palanpore area: Pal fall in the fast developing areas of Surat city. Either these areas were using water from tankers or private bores, though in these areas ground water is brackish, due to vicinity to the sea.

* To provide Sewerage System for Pal-Palanpore area: In the area of Palanpore, there was no regular sewerage system. The sewage was being discharged into open channel without any treatment. Hence, considering the present sewage flow in the area and the rapid growth of population and development in the area, there was an urgent need of providing regular sewerage system.

Box 5: Salient Feature of both Projects

Description Water Supply

Sewerage System

Design Population

served 2.71 lac 2.71 lac

Area covered 680 ha 680 ha

Sanctioned cost ` 9.95 Cr. ` 21.28 cr

Source/Discharge Existing WTP of SMC

Tena Khadi leading to

Arabian Sea

Water demand/Waste water generation

43 MLD (Gross

Demand at Consumer

End)

35MLD

Distribution/ Collection Network 45.00 km 40.00 km

Designed supply 140 lpcd -

Sump 1 Nos (11.0 ML) -

ESR 1 Nos. (0.50 ML) -

Sewage Pumping Station -- 1 Nos (35.0

MLD)

Rising Main line -- 3.5 km 1100 mm dia

Sewage treatment plant -- 15 MLD

Implementation Strategies Both these projects (Water Supply and Sewerage System) were sanctioned on 10th May and 19th July 2006, respectively. The

project durations were 24 months and 18 months respectively. The project of water supply at Pal was commissioned on March 2009 and the project on sewerage network was commissioned on June 2009. Delay was due to heavy flood in the city during August 2006 and in getting possession of land for pumping stations and roads for distribution network. The mode of implementation for both these projects was based on the Engineering, Procurement and Construction (EPC) Modal and there were four different tender packages for water supply project while 12 tender packages for sewerage system. It was an open tendering for construction contract and bidders were pre qualified. It was observed that average 6 months gap between tender issued and tender awarded. The standardized contracting Central Vigilance Commission (CVC) guidelines have been followed. Water project was implemented under the supervision of the appointed Mars Planning & Engineering Services (P) Ltd as a Project Management Consultancy (PMC) for the purpose. It was observed that the fund released to project account and the end payment to contractors was regular. There was no delay in release to project account as well as making payments to suppliers that meant no fund scarcity. The completed project cost is ` 4,327.69 Lakhs. Excess expenditure over approved cost has been borne by the SMC. The third party monitoring was done by Indian Water Works Association for Sewerage Project. The operation and management (O&M) expenses cost is ` 44 Lakhs per month approximately, including electricity and it will be met out through water and sewerage charges and the system will be self-financed. Achievements/ Results Moving Bed Bio Reactor (MBBR) - process used for sewage treatment - requires lesser land Instrument Control Panel with Supervisory Control and Data Acquisition (SCADA) system is provided. This system ensures efficiency in water supply. The inflow, outflow and leakage parameters can be checked online through this process. As a result greater efficiency can be achieved in use of pumps and savings in energy consumption resulting in benefit of SMC’s reduced O&M cost.



Fig.20: Water & Sewerage Systems at Pal‐Palanpore Area

Impact of the Project The water projects will provide 43 mld water supply to 2.71 lac population of Pal upto the year 2034. These areas, despite having merged with SMC limits in 2006 were not getting municipal water supply due to supply constraints. These constraints have been overcome with the commissioning of this project. The work of providing individual connections to households has been in progress and about 12600 households have been directly benefited from the projects. While piped and safe drinking water supply provides convenience and basic service to the households, it also translates into better public health and reduction in illness particularly in water borne diseases. It also promotes

development in these planned outgrowth areas. Due to sewerage project, the dependence on secondary disposal systems such as septic tanks or private drainage networks can be minimized. A drive has also started to identify unauthorized sewage being released into the existing storm drains by existing households so that these households can be advised to take new sewage connections in the augmented network and utilize the increased capacity in the best possible manner. The work of providing individual drainage connections to households has been in progress and about 6840 households have been directly benefited from the project by March 2010.



The project has created hygienic environment and improved sanitation system within the area, which leads to better quality of life. Sustainability Similarly another STP based on MBBR plus Upflow Anaerobic Sludge Blanket (USAB)

process technology is under execution in north drainage zone of the city. The elimination of need for sludge recirculation will reduce energy consumption that will also help SMC to make the project sustainable, other than the revenue income from SMC.


Ms. S. Aparna, IAS Municipal Commissioner Surat Municipal Corporation, Surat Mahanagar Seva Sadan, Muglisara, Gordhandas Chokhawala Marg, Surat – 395 003 Office: 0261 – 2423750 – 56 Fax: 0261 – 2451935, 2422110 E-mail: [email protected]

P

National In

Title of ProtecDrinki State/CityBP Code:

Previous City Devethe absedumping inadequatwaste duwaste dhazards oinadequacCorporatioJNNURMprovided individual worse in tcondition supplied issues arelack of inquality of Despite gdaily or oto dump especiallycorporatiointo this Ocollecting dustbins fthis coninterveneddumping tbridges adrinking wfilters nam The NewThe projezone of Mand 18 Wand Narimlocated wselected f Sellur Odin Poonthbridges vSellur 50Kulam Rosolid was

E A R L

nstitute of Urba

Best Practicting a Cng Wate

y: Tamil Nad: SSS-SD-4#

s Situation

elopment Planence of effe

and cote collection umping faciliisposal and

of the scavencies in thon (MMC) . At Madurawith water houses. T

the summer sis deplorable

in Lorries one not only syvolvement oflife.

garbage collen alternate da

their solid y nearby on also dumpOdai. There

garbage for accumulantext Sellud to prevethe garbage’sand to prov

water to slummely bio-sand

w Approachect area is lMadurai city wWards of MMCmedu Odai.

within Madurafor the project

ai starts fromhamalli Nagarviz; Pandhal0ft road, Kattoad and Pooste from texti

an Affairs (NIU

ice: anal from

er to Slum

du - Madura##-2651-031

n of Maduraiective primarollection mvehicles, inaities, lack od occupationnging commue Madurai

plan subai city, onlyservice conn

The situationseason and foe where watn alternate dystemic but af community

ction by the ays, slum dw

waste into bridges. A

ps the collecteare neither sfrom house

ating the wasr Vattara nt the dwes in Sellur Odvide safe a dwellers usi filters.

located in thwhich falls unC namely AhAmong the

ai City, 3 brt.

m Pandhalkudr, covering thkudi, Sellur tabomman Nnthamalli Nale industries,

UA), New Delh

m Garbam Dwelle

i 11

mentioned ry garbage echanisms, dequacy of

of scientific nal health unity as the

Municipal bmitted to y 52% are nections at

n becomes or slums the ter is being ays. These also due to worsen the

corporation wellers used

the Odai At times, ed garbage systems for eholds nor stes. So, in

Kalanjiam ellers from dai / nearby and quality ng low cost

he northern nder the 14 himsapuram

7 bridges idges were

di and ends he following

60ft road, Nagar, B.B. gar. All the household

hi

ge Dumpers

wastestherebcontammore airborndiseasSellur water qualitydiseas

Fig.21Ahims

The plast fivaway aof medarea malariappendiseasproble

ping and

s were dumby water getsmination of

mosquitoes,ne and watses etc. The

Odai also cpipelines a

y of water ases like Chole

1: Map 1 & 2sapuram an

ast experienve years, neaas loan to 97dical treatmewere affecta, skin ddicitis, etc. W

ses like urinams, jaundice

Urban In

d Ensurin

mped into ths stagnant wsurface wat

, thereby ster borne de dumping ocontaminatednd there byand resultedera, Typhoid,

2: Project arnd Narimedu

ce showed tarly ` 38 lak

71 members fnt. Mainly ched by diarrdiseases lik

Women were aal problem, d, etc. Men we

nitiatives, Vol.

33

ng Qualit

his Odai anwhich results

ter, producinspreads modiseases, skof garbage

d with drinkiny affected th in spreadinetc.

rea‐ u Odai

that during thkhs were givefor the purposildren in Sellrhea, typhoike psoriasiaffected by thiarrhea, uteruere affected b

. 4

ty

nd in

ng re

kin in

ng he ng

he en se ur d, is, he us by

P

34

diarrhea, etc.1

Fig 22: Se

Fig 23: Dbridges

Goals of The goal living condMadurai cgarbage iquality drobjectives • To pr

plasticbridge

• To pwater

• To prdiseas

1 Source: Rewise loan ut

E A R L

kidney stone

ellur channe

Direct dispos

f the Best P

of the projeditions / envircity through pn Sellur Odarinking water s are:

revent the duc wastes into es. revent the

r in the regionrevent the aises from spre

eport generated ilization

es, jaundice,

el dumping

al wastes in

Practice

ect is to enronment in Sepreventing sti and providin

to slum dw

umping of gathe Sellur Od

stagnation o. irborne and eading in the

by Dhanam softw

viral fever,

nto Odai

sure better ellur area of agnation of ng safe and

wellers. The

arbage and dai near the

of drainage

waterborne area.

ware- purpose

National In

• Tobysa

Imple Strateg Major which status waterdwelleissuesintervewere eway ofand palso madopte 1. Or

DeW

2. Maqu

3. Fixwo

4. Crimtheva

5. Encosuweloc

6. Prlocadan

7. Dihohe

8. Plaan

9. Im10be

10. Refiltor

11. Sewoeliprodis

12. Reof Od

nstitute of Urb

o ensure safey low cost filtand filters.

ementation

gy

focus was gincluded aof existing system. M

ers for identifs was performention areas,ensured. Comf forming areeople contribmade. The ed for the proj

rganizing theevelopment Caste. anagement o

uality drinkingxing the rulesorking groupsreating awar

mportance of e help of

arious methodnsuring that ollection of soupply of adeqere performedcal bodies. revention of cal channelsdequate dustnd timely collesplaying a

oardings, wallealth and hygianting of tree

nd bridges. mprove the qu00 low costeneficiaries inevolving fundters to poor fa50% subsidiz

election of beorking commgibility criterone to and seases. egular monito

garbage andai by the com

Urban In

an Affairs (NIU

e and quality tering method

Strategies

given on resoavailability a

solid wasteMicro planninfication and p

med and need, expected ommunity partiea developmebution the pro

other activitject were:

e slum dwelCommittee wo

of regular an water to the s and respons. reness and health and working com

ds and approathe existing

lid waste at rquate drinkind timely with

garbage dums and bridgetbins and enection of garband distribul posters, leaiene. es on the side

uality of watet bio-sand f a pilot basis.d was creatamilies on intzed loan at afeneficiaries wmittee throuia and in aaffected by

oring to prevend plastic wammittee mem

nitiatives, Vol.

UA), New Del

drinking watds namely bi

ource mappinand functione and drinkinng with sluprioritization d of the projeoutcomes, etcipation by thent committeeoject cost waties that wa

lers into Areorking on Sol

nd timely goopeople.

nsibilities to th

educating thsanitation wimmittee usinaches. g systems viregular intervang water, etcthe help of th

mping into thes by placinnsuring regulage.

uting variouaflets regardin

es of channe

er by providinfilters to 50. ed to providterest free loaffordable cost

with the help ugh minimureas that wachronic wat

nt the dumpinastes into th

mbers.

. 4

lhi

er o-

ng nal ng m of

ect tc. he es as as

ea lid

od

he

he th ng

iz, al, c., he

he ng ar

us ng

els

ng 00

de an t. of m as er

ng he



13. Conducting meeting with the working group for monitoring and periodical reviews for further value addition.

The major outcomes of the project are regular collection, segregation and disposal of solid waste, maintenance and monitoring of solid waste management and provision of safe drinking water and institutional systems for sustenance. The total outlay of the project is ` 10.77 lakhs, of which ` 1, 03,000 lakhs has been contributed by the Sellur Vattara Kalanjiam. Sellur Vattara Kalanjiam was actively involved in the implementation of this project from September 2008 onwards along with the community people. * People contribution

As was committed by the people, they contributed a sum of ` 1.03 lakhs to the project which was deposited in a joint account opened in the Canara Bank, Mattuthavani. Photocopy of documents was submitted to MMC which showed a positive signal by the community for the concern and eagerness of the people into the project. * Formation of Area Sabha

Street wise Area Development Committee on solid waste management was set up. The committee members selected, was involved in various activities related to the Area Sabha. Formation of these streetwise Area Development Committees for solid waste management was a major hurdle for the project that was done through: 1. Selection of representatives in four streets. 2. Fixing their roles and responsibilities. 3. Orientation about the details of the project. 4. Continuous training to build their

capacities and confident level. 5. Involving them to create awareness

among the slum dwellers. 6. Monitoring the existing system of SWM. * Creation of Awareness about Health and

Hygiene

Slum dwellers residing in the project area were sensitized about the dumping of garbage into Odai and its impact on health and environment through various campaigns, street plays. Also, major behavioral changes observed were, avoiding the disposal of wastes into the common places, streets and Odai. No one was allowed to dump wastes into the Odai and even a penalty system was developed for those who disobeyed the rules.

Table 19: Showing activities involved in creation of awareness and health& hygiene

Srl.no Purpose Method and aids used

No.of participants

1 To sensitise the dumping of garbage into odai and its impact on health and environment.

Campaigning using various pictures, posters, photographs Street plays

45, 60, 25,70

2 To understand the consequences of contaminated water

Educating about health problems using the statistics, case studies, and video clips

35, 50, 50

* Sellur - Awareness Camp and Street play

on Safe Drinking Water

Awareness camps and street plays were performed to spread more awareness about the benefits of safe drinking water and how to keep water clean among the slum dwellers.

Fig 24: Street play

* Ensuring the Solid Waste Collection from

the Houses by the Corporation

The solid waste collection from each and every house were ensured by involving the representatives for daily monitoring using the MIS sheets, meeting with slum dwellers and concerned Counselors, Sanitary Inspectors and Sanitary Workers. Surveys were conducted to understand the existing situation and gap analysis and regular interaction with Sanitary Inspectors who would in turn ensure placement of common dust bins on streets and nearby Odai.



Fig 25: Workshop with Councilors

* Ensuring Quality Drinking Water

This was done by preparation and distribution of pamphlets to educate about water contamination and use of bio-sand filters. Regular water testing from different sources to know about the quality of water was also performed. A small laboratory with a capacity to test around 10 samples a day, for samples from the water used and the filtered output was established. This was done by DHAN Foundation centrally to keep the quality of filters and the necessary development in that regard. Outcome of the Reform The major outcomes of the project are: * Regular collection, segregation and

disposal of solid waste.

* Monitoring of solid waste management.

* Provision of safe drinking water and institutional systems for sustenance.

Fig 27: Pamphlet of Safe Drinking Water

Fig 26: Release of Training Material on Safe Drinking Water

Achievements/ Results The main achievements of the project are: 1. The filters distributed are easy to operate

with almost zero maintenance cost and no repairing parts. Thereby the filters are sustainable on their own.

2. Further the beneficiaries are contributing a part of the cost of the filter and so they will be interested in safeguarding and using their filters.


Shmt. S. Ahila Devi, Managing Director Sellur Vattara Kalanjiam 5B, Kattabomman Nagar, Near to Priya Nursery School, Madurai -02 Telephone No.: 0452-6582555 E-mail: [email protected]


P E A R L


P E A R L

SSOLID OLID WWASTEASTEMMANAGEMENTANAGEMENTMMANAGEMENTANAGEMENTNational Institute of Urban Affairs (NIUA), New Delhi



Title of Best Practice: Gorai Dumping Ground – An Urban Rejuvenation Project State/City: Maharashtra - Mumbai BP Code: SSS-SW-3##-1631-0311 Previous Status Mumbai spread over an area of 437.71 sq km with a population of more than 12 million people, generates around 6,500 tons per day of Municipal Solid Waste (MSW) and 2,400 tons per day of Construction and Demolition (C&D) Waste. Characterized by high population densities, vast quantities of waste, large slum areas and proximity to sea coast with high humidity levels, and tidal inundation, Mumbai poses a unique challenge to the management of MSW. The Municipal Corporation of Greater Mumbai (MCGM) showed leadership in addressing the challenge of disposal of MSW. Within Mumbai City, MSW is disposed at three disposal sites by open dumping – Gorai, Mulund, and Deonar. MCGM has recently allocated another one at Kanjur under the directives of the Hon’ble High Court of Mumbai.

Table 20: Three MSW Disposal Sites at Mumbai

Name of Site

Operational Since

Total Area (ha)

Height of

Waste (m)

Future life

(years)

Gorai 1972 19.6 25 -

Mulund 1968 25 18 1

Deonar 1927 132 20 6

* A green field site of 65ha area at Kanjur has been recently allotted under the directives of the Hon’ble High Court of Mumbai. Treatment and Disposal of MSW were areas of major deficiencies in Mumbai. A comprehensive solution addressing long term (25 years) need for management of MSW and C&D waste was required in view of limited balance life of existing dumping grounds to accommodate future waste all Integrated Solid Waste Management (ISWM) projects of MCGM except Gorai, which was a

construction and operation and management (O&M) contract awarded for 15 years.

Fig.28: Layout of Gorai Disposal Site

The Gorai dumpsite is located in the western suburbs of Mumbai. It spreads over an area of 19.6 ha and is operational since 1972. The site is adjacent to Gorai creek and is very close to habitation. The practice of open dumping that was followed since 1972 has caused significant environmental damage in neighborhoods adjoining the disposal site. Approximately, about 2.34 million tons of waste up to an average height of 26 m was lying at the site. The creek waters were polluted due to inflow of leachate harming the mangroves in the vicinity. The air quality had deteriorated from the frequent burning of garbage at the Gorai dumping ground. Citizens in the neighborhood had never opened their windows which faced the dumpsite in over two decades. The challenge in the context of Mumbai lied in developing a scientific and environmentally compatible MSW processing and landfill facilities while keeping the site specific constraints in mind. MCGM bid out and appointed Infrastructure Leasing & Financial Services (IL&FS) to provide environmental consultancy and project advisory services for developing an ISWM plan for the Metropolitan city in July 2005.

P

38

Fig.29: G

New App The ISWcomprehedevelopedPartnershManagemindependeeach of Deonar projects oTransfer (which woto recovreasonabldevelopm

E A R L

Gorai Dusms

proach

WM Projecensive waste d by IL&FS hip (PPP) fment Plan waent but well sthe disposaland Mulund

on a Design, (DBOOT) basuld enable thver the inle returns.

ment includi

hit – Prior to

ct, which disposal plaon a Publ

framework. as worked ousynchronizedl sites at G

d. MCGM aBuild, Own,

sis for a periohe private senvestments

The enng obtainin

o closure

includes aan, has beenlic – PrivateThe Waste

ut as a set ofd projects, forGorai, Kanjurawarded theOperate and

od of 25 yearsector operator

along withtire project

ng all the

National In

a n e e f r ,

e d s r h t

e

clearafacilitastrategclosureProcesFacilitiexistinMulunfacilityas weas a sClassifPPP fr

nstitute of Urb

nces was doated private gy that was e of the Gorassing Facilities (SLF) [af

ng waste withd and setti

y and SLF at ll. Each of th

separate projefication Bencramework.

Urban In

an Affairs (NIU

one by IL&Fsector pa

adopted inai site and setties and Sfter shifting ahin the site] ng-up a wathe green fie

hese projectsect for biddinchmark (ICB

nitiatives, Vol.

UA), New Del

FS which grearticipation. Tcluded scientting-up of Wa

Sanitary Lanand relocating

at Deonar aste processeld site of Kas was consideg under Indu) process o

. 4

lhi

eatly The

ntific aste ndfill g of and sing

anjur ered ustry n a



Table 21: Strategy for Waste Management

Site Waste

Allocation (TPD)

Available Area (ha)

Available for Processing

(ha)

Partial Closure

(ha) Project Components* Waste Processing

Technology

Mulund 500 25 4 21 5 units of 100 TPD capacity each Biomethanation**

Kanjur 4,000 65 65 -

• 1,000 TPD Composting

• Bioreactor landfill • Sanitary Landfill

Composting + Bioreactor Processing

Deonar 2,000 132 55 65

• 2,000 TPD Composting

• Sanitary Landfill • Emergency Sanitary

Landfill

Composting

Gorai - 20 - 19.6

• Impermeable liner (geomembrane and geo-synthetics)

• Leachate and LFG Collection and Conveyance system

• Flaring System • Landscaping

Scientific Closure

Total 6,500

*Site Development component common for all projects ** Processing of special waste from markets, hotels and restaurants Implementation Strategies Since the MSW accumulated at the Gorai site had reached its capacity, IL&FS designed a scientific closure strategy in accordance with the MSW Management & Handling (M&H) Rules 2000. As part of the strategy, IL&FS developed the detailed design for leveling and reforming the existing heap of MSW and incorporating environmental mitigation measures including laying of impermeable surface cover (Geotextile/ High-density polyethylene sheet), sheet piling to secure the site against tidal inundation, landfill gas (predominantly methane) collection and leachate collection and treatment system, development of a green belt and landscaping including a green cover over the dumpsite. The Gorai dumpsite closure being the first of its kind, the construction and O&M contract was competitively awarded to a consortium led by United Phosphorus Limited (UPL) and M/s Van Der Weil Strotgas BV. The construction and O&M contract was designed in a way that preserved the public interest nature of this

project with several positive externalities, while bringing in the construction know-how, management and efficiency skills of the private sector. The construction of the Project was completed in 24 months and at a cost of ` 500 million with the O&M estimated at ` 120 million. IL&FS has been a pioneer in developing a revenue model that makes MSW projects financially sustainable. This includes mobilizing carbon funds (for the first time for closure of dumpsites) and capturing valuable by-products such as methane gas to energy and waste to organic compost. IL&FS has also worked with Chemical Fertilizer Companies to off-take organic compost which also has the benefit of improving soil nutrients and productivity a key challenge for the Agricultural Sector in India. It has also developed a site that recycles C&D Waste to road sub-base and pavement blocks. In the case of the Gorai dumpsite closure amongst the value additions brought in by the IL&FS, has been carbon financing and conversion of methane gas to electricity.

P

40

Fig.30: Gof Projec

Scientific The scienGround in * Reloc

wasteH) for

* Layingwaste

* Layingthe fo

• Laying• Laying• Laying• Laying• Laying

Geote• Laying

E A R L

Gorai Dusmsct

Closure Plan

ntific closure ncluded the fo

cation and Re to a moderar permanent s

g of constre and compac

g of liner sysollowing: g of top vegeg of 300 mm g of Geo-comg of 1.5mm Gg of 200 extile g of 300 mm

hit – Implem

n

plan for Goraollowing comp

Reformation ate slope of 1stabilization.

ruction and ction

stem which c

tation layer thick top soil

mposite layer Geo-membran

gsm and

thick drainag

mentation

ai Dumping ponents:

of existing :3 (1 V to 3

demolition

consisted of

layer

ne layer 400 gsm

e layer

National In

* Ins

Utsyordin atmbelancoof anbegepogethethabetem

* InsAlscocoslatheat ThdemaleaLese

* Shpre

* Susto

* Cocosit

* PeLa

Carbo The cawill rgreenhpotenttransaadvanDeveloreductpost Kas wtransa

nstitute of Urb

stallation of tilization Systystem has beder to reducefuture. Instea

mosphere, the captured undfill gas colollection and v

network of nd duel weleen installedenerated will oint and weneration. Thee power planat is not use

e flared in mperature of

stallation of so, a duct to

ollection tank onstructed in ab. The leache duct througintervals alo

he pipes are ebris to prevaterial and achate from eachate colleewage treatme

heet piling onevent Leacha

urface water dorm water.

onstruction ofompound wallte.

eripheral anandscaping.

n Financing

apture and cesult in a house emisstial to earn Cction is onece transacopment Mechtion to be gKyoto Protocowell. The ction - from

Urban In

an Affairs (NIU

Landfill Gas tem: A landfileen installed e Methane (Cad of being e

he methane (lusing gas wlection and vventing maniflandfill gas cls (gas + le

d. The landbe brought

will be usede total installnt shall be 2 d for power an enclosearound 1,200

leachate collo convey the

is designedR.C.C coverehate is allowegh perforatedong the perip

covered witvent any en

choking ththe duct is ction tank anent plant for t

n the creek ate from enter

drainage for

f bunds, acc on the landw

nd internal

combustion ofsubstantial

sions and tCarbon Crede of the lactions in hanism. It incgenerated frool i.e. emissioentire Carb project doc

nitiatives, Vol.

UA), New Del

Recovery anll gas recove

at the site CH4) emissionemitted into thandfill gas) w

wells. For thventing, a gafold comprisincollection welachate ) hav

dfill gas thuto a commo

d for powled capacity mw. The gageneration w

ed flare at 0 °C.

ection system leachate to

d. The duct ed with a coved to flow in

d pipes locatehery of the fth constructiontry of the fhe duct. Th

collected in nd sent to thtreatment.

wards side ring the creek

channeling th

ess roads anward side of th

roads an

f methane gareduction

thus has thits. The Gor

argest Carbothe Clea

ludes emissioom the projeons in 2013-1bon advanccumentation

. 4

lhi

nd ry in

ns he will he as ng lls ve us on er of as

will a

m: a is er to ed ill. on fill he a

he

to k.

he

nd he

nd

as of he rai on an on ect 14 ce to



submission for registration at the United Nations Framework Convention on Climate Change (UNFCCC) was designed and developed by the IL&FS Ecosmart Limited (a 100% subsidiary of IL&FS). Gorai is the first dumpsite closure project from India to be registered at the UNFCCC. As a result, MCGM has received a Carbon advance of ` 250 million against future delivery of Carbon Credits from the Asia Carbon Fund of the Asian Development Bank (ADB) for the project. The project is estimated to reduce Greenhouse Gases by an estimated 1.2 million tons of CO2 over a 10 years crediting period. The project demonstrates that the Carbon financing can catalyze MSW projects and enhance the financial viability. Waste to Energy at Gorai IL&FS is currently facilitating discussions between MCGM and a US Energy major to set-up Waste to Energy project at Gorai on a Design, Build, Own, Operate and Transfer basis. Based on landfill gas flow and composition data available from the site it is expected to set-up up to 2 mw landfill gas based power plant at Gorai. Outcome of the Reform The Gorai Landfill Closure and Methane Capture Project converted about 19 hectare of a dumping ground into green landscaped spaces for the Citizens of Mumbai. It sets a benchmark in urban rejuvenation. Achievements/ Results The Scientific Landfill Closure and Methane capture PPP project at Gorai sets a benchmark in urban rejuvenation. The project demonstrates several benefits from scientific closure of dumpsites including: * Creation of 19 hectares of green space in

Mumbai. * Restoration of mangroves that had

degenerated due to toxic Leachate from the dumpsite.

* Noticeable improvement in the quality of creek water due to treatment of leachate.

* Property value in the area increased with higher property tax collection for the municipality.

* Power generation from methane. Sustainability Most MSW services depend on payment of tipping fees or collection fees or O&M and

other contractual fees from municipalities. Municipalities usually struggle from balancing budgets and are dependent on budgetary sources of revenues from the state or the centre. IL&FS has sought to mitigate this payment risk by generating cash flows from the following multiple activities: * Sale of waste by products such as

compost; * Conversion of waste to energy; * Use of construction debris waste in

pavement blocks and for road construction;

* Carbon credits from avoidance of green house gases through waste projects;

* Financial products such as bill discounting to cover payment risks.

Lessons Learnt The ISWM projects of Mumbai demonstrate the following: * the Carbon financing can catalyze MSW

projects and enhance the financial viability * Successful and balanced PPP projects

which can be modified for local requirements and replicated across the open dumpsites in the Country.

Impact of the project * Marked improvement in the quality of life

of people in Gorai improved within these 19 hectares of green space in Mumbai. Property value in the area increased with higher property tax collection for the municipality.

* Improvement in the environment quality is also noticed with elimination of foul odor in the atmosphere after 3 decades.

* Elimination of fire, health hazards and breeding of flies and rodents in the area helps improve public health and hygiene.

* Noticeable improvement in the quality of creek water due to treatment of leachate and therefore the marine life is noticed.

* Increase in avian fauna population beautifies the area with clean and non-polluting air in the zone.

Replicability The most important value of this project is the demonstration impact of a successful and balanced PPP project which can be modified for local requirements and replicated across the open dumpsites in the Country. However, it is a site specific strategy, and may not be appropriate for ULBs where identifying a new



land (availability) is a problem. At Gorai, scientific closure was opted only after careful evaluation of various technologies and processing options like technology evaluation criteria considered included: * Reliability and proven for large scale

application, suitable for waste to be handled at Gorai (considering characteristics and quantity);

* Meets MSW rules and * Environmentally and socially acceptable. MCGM gave unstinted support to implement these projects. All ULBs need to emulate this and have ownership to make ISWM projects successful.


Mr. R. A. Rajeev Additional Municipal Commissioner Municipal Corporation of Greater Mumbai [email protected] Tel. No.: +91- 022- 22620149 Fax No.: +91- 022- 22624283

Mr. Chetan Zaveri Vice President & Regional Head IL&FS Ecosmart Limited [email protected] 09819068877 022402985680



Title of Best Practice: Solid Waste Management at Nashik City State/City: Maharashtra - Nasik BP Code: SSS-SW-3##-1634-0311

Previous Situation Since the establishment of Nashik Municipal Corporation (NMC) upto the year 2001, NMC was directly involved in collection, transportation and treatment of Municipal Solid Waste (MSW). This resulted in various problems such as: * Collection through open tractor trolleys

typed Ghanta Gadis led to problems of waste littering on roads and nuisance due to smell from waste during transportation. Collection efficiency was affected because of improperly designed vehicles that were for each ward was not assigned. Number of workers for each vehicle was not defined. Collection points and timings were not defined for vehicles for collection of waste which created a major chaos in the localities.

* Even at the NMC level, proper monitoring mechanism for the Ghanta Gadis did not exist. Contract workers were not provided with safety materials such as uniforms, hand gloves, etc. Unhygienic way of handling of waste by Ghanta Gadi workers resulted into sickness amongst the workers. Even Sanitizers were not in use. Though the city was declared as the dust bin free city in 2000, waste littering was practiced on roads and open spaces. Agreement made between agencies and NMC for collection and transportation was not effective in controlling, collection and transportation efficiency. Treatment capacity was not adequate. Quality of compost and other materials were not regularly monitored.

* The city is registering almost 20% extra

growth rate compared to similar other cities in India. As a result per capita, MSW quantity is increasing to reach 400 gm/day in the future. The population growth rate of the city during the last decade had been 63.98%. This type of growth rate may be witnessed in the current decade also. Keeping above factors in view, MSW quantity is expected to reach 750 tpd by the year 2015 and 1500 tpd by the year 2031.

The New Approach Therefore, NMC had adopted a new strategy to over-come the above-mentioned problems. A Public-Private Partnership (PPP) based SWM project has been taken up by NMC under the JNNURM Project. Apart from this NMC has employed various innovative technologies in the implementation of the project as well. Due to the lack of workforce for street sweeping, collection and transportation of waste, NMC had outsourced the collection and transportation of domestic, commercial and bio-medical waste to private contractors as well as Non-Governmental Organizations (NGO’s). As a result, NMC has door-to-door waste collection within its limits. On an average per day 350 mt of waste is generated and collected within the NMC limits. Domestic and commercial waste treatment is carried out by NMC at compost plant Pathardi, whereas biomedical waste treatment is carried out by private contractors. In addition to that, NMC has also commissioned a MSW treatment plant with a capacity of 350 mt within its jurisdiction. Salient Features * Aim to recycle accumulated waste – 4 to 5

lakhs per mt. * Construction of sanitary landfill site – as

per MSW rules 2000. * Procurement of more vehicles for

collection and transportation of waste. * Intended to construct Centralized

Treatment Plant for treatment of waste. * Post treatment, organic manure, Refuse

Derived Fuel (RDF) will be produced and inert would be processed. This would provide additional revenues to NMC.

* Post treatment, 20% of the waste would be sent to the Sanitary Landfill site.

* Training center for SWM. Implementation Strategies NMC has given contract of collection and transportation of solid waste from the 6 divisions of the city to two private contractors. Contract of collection and transportation involves door-to-door collection of solid waste

P

44

through ‘Gwaste latransportaGhanta Gwaste is c108 wardGadi’s. Fig.31: Cand Cont

Fig.32: ‘Gcompartmcollection

Table 22Transpor

Sr. No.

1 Lo

2 Lo

3

4 Ti(G

E A R L

Ghanta Gadi’and fill siteation of solGadi’s are prcollected fromds of the cit

Contract Strutract Agency

Ghanta Gadment collectn at NMC

: Details of Srtation Vehi

Type of Vehicles

orries/Trucks Mini

orries/Trucks Tractor Trailers

pper Trucks Ghanta Gadi)

and transpoe. For colleid waste verovided by N

m 2.9 lakh houty through 1

ucture betwey

di’ – Three tion vehicle

Solid Wasteicles

Total No.

Capac(T)

4 3

3 1

18 3

124 3

rt it to solid ection and ehicles i.e. NMC. Solid useholds of 24 Ghanta

een NMC

for waste

e

city Tons/ Month

360

90

1620

10890

National In

Tablecover

Sr. No.

1

NMC technoprojec * Pr

It is elincomicapacilines matericompocompoto RDproces * Ae

CompocompoconstrMSW compoamongNashikper mbackupbe salsourcegenera15 % o

Fig.33

nstitute of Urb

23: Numbered by Door‐

EstablishmenType

Households

2

3

has emplologies in tht. The details

re-sorting Uni

ectromechaning non seity of 500 tpwith all necals. After

ostable mateosting, materiDF plant assed at Inert P

erobic Compo

osting is osting methoructed for win3 to 5 % is c

ost has agst the farmek. By maintain

mt ex-factory p support, enleable in thise will be praation of compof total MSW.

3: Compose

Urban In

an Affairs (NIU

r of establisto Door Serv

t Tot

2

HotelsRestaur

CommeEstablishm

oyed variouhe implemenare given be

it

nical segregategregated Mpd and it comcessary requ

mechanical erial will goial with calornd inert wProcessing P

osting Unit

done throuod and shendrows. Toda

converted intoalready becers within 100ning the pricelevel and w

ntire quantity os belt. Once cticed then t

post will increa.

Refinement

nitiatives, Vol.

UA), New Del

shments vice

tal Number

2,97,890

s / rants

1806

ercial ments 300

us innovativntation of thelow:

tion system fSW with th

mprises of twuirements an

segregatioo to windroific value goe

will be furthlant.

ugh windrods has beeay out of tot

o compost. Thome popul0 km radius e line of ` 180with necessaof compost wsegregation the quantity ase up to 10

t Unit

. 4

lhi

6

0

ve he

for he wo nd

on, ow es er

ow en tal he ar of

00 ary will at of to



* Inert Processing Unit

Inert Processing Unit, with capacity of 50 tpd, comprises of mechanical sieve and air density separator. Main purpose of Inert Processing Plant is to recover the construction material from the waste and to recycle it by selling or utilizing for in-house construction activities. This is mainly to minimize landfill burden on operation and maintenance (O&M) cost and also saving of land.

Fig.34: Inert Processing Unit

* Leachate Treatment Plant

Leachate Treatment Plant with capacity of 0.4 mld leachate or 10 tpd organic wastes has been installed for treatment of leachate coming out from solid waste dumps and sanitary landfill site. Proper arrangement for collection and transportation of leachate has been made. Leachate primarily generated in monsoon season and during other period, same plant is utilized for bio gas generation from organic waste. 40 kw power is generated through the plant and utilized for operation of pumps at MSW facility.

Fig.35: Leachate Treatment Plant

* Refuse Derived Fuel (RDF) Plant

The high calorific energy containing materials present in MSW are to be handled separately from the stage of receiving at the tipping floor onwards. RDF plant with capacity of 150 tpd is installed for generation of fuel pellets from high calorific value materials. Woody materials, paper products, textiles, jute, etc. forms the main constituents of RDF which is a valuable source of alternate energy. The technology for RDF primarily focuses on refinement of MSW through material re-combinations, segregation, drying, size reduction, blending and homogenization. This material is further refined for separation of sand, dust, metals, glass, etc. before grinding or shredding. The shredded material is obtained as fluff (<2 cm size) which is further processed into pellets, briquettes or bailing. NMC is exploring the possibilities for marketing of fuel pellets and nearby industries shown their interest for fuel. * Animal Carcass Incinerator

Dead animal carcass incinerator with the capacity of 350Kg per hour is installed for the incineration of dead animals such as dogs, cattle, etc.

P

46

Fig.36: D

Fig.37: R

* Sanita

Solid wastransporteof 75 tpdthe area necessaryconsidereProper aprovided treatment

E A R L

Dead Animal

RDF Processin

ary Landfill

ste not suitabed to sanitary. For this puof 2 hector

y aspects of sed during creaarrangement

which is cplant for furth

l Incinerator

ng Unit

ble for any pry landfill site rpose sanitarr is developescientific landation of sanit

for leachatconnected toher processin

r

rocessing is at the rate

ry landfill in ed. All the filling were tary landfill. te is also o leachate ng.

National In

Fig.38

nstitute of Urb

8: SLF Site

Urban In

an Affairs (NIU

nitiatives, Vol.

UA), New Del

. 4

lhi



* Rain Water Harvesting

Rain water harvesting from nearby areas of about 15 sq. km is underway by utilizing natural drain system and artificial ponds of 10 million liters of capacity. Outcome of the Project * Collection through closed hygienic typed

Ghanta Gadis. * No littering of waste on roads during

transportation which stopped creating nuisance due to smell from waste during transportation.

* Vehicles are assigned for each ward which increases collection efficiency

* Number of workers for each vehicle is defined.

* Vehicles are uniformly designed as per MSW rules 2000 and color coded with instruction and slogans with JNNURM logo.

* Collection points and timings are defined for vehicles for collection of waste.

* Citizen’s complaints about Ghanta Gadi timings and collection points have reduced significantly.

* Proper monitoring of vehicles through GPS devices is in the process of implementation.

* Contractors are instructed to provide safety materials such as uniforms, hand gloves, etc. to workers.

* Hygienic ways of handling of waste by Ghanta Gadi workers due to enough space in designed vehicles.

* Sanitizers are in use. * In true sense, the city is ‘Dust Bin Free

City’ due to absence of waste on road sides and open spaces.

* Agreement made between agencies and NMC for collection and transportation is very effective in controlling collection and transportation efficiency.

* Treatment capacity is adequate and designed in such way that which fulfill the future requirements.

* Innovative technologies such as Electro Mechanical Pre-Sorting, Inert Processing, Bio-Gas Plants, RDF and Animal Carcass Incinerators are in place.

* Aerobic Composting in practice with increased efficiency and better quality control.

* Scientific disposal of solid waste is in practice due to development of sanitary landfill.

* Proper documentation of quantity of waste received, treated and disposed is in practice.

* Quality of compost and other materials is regularly monitored.

Achievements and Results * 500 mtd capacity of SWM plant has been

commissioned. * Sanitary landfill site has been

commissioned * RDF plant has been commissioned. * 124 Vehicles have been procured –

handed over to private contractors for collection and transportation of waste from each household.

* Construction of training centre has been completed – NMC is conducting trainings in association with GTZ.

Budgetary Implications

* Detailed Project Report prepared with an amount of ` 59.99 crores.

* Government of India (GoI) approved the project with an amount of ` 59.99 crores.

* Awarded cost of the project is ` 67.88 crores.

* Three installments of ` 31.49 crores received till date – fourth installment request submitted to GoI.

* Expenditure incurred as on date – ` 67.21 crores.

* Financial completion of project – 99%. * Project Start date – Dec 2006. * Target Completion date – Dec 2009

(received extension from GoI and Government of Maharashtra [GoM]).

* Actual Completion date – Jan 2010 (delayed due to shortage of funds).

In spite of financial constraints due to unavailability of funds, NMC has taken measures to maintain proper cash flow for the project and contributed for 4th installment of GoI and GoM in excess to NMC’s own share in the interest of timely completion of the project. Sustainability * Though NMC considers SWM as an

essential service and subsidizes it from other sources, it has increased the general Conservancy Tax from 3% to 7% from 1st April 2010 as part of Property Tax to maintain the current O&M recovery on SWM services.



* In addition, NMC is also charging 4% as user charges for scientific treatment and disposal of SWM.

* NMC is selling compost and also planning to develop a market for RDF in nearby industries to generate more revenues for the upkeep of the assets.

* For reducing the O&M expenditure, NMC has made an agreement with two agencies for collection and transportation. The arrangement is also very effective in controlling collection and transportation efficiency.

Contact for Details: Mr. B D Sanap, IAS Nashik Municipal Commissioner Rajiv Gandhi Bhavan, Sharanpur Road Nashik Telephone(PBX) : 0253 - 2575631 / 2 / 3 / 4



Title of Best Practice: Implementation of Solid Waste Management in Thideer Nagar Slum State/City: Tamil Nadu - Madurai BP Code: SSS-SW-4##-2651-0311 Previous Situation Madurai City has 208 slums, which are spread in 72 wards of which the residential areas occupied by the poor people mainly migrants from various district of southern Tamil Nadu which are located mainly on the riverbank of Vaigai, railway lines and outsides of Madurai city are not having enough infrastructure facilities such as drinking water, drainage, toilets, street lights, roads, etc. The main issue of the Thideernagar slum is solid waste dumped on streets, pathways and in the channels. Solid waste produced in the slum is around 0.6 tonne /day. Due to the dumping, the solid waste blocks the side flow of the drainage and sewage pathways. These unhygienic conditions make the community people vulnerable and are affected by health hazards leads to the income leakage. To address this issue, the project is designed for creating a clean and hygienic environment within the slum by changing the attitude of the community. Solid Waste Management is kept as the final goal. Due to improper and unhygienic sanitation, people residing in the slum were affected by Malaria, Jaundice, Filarial, Chikunguniya and Dysentery. Especially during rainy season, the above said severity is more and more and the major portion of the income is leaked out. This unhygienic situation makes the community people hard and the attitude of the community was molded in dumping the solid waste in the streets and in cannel. In addition to that, there is a possibility for dumping the waste for the slum dwellers on the backside of the slum. Even though the corporation was collecting the solid waste, the frequency of collecting the waste was not sufficient. This was due to the shortage of slum infrastructure and also the number of sweepers was less in comparison to the total population. In order to make the slum environment clean and hygienic and to make the solid waste utilized in a productive way a new project was launched by the Madurai Municipal Corporation (MMC).


The New Approach Thideernagar is the one of the oldest slum in Madurai urban; it has more than 50 year of history. The slum belongs to Ward No. 31 and is divided into seven blocks. It is located in the heart of the city and is having around 1100 households with the population of 5423. People from in and around Maduari district like Ramanathapuram, Theni and Sivagangai had migrated to this slum for their livelihood. Those people are currently engaged in the following livelihood activities like unskilled laborers, vendors for flower, fruits and vegetables, etc. This slum is situated adjacent to Periyar bus stand, which is the heart of the Madurai City. Slum boundaries consist of West Veli Street at

Bu

Prp

Imp

Doc

A(Fie

TecAdm

TrCapa

Ma

P

50

the East,Periyar buTenants considera The total lakhs whethe peoplesupportedKalanjiammanaged groups in

Table 24Requirem

Pr

udget Head

roject pre-hase cost Project

plementation cost

cumentation

llowances eld Staffs &

chnical Staff) ministration

cost raining and acity Building aintenance

Cost

TOTAL

TOTAL

Goals of

The goal ohygienic eslum by chthrough p(SWM). Th

* To edu

and its* To im

SWM. * To ch

commu* To cre

the slu* To cre

utilize t* To cre

mecha

E A R L

, Kiruthumal us stand on tat the sout

able importanc

budget for ereas ` 80,0e from the sl

d and guided m (TVK),

Federation Madurai city.

: Project’s Fment

roject Budget Re

People Contribution

18000

50000

12000

80,000

the Project

of the project environment whanging the aproper solidhe main objec

ucate the coms importance.

mprove the l

hange the unity related teate a Garbam.

eate awarenethe waste as

eate the propanism and SW

Cannel at the North andth. The sluce to the city.

this project 000 was conums. The totaby Thenmadua registere

of women.

Financial Bud

equirement

CPF Contribution

120,500

394,500

78,000

148,000

170,500

79,400

4,100

9,95,000

` 10, 75

is to create awithin the Th

attitude of the d waste mctives were:

mmunity abou

evel of kno

practice ato sanitation. age free envi

ess about SWproductive m

per model onWM.

the West, d Melavasal m was of

is ` 10.75 ntributed by al project is urai Vattara

ed people n self-help

dget

Total

120,500

412,500

78,000

198,000

182,500

79,400

4,100

1,075,000

5, 000/-

a clean and hideernagar community

management

ut sanitation

owledge on

among the

ironment in

WM and to manner. n collection

National In

Imple Strateg For thsurveypotentstrengcreateplanninimplem

Fig.40Mana

The pform othe beslum Develomonthprogre In secrepresWelfarCommRepreBlock“AdvisDevelo The thfrom each repres

nstitute of Urb

ementation

gy

he project iy was conductial of solid wthen the com ownership ang of the slu

mentation of t

0: Implemenagement in T

project has gof three tiers eneficiaries iis the Gen

opment Assocs. They di

ess of the proj

cond tier, are sentatives frre Association

munity Basesentatives, 3(7 blocks in t

sory Commopment Assoc

hird tier, consthe Block Rblock) and

sentatives. T

Urban In

an Affairs (NIU

Strategies

implementatiocted to assess

waste disposammunity particmong the comum was donhe project.

ntation of SoThideernaga

overnance ssystem. In t.e. the com

neral Body ciation who mscuss and ject.

the Ward Mrom NGO’s ns, etc. existined Organiz3 Representathis slum), etcmittee” of ciation.

ist of the seleRepresentativ

the implemhey are me

nitiatives, Vol.

UA), New Del

on, househos the need anl. Moreover, cipation and mmunity, mic

ne for effectiv

olid Waste ar Slum

tructure in thhe first tier, amunity in thof the Slu

meets once inevaluate th

embers / ULB/other Are

ng in that arezation (CBOatives of eacc. They are th

this Slu

ected membeves (one fromenting NGembers of th

. 4

lhi

old nd to to ro ve

he all his m 4 he

B, ea ea, O) ch he m

rs om GO he

P

National In

Executiveand reviewGiving ouvisits to tstrategy to

Fig.41: C

Methodolo The projephases sslum devisits, traiseeding, effective iphases ha 1. Conce

Discu

In Thideewas arran250 peopof discusfrom whicwhich peoAt the endwere ensu * Ensur

vehicl* Segre

degra

E A R L

nstitute of Urba

e Committee. w the progreut proper orthe existing io achieve the

Community P

ogy

ect activities uch as awarvelopment aning to the lemicro-nutrien

implementatioave been deta

ept Seedingussion

er Nagar clusnged among tle participate

ssion was thch several qople actively d of the discuured:

ring disposal le. egation of adable waste.

an Affairs (NIU

They execuss based on ientation andinstitutions a

e goal of the p

Process Char

are dividedreness creatioassociations,

eaders and stant testing, eton of the proailed out belo

g and Foc

ster an informhe people wh

ed. In this thehe importancquestions aroparticipated aussion follow

of waste in

degradable

UA), New Delh

te the plan conserves.

d exposure re also the

project.

rt

into eight on, forming

exposure aff, concept tc., for the

oject. These ow:

cus Group

mal meeting here around e main topic e of SWM ose and in and replied. ing aspects

corporation

and non-

hi

* Acav

Fig.42

2. InaTh

On FeThideeof the shared 3. Fo

In ThidensurevehicleExecuand arAdvisocommto shacomm * Pla* En

co* Cr

aw* Cr

ho

TableBlock

BlockIIIIIVVVV

To

ccumulation voided.

2: Focus Gro

augural of Sohideer Nagar

ebruary 3rd “Iner Nagar slum

project and d in this meet

ormation of Ex

deer Nagar ae timely dispoe. For this cotive Committround 14 memory Committeittee conductre and solveittee performs

acing of namensuring disporporation vehreating awarwareness camreating MIS ouse.

25: Accumu

k No. AccI I II V V VI VII otal

Urban In

of waste in

oup Discussio

olid Waste M

naugural of Sm” was condits services

ing.

xecutive Com

a committee osal of wasteommittee, froee members mbers were see from eacts meeting onproblems be

s the following

e board in eaposal of whicle. reness in p

mpaign. to regularly

ulation of W

cumulation of1101151471586723250868

nitiatives, Vol.

51

streets to b

on

Management

SWM systemducted. Desig

to public wa

mmittee

was formed e in corporatiom 7 blocks 1were selecte

selected for thch block. Thnce in 15 daying faced. Thg tasks:

ach ward. aste only

public throug

monitor eac

Waste per

f waste in (Kg)0 5 7 8

0 8

. 4

be

in

in gn as

to on 13 ed he his ys his

in

gh

ch

)



Chart 3: Showing Accumulation of Waste per Block

4. Pamphlet

In order to seed the concept to other outsiders print pamphlets were distributed to the public. 5. Survey in Thideer Nagar Slum

Questionnaires were prepared and survey was conducted for around 1290 household. This survey helped to understand attitude of the people, their behavior, type of waste which accumulates more, way of disposal of waste, sources of waste, member’s clarity regarding degradable and non-degradable waste, importance of segregation of waste, etc.

Table 26: Number of Block and Houses S. No

Block No

No of own house

No. of rented house

No. of lease house

1 I 69 123 37

2 II 43 82 5

3 III 68 32 64

4 IV 87 56 90

5 V 93 39 30

6 VI 21 10 4

7 VII 90 88 159

Total 471 430 389

6. Corporation Vehicle

Mostly on Sundays, Corporation vehicle did not collect waste. This had been a big problem in Thideer Nagar, because small and congested houses were unable to keep waste for a two days long period at home. Thus, they

were forced to go and through the waste on to the roadside or common place to dispose the waste. To avoid this now, it has been made an arrangement for sanitary workers and corporation vehicle to come on Sundays as well. 7. Introduction of MIS

For monitoring of field level changes, MIS was introduced at field level. First level of information was taken but as there is problem with accuracy of data, so second level of changes has been made and it is in process. 8. Initiation for Awareness Campaign

To create peer pressure and also to realize the importance of solid waste, it was decided to conduct awareness programme intensively. Therefore, arrangements were made to distribute pamphlets to the public, street play and rally to create awareness among the public. Challenges / Constraints Encountered * Keeping in view the heterogeneous

community, concept seeding and clarifying the idea may take longtime.

* The success of the project will depend on the people and ULB representative rather than the implementing agency.

* Balancing the political aspirations and social group differences in the particular slum is a big challenge.

Outcome of the Reform The outcomes of the project are: * A clean, tidy, eco-friendly, hygienic

environment has been created in the slum. * A participatory ethnic group was promoted

to work for cleaner environment. * The attitude of the community has

changed in respect to sanitation. * Knowledge gaining on SWM of the

community. * Solid waste will be transferred into a useful

product. * 100% collection of solid waste from 1000

households. * Collection of nearly 60,000 tones of solid

waste from the slum. * Health expenditure has drastically

reduced. * This project has emerged as one of the

efficient model on SWM technique for the subsequent similar slums in future.

0

50

100

150

200

250

300

350

1 2 3 4 5

Block No



Achievements/ Results The funds received from people contribution in the Community Participation Fund (CPF) collected annually from the 1000 households are ` 100 per household. At the initial stage the income generated from the Bio-compost was very less. With increase in the income

from the compost plant, the entire programme can be run sustainably. Further, the community governance structure is running in sustained form since the first year onwards.

Contact for Details: Mr. R. Senthil Kumar Madurai Municipal Corporation No.10-B, Shanmugapriya Illam, Old Murugan Talkies, 3rd Street, Thiruvalluvar Nagar, Madurai – 625 003. Telephone No.: 0452 – 6523760, Mobile phone: +91 98659 31051 E-mail: [email protected]


P E A R L


P E A R L

PPUBLIC UBLIC TTRASPORTRASPORTSSYSTEMYSTEMSSYSTEMYSTEMNational Institute of Urban Affairs (NIUA), New Delhi



Title of Best Practice: Bhubaneswar - Puri Public Transport System State/City: Orissa - Bhubaneswar BP Code: SSS-PT-3##-2140-0311 Previous Status Bhubaneswar and Puri together represented many common ailments being faced by cities in the developing countries. Such cities are often ill equipped to control and manage the rampant growth in motorized vehicles. There is a continuous increase in the self-dependent motorized vehicle ownerships. On the other hand, the existing unorganized public transport system did not have enough buses to compete with other form of motorized options, especially two and three wheelers.


The constant growth in three wheeler-auto rickshaws and personalized vehicles, resulted into the following problems of constant deterioration of air quality and deleterious impacts on human health; heightened emissions of greenhouse gases; street noise

levels well in excess; increased road accidents along with resultant injuries and death. The New Approach Jawaharlal Nehru National Urban Renewal Mission (JNNURM) created an opportunity for many Indian cities to organize its public transport system. Under JNNURM, Bhubaneswar and Puri City Authorities received funds for procuring Buses to run public transport in these cities. Government of India (GoI) and Government of Orissa (GoO) shared the cost at 80% and 20% respectively. GoO had therefore formed a public company to operate the public transport system with an operator to run buses on cost share basis. Respective city authorities are the shareholders of the company headed by the Mayor of Bhubaneswar. This company was called Bhubaneswar-Puri Transport Services Limited (BPTSL). Fig.44: Early Bus Services

BPTSL was the first ever-formed public company in Orissa State to run city busses. It currently has ten board of Directors. The BPTSL has the mandate of running city buses in and around Bhubaneswar and Puri. It has 125 buses to run in nine routes covering a distance of 267 km. and has hired a firm to run the buses with predefined revenue sharing model.



Implementation Strategies Strategy While the growth in motorized vehicles had already changed the urban landscape of the cities, there was still an opportunity to direct the transport sector to a different paradigm. The important fact was that people had no option for travel other than personalized vehicles. This led the city authorities to integrate a people friendly mobility plan that had bus based transit system, greenway pedestrians system, transportation demands management (TDM) and land-use measures. Methodology Planning for introducing a new public transport system, the city authorities in Bhubaneswar and Puri approached GoI for financial assistance. Once the project was approved, GoO appointed a Transaction Advisor to assist the process of implementing city bus services in the cities. In the process, GoO had also formed a company to run the public transport system named BPTSL. The Mayor of Bhubaneswar acts as the Chairman of the Company. The share of capital was divided between Bhubaneswar Development Authority, Bhubaneswar Municipal Corporation, Puri Konark Development Authority, Puri Municipality and the Orissa State Road Transport Corporation.

Table 27: Share of the Bhubaneswar Puri Transport Services Limited (BPTSL).

Authorities Percentage of Share

Bhubaneswar Development Authority (BDA) & Bhubaneswar Municipal Corporation (BMC)

40%

Puri Konark Development Authority (PKDA) & Puri Municipality (PM) 5%

Orissa State Road Transport Corporation (OSRTC) 10%

A private operator was identified for operationalising the bus services in Bhubaneswar and Puri. The private operator was responsible for hiring conductors, drivers, and maintenance of the bus as per the Annual Maintenance Contract (AMC) with Bus manufacturers. They will have to pay fees of AMC, registration, insurance and route to the responsible authority. The operator shares revenue generated from advertisements with the company.

Fig.45: The New Bus Services

The private operator has the option to buy back buses with depreciation price after seven years. The operator needs to make an upfront payment of ` 3.40 crore i.e. 20 % of the cost of buses initially. However, it had paid ` 85 lakhs during signing of memorandum of understanding (MOU) and the remaining amount in three installments was paid by May 31 2011. The fares range between ` 2 to ` 30. The 125 buses ply on six designated routes in Bhubaneswar city and three routes in Puri City, with two-hour long slots each in the morning and the evening specified as peak hours. Buses touch every designated bus stop within a 6 to 13 minute interval between 9 a.m. and 11 a.m. and between 5 p.m. and 7 p.m. During other period, a town bus is available at every bus stop in a gap of 13 to 30 minutes. Buses run every day between 6 a.m. to 10 p.m. connecting nearby towns like Khurda, Pipili, Konark, Bhubaneswar and Puri. This reduced the use of personalized vehicle movement within the cities and encouraged use of public transport.

Fig.46: Route Map for Bus Service



Lessons Learnt * Leadership and ownership of private

operators, participating in running public transport system is a priority for such a project.

* Efficient and skilled Government Officials for plan formation and implementation are important aspects for grounding the systems.

* Professional approach is required to utilize the Transaction Advisors.

Sustainability In this present form of operation, Government will have no difficulty in running the buses.

However, Government will have to provide leadership and policy intervention in making public transport system viable in cities. The operator will have to put effort in making the operation effective with profit making from advertisements at bus stations, etc. This will add to the expansion of more routes. The system required integration of bus routes with seamless travel options.

Replicability Every city with population of one million and above, can implement the system with local policy intervention.


City Managers Association Orissa, C/o Vice Chairman, Bhubaneswar Development Authority, Sachivalaya Marg, Bhubaneswar - 751001, Orissa, India Tel: +91 (674) 2395614 Fax: +91 (674) 2390633 E-mail: [email protected],


P E A R L


P E A R L

UURBAN RBAN PPOVERTYOVERTY




Title of Best Practice: Integrated Infrastructure Development of Slum Locality in Bhopal State/City: Madhya Pradesh - Bhopal BP Code: UPY-###-7##-1526-0311 Previous Status Area development is a concept that exploits the linkage between slums and natural drainage paths, which in turn influence the urban infrastructure and the environmental fabric of the city. In a holistic and integrated frame, it converge scales, activities, actors and resources and exploits the slum fabric in the context of the total city for substantial and cost effective improvement. The slum fabric is seen in the context of the whole city and interventions proposed are mutually beneficial to the slums as well as the rest of the city. The objective is not to find solutions unique to the slums but, instead, explore the commonality between the slums and the better parts of the city to integrate the two. In this regard, Bhopal Nagar Nigam identified 84 poor localities that had very low basic services & amenities. Out of these localities, 22 belonged to minority community group. These localities had such housing on the existing slum locations wherein most of the houses were Kaccha hut, tin sheet houses or other very shabby houses, with meager degree of required basic infrastructure like drinking water supply, sewer and storm water network, solid waste disposal, electrification, community center, primary health center, etc. Physical Characteristics of these localities before the implementation of the project is given below: 1. Location and Terrain

A large number of slums and poor localities were on or close to the nallah (drain). Some slums had steep slopes, rock out crops and high water table. Some of the slums were on flatter terrain having a black cotton soil, which again implies extra development cost. 2. Density and Open Space

The slums and poor localities were of low to medium density. In almost every location, the perimeter of the localities was found to be very dense whereas in the interiors, there were

open spaces. The city periphery and old village localities (Ekta Nagar, Shiv Nagar, and Gupta Nagar) were of lower density. A visual comparison would put inner city localities (e.g. Haneef Colony) and those at Beriasia Road areas at higher densities. 3. Nature of Housing The localities had a mixture of housing – from pucca (in areas such as Shiv Nagar, Krishak Nagar), semi pucca (where there is brick masonry with mud plaster) to kutcha mud houses and small shacks made of wood/bamboo slats and plastic sheets. Structures for housing are single storied, one to two room houses averaging an area of 300–500 square feet. The quality of housing stock depend on a combination of factors such as the age of settlement, level of tenure security, infrastructure provisions and funding from sources such as Bhopal gas relief fund. 4. Infrastructure It was interesting to note that in almost all the slums visited, there was high to very high demand for better infrastructure and that the people were willing to contribute towards the costs subject to conditions of installments, security of tenure and assurance of implementation.

i. Roads: In the internal areas of the localities there were largely 'Water Bound Macadam' (WBM) and kutcha roads. Some of the internal paving is done by the residents themselves or by the cooperator.

ii. Water: Most of the poor localities and slums had access to water either by tube well or Corporation water tanker where the ground water table was low and municipal network has not yet reached. The problem common in most slums is that the water is available at points on the perimeter main lines and people have to carry water to the internal areas in buckets, often in steep terrain and through kutcha lanes.



iii. Sanitation - Toilets, drains and sewerage: Toilets and open drains are the main problem in every slum and poor localities. Very few households have access to some toilet facility within the community. While some of the slums were serviced by Sulabh complexes, the residents displayed a reluctance to use them, particularly the women. Issues raised in this regard were maintenance of the Sulabh, distance of the facility from the slum, eve-teasing in the vicinity of the Sulabh (which was brought up by both the men as well as the women), etc. It was felt that the twin pit latrine scheme of the government had not been accepted in most of the localities. Typically, discharges from individual toilets were either into open drains or septic tanks/soak pits, all eventually draining into nallahs. In one slum, there were dry latrines, cleaned by sweepers once a month. There was a network of small open drains, typically kutcha, which carry wastewater into the main nallah within the localities or creating a local pond. There were often complaints of the discharge entering houses on the drain path. No effluence undergoes any form of treatment.

iv. Garbage: There was little or no access to solid waste management services provided by the municipal maintenance systems. There was no system of collection from within the slums. Garbage was generally thrown into the nallah, which the residents recognize as one of the reasons for choking, overflowing of drains, etc.

v. Electricity: While most of the dwellers could take the benefit of the single batti connection, metered electricity within the slums was a thing of the past. The residents complained of receiving very large bills, which were possibly due to the use of heaters in winter, etc. and therefore non-payment of the bills was practiced. Electricity was “hooked” from the overhead lines. The average electricity bill per month paid by the residents was ` 35-40 per month though some families pay much higher.

The New Approach BMC had initiated the “Basic Services to Urban Poor Initiatives in Integrated Infrastructure Development of Slum and Poor Locality” Project (Phase –I and II) to upgrade these 84 identified slum localities. The project

was divided up into two phases by covering and dividing the entire locality into two parts. First phase of the project covered 31 localities and second phase of the project covered 53 localities.


Goals of the project * To integrate the slums into the economic

and social networks of the city. * Sustainable improvement in overall quality

of life of people living in slums in Bhopal. * Sustainable improvement in standards of

health, education and community life and increased income-earning potential of people in slums of Bhopal.

* Strong, committed and broad-based form a land informal community – based



groups, which participate actively in sustainable development activities established and functioning.

* To provide security of tenure. * To encourage self-help improvement of

housing. * To strengthen local government to ensure

that assets created are property maintained and project benefits sustained.

Implementation Strategies The total area of the land available for development in phase - I and II in various slums and poor localities was approximately 356.95 acres and 395 acres, respectively. It was proposed to develop cement concrete roads, sewer line, connection to main sewer line, water supply network, storm water line, solid waste management, schools, community centers, play grounds, gardens, etc. The contribution of BMC was generated by taking development charges @ ` 15 per sq. feet from the residents of the identified 84 slums and poor localities covering approximately ` 751.95 acres of land, after the completion of the integrated area development scheme. This generated ` 8.46 cores over a period of 4 years from 2007-08 to 2011-12 which is more than the cost required for the project. The balance of this amount will be converted into a revolving fund which will be used for operation and maintenance of the system. After the completion of the project the Property under the property tax will increase and the slab of the tax which is ` 180 per unit will be increased to ` 250 per unit and also some property will come under the normal tax rate on built up area rate basis, which will provide an additional fund to BMC to maintain the services provided to these areas. Outcome of the Project Most of the localities had poor drainage and sanitation system and also had lack of access of safe drinking water which was affecting the health and immunity system of residents. This project has improved their health condition and status due to that they are fully contributing in their life upliftments. Due to construction of road, mobility of people has risen up, children can easily go to school by their own convenience, and senior citizens can walk safely. Easy accesses and approach to religious places has been made. Infrastructure and basic amenities development in these localities has brought major changes in the life of the residents.

Fig.48: Construction of Roads and bye lanes

Achievements and Results Localities became united with this project and understood the importance of basic infrastructure development as well as impact of this development on their families. Due to these reason residents of localities also participated in the area development programme. They contributed @ ` 15 sq.ft. as a development charge as per their area. This activity reflects their involvement in the project

P

60

and self sto improvshoppers shops as

Fig.49: Sc

Sustaina Formationwas creatthe inmaintenanfeeling of developmfor trainiOrganizatand operalong withSupport isin the area Innovation The folloinfrastructsupply in

E A R L

sustainable asvement in ba

are getting mtheir area bec

cenario Befo

ability

n of Mohalla ted to look a

nfrastructures nce of the ssense of bel

ment charge (ing the loctions for solration & maih the Residens maintaininga.

n in Technolo

owing technoture developm

the design

spect of the pasic infrastrumore customcome part of

ore and Afte

Samiti in eaafter the func

and system. For ongingness,

(`15 sq.ft) wacal Communlid waste mntenance (Ont Welfare Asg regular O&

ogy Employed

ologies werement for longof water ne

project. Due ucture local

mers in their main urban

er Implemen

ach locality ctionality of operational giving the

inclusion of as provided nity Based

management O&M). BMC

ssociation’s M activities

d

e used for run. Water tworks, the

National In

localitygone u

ntation of Pr

princippressudiametacrossnetwortopogrwas co All inconstroverhesystemthe matakenconsidperformhave bcosts oare grcheap

nstitute of Urb

y. Rate of theup.

roject

pal tradeoffs ures, terminaters. For ms the distrrks are usraphy to componsidered.

ternal roadsructed as peead and ums are consiajor roads ovup and on

dering the pomance, undbeen installedof the undergreater, the ruer. Undergrou

Urban In

an Affairs (NIU

e plot in those

are betweeal pressures more balancribution syssed, advantpensate the f

s of 6.0 mer given norunderground dered in theverhead elec

the 6.0 mtoint of safet

derground ed. Though th

ground electrifunning and mund electrifica

nitiatives, Vol.

UA), New Del

e localities ha

en the suppand the pip

ced pressuretems, loopetage of sifrictional losse

t. widths arms. Both th

electrificatioe planning. Octrical lines at. wide roadty as well a

electrical linee initial capitfication syste

maintenance ation lines als

. 4

lhi

as

ply pe es ed te es

re he on On re

ds, as es tal

em is

so



reduce theft of power compared to over headlines.

Fig.50: Mahalla Samiti

Financial innovations of the Project (Private -Public Participation Model) * Local leaders and community members

were involved in planning and funding of the Infrastructure and also the maintenance of the assets created in the project.

* Public involved in monitoring and quality audit of the works under the project like road construction, drains and sewerage in terms of active participation and reporting played an important role.

* 30% of BMC’s share towards the project has been through the residents of the slums by contributing the development charge of a total sum of ` 10 crores (@ ` 15 sq.ft.). This money had already been contributed by the residents and utilized by BMC.

* Mobilize community resources by involving local labour force of the localities in infrastructure development and development of community level facilities.

Lessons Learnt The programme since its implementation has tried to fulfill its basic objectives of its genesis, i.e. holistic development of localities and creating basic infrastructure in those localities. With basic infrastructure in place, it has great impact on the social aspects of the beneficiaries. The eligible beneficiaries have got a pucca basic infrastructure. The facilities of sanitation, water supply lines are now available at every door step. Roads have been paved mostly in concrete or asphalt. Electricity is now available to everyone but with metered bill which will help agencies to recover genuine amount from the beneficiaries for the proper

maintenance of the infrastructure. Sewerage system has been developed and now drains are channelized which has helped in creation of a hygienic condition for the area. They now neither have the fear of the water logging and muddy roads nor the rain water entering into their home. Similarly on the social front, women are the biggest beneficiaries from the programme. Health and hygienic condition of the surrounding has improved a lot. Children too have a better surrounding to live. The facilities being made available now will facilitate in their proper upbringing. A sense of security now prevails among the residents. Impact of the Project Social Impact- Residents of these localities realize that their status has risen up in the society after intervention of this project. Their family members feel more secure now as they do not go out for toilets and for drinking water. By construction of road, mobility of people has risen up, children can easily access school by their own convenience and senior citizens can walk safely. Health Impact This project really made a tremendous effect in reducing the health hazards in the surrounding localities. Most of the localities had poor drainage / sanitation system and lack of access to safe drinking water which affected the health and immunity system of the residents. By providing the basic infrastructure through the project it has improved their health condition and status.

Fig.51: A livable environment for the slums in Bhopal




Shri Manish Singh Commissioner Bhopal Municipal Corporation Sadar Manzil , Bhopal, Phone : 91-755-2542070

Mr. Anubhav Shrivastava Project Coordinator, JNNURM Bhopal Municipal Corporation Sadar Manzil , Bhopal Phone : 91-755-2701410 Mobile: 9893292595 9893292603

P

National In

Title of EstablComm State/CityBP Code: Previous Madurai hwith imposame timunemployof womenproblems to addressFoundatioFederatio Bringing eagenda sMaking communitfor their sthe projetechnologcomponeneconomy major faincreasing The New The Slumaims at thstatus of living in ttechnologthem. Aloinfrastructcommitmesystem es Goals of To conneand goveissues anservices, were prov * Traini* Cyber* E-gov

incomcertific

* Entertastrol

E A R L

nstitute of Urba

Best Practiishing S

munity Pa

y: Tamil Nad: UPY-###-

s Situation

has its own hortant historime on theyment,underen and other so

also existed.s poverty thro

on has prn in the year

e-governanceet by JNNURit accessib

ties in their osocio econom

ect. Informatiogy is the kent of the nand informa

actor in eg productivity

w Approach

m Informationhe bettermenthe weaker

the slums ofgical and infong with the iture, the goveent to improspecially in vi

f the Projec

ct the poor pernance; to ea

nd effectively through SIC

vided to the sl

ng of trainersrcafé applicatvernment servme certificati

cation, pensiotainment appogy, video ga

an Affairs (NIU

ice: Slum Infoarticipati

du - Madura9##-2651-0

heritage and lcal events, other sidemployment, vocial and dev. In this junctuough poor woromoted Jaof 2002.

e in the city RM for its misle to all

own languagemic needs is on and com

ey enabler anew knowledation revoluticonomic gr.

n Centre (Snt of the socio

section of tf Madurai, byfrastructural mprovement ernment has ove the e-inllages.

ct

eople to the gasily address provide the g

C the followinlum people:

s tions (e-mail) vices (caste cion, birth aon schemes) plications (Taames)

UA), New Delh

ormationon Fund

i 0311

long history but at the e poverty, vulnerability velopmental ure in order omen, Dhan aihindpuram

is a reform ssion cities.

the slum e and reach

the gist of mmunication and a vital dge based on. It is a rowth and

SIC) project o-economic the society, y providing support to of physical shown firm frastructure

government the people

government ng services

certification, and death

mil movies,

hi

n Centre

* Inf* Ta* Be* Av

en* Kn* Ne

goGr

Therefabout transpresponCorpotime.

Fig.52Goverinform

Eventucatcheare saresult procesamong The N SIC is single informThe paccessinform

for Slum

formation on ax payment etter opportunvailability of nhancing bettenowledge conetworking oovernmental roups.

fore, this initiasimplificationarency, citnsiveness oration activity

2: Showing trnment and mation centr

ually the goves up the pubaving their rein very shor

ss is enrichig the public.

New Approa

a place to rewindow

ation and curpose of ses to a rangeation to peop

Urban In

m Dwelle

Micro-enterpr

nity of employonline mark

er marketing nnectivity of governm

institutions,

ative was expn, regulation, tizen - cof the eny in a very

the link betwBusiness thre

vernment alslic issues freqesources mort period. Thng transpare

ach

nder distant spoint thro

communicatioetting up of Se of servicesple living in slu

nitiatives, Vol.

63

ers unde

rises

yment ket rates an

mental, no Self He

pected to brinempowermenentricity an

ntire Madurshort span

ween Peoplerough

so very easiquently; peoporeover gettinhus, this entiency and tru

services fromough modeon technologSIC is to brins, content anum areas.

. 4

er

nd

n-elp

ng nt, nd rai of

e,

ily ple ng re

ust

a rn

gy. ng nd

P

64

Jaihindpuworking wand it is centre wiindividualstraining cidentified SolaialaguJaihindpuSIC is a window communic The total around ` will be aro Fig.53: Sethrough

Impleme Strategy The stratachieve th * e-Gov

castepaym

* Availaschem

* NetwogoverGroup

* Educaentertgame

* Help cater

* To ac Methodolo The entirethrough s

E A R L

rami Federawith slum inha

believed thall surely upgs and serve icentre, advo

for supuram, ram, Villapuplace to rendpoint to mocation techno

budget we 10, 79,600 a

ound ` 89, 60

ervices, whiSIC

entation Str

egies for SIhe desired go

vernment se, income, pent).

ability of onlinmes, etc. orking of rnmental inps, etc. ational centetainment cen

es, etc. to be iline to give nthe basic nee

ct as a counse

ogy

e project activix steps that a

tion, has alrabitants for pat this slum grade the knn the area of

ocacy, etc. setting up

Avauram and Tder services odern inform

ology.

have estimaand people’s c00 only.

ich can prov

rategies

C were chaloal which inclu

ervices (birpension sch

ne corporatio

governmenstitutions, S

er, Job typitre like brownstalled

necessary infeds of the peoeling centre fo

vities were imare mentioned

ready been ast 4 years information owledge of f data base, The areas

p kiosks aniyapuram, herkuvasal. from single

mation and

ated comes contribution

vide

lked out to udes;

rth, death, hemes, tax

n activities,

ntal, non-Self Help

ing center, wsing, video

formation to ople. or students.

mplemented d below:

National In

A. Codis

In thSolaiaJaihindconcep1500 mhad heof SIdiscusactivelmainlyits acthere where respondiscusfollowi

1. Ap

cecethethe

2. Deedap

3. Onprotim

4. Coco

Fig.54

B. Ina

In the inauguchair websitMunici

nstitute of Urb

oncept seedscussion

he five idelagupuram, Tdpuram, the pt seeding abmembers fromealthy discusC. It also

ssions for thly took pary about the necessibility, itswas arrange

lead quense was gassion people eng areas:

pplication forertificates, incertificate. Wayey can avail e earliest. etails of bducation loapproach, etc.n Old age ocesses and

me factor for romputer courost, etc. were

4: Focus grou

augural of SIC

month of Seurated by the

person launtes for Dhanipal Corporat

Urban In

an Affairs (NIU

ding and

entified areaTherkuvasal,VFederation

bout this projem all the aresions about t

conducted he people irt. The disceed of SIC, as functioningement of subestions wereathered. At expected its

rms for ratiocome certificys to fill the those neces

bank regardan procedur

and widow benefits for

receiving the rses for their also in dema

up discussio

C at federatio

ptember 2005Federation. O

nched the n Foundationion.

nitiatives, Vol.

UA), New Del

Focus grou

as such aVillapuram, anhave done thect. For arounas gathered,the importanc

focus groun which the

cussions weabout serviceg, etc. Furthb groups alse given an

the end services in th

on card, deacate, and bir

form, whethssary details

ding housines, ways

pension, ththe same, thpension, etc.children in lond.

on for SIC

on level

5, the SIC waOn this day thSIC and tw

n and Madur

. 4

lhi

up

as nd he nd

it ce up ey re

es, er so nd of he

ath rth er at

g, to

he he

ow

as he wo rai

P

National In

Con ShriManKalaJaih13 AMeeVillaMadTele

Fig.55: In

C. Pamp

In order toprinted papublic. D. Syste

Dhan IT tpurchase from Kasystems wfacility prFederatioDocumenHuman AssociatioIt is also services a E. Attitud

Questionnconductedservices receiving ration card

E A R L

nstitute of Urba

ntact for De

. R.Sasikala, naging Directoanjiam Foundindpuram Va

A, 7th cross stenakshi Nagaapuram durai -09 ephone No.: 0

nauguration

phlet

o seed the coamphlets wer

ems Purchase

team has beand received

alanjiam Thowere installerovided to on is offering t Content

Developmeon (HDCA), eworking as

are rendered

de survey in T

naire was pred for around

they requirbirth certifi

d, etc. were a

an Affairs (NIU

etails:

or, ation ttara Kalanjiatreet, r,

0452-650 644

n of SIC

oncept to othere distributed

e and Installat

een consultedd necessary eozhilagam Ld, with net cone system.educational

Architecturent and etc. for schoobrowsing cento public.

Therkuvasal

epared and s121 member

red. The decate, death

at the top prio

UA), New Delh

am

45

er outsiders, among the

tion

d in system equipments Ltd. Three connectivity . Now the courses for re (DCA),

Capability ls students. ntre, where

survey was rs regarding emand for

certificate, ority.

hi

F. Fu The S10 amby loca Challe * Th

petec

* Masinse

* Linow

* Fodego

Outco The foprojecthat 70this pbetweeprovidtranspservice Repli The pcontinuthe peprojecsimilarsuppoKalanjCorpo

unctionality Sy

IC would runm in the mornal people of th

enges / Con

his kind of eople, with lchnology. aintenance once the useervices. nkage with awn time. ollow up withepartment takot its own limit

ome of the R

oundation aft, had condu0% of the peproject. To en the gove better servarency towes, this projec

cability

project periodue based oneople. Considt, there is a r services tort from coiam Federaration, etc.

Urban In

ystem

n for an 8 hrsing till 6 pm he locality.

nstraints En

initiatives is limited know

f the centersers are very

all departmen

h the concerkes its own ttations as we

Reform

fter implemeucted a surveeople are benbring health

vernment anvices and enwards the ct was a succ

d was one yn the need adering the spossibility fo

o nearby sloncern agenation, Madu

nitiatives, Vol.

65

s duration froin the evenin

ncountered

new for thwledge on th

is very criticy new to th

nts will take i

rn governmetime and havll.

ntation of they that showenefited throughy relationshnd people,nrich trust an

governmecess.

year but it wand demand success of thor establishinums with thncy like th

urai Municip

. 4

om ng

he he

cal he

its

ent ve

he ed gh hip to nd nt

will of he ng he he pal



Title of Best Practice: Efficient Health Care Management System – Service to Urban Poor State/City: Maharashtra - Pimpri Chinchwad BP Code: UPY-###-9##-1670-0311

Previous Situation The Pimpri Chinchwad Municipal Corporation (PCMC), a key municipal authority of the Pune Metropolitan Region, is responsible for the development of the city of Pimpri Chinchwad. Owing to the growth of multiple economic activities in the region, the city of Pimpri Chinchwad is witnessing a high annual population growth of 6% vis-à-vis the national average of 2.1%. The expected population of PCMC today is about 15 lakhs and out of these, 1.45 lakhs is the population residing in slum areas. To cater to the healthcare needs of this population, PCMC, through its medical and health department, is currently operating eight hospitals (two multi-specialty hospitals and six maternity and general hospitals) and 16 dispensaries. Since slum population are more prone to be infected by diseases and existing healthcare system does not cater to the information related to the health and health service received by urban poor and citizens, a new system was envisioned. The project scope includes implementation of a healthcare management system across all its hospitals and dispensaries to improve its healthcare services and target availability of health services to urban poor. The situation in the hospitals before the implementation of the new project was very unorganized and slow. The patients visited the hospitals and prepared the test papers. Then they were directed to the respective doctors as per the problem described by the patient. Doctors would examine the patient and suggest medicines. During the subsequent visit, the patient had to prepare fresh case papers and the same process was repeated. Some of the problems and issues encountered by the patients are listed below: * Time lost in the preparation of test papers

at each visit to the hospital. * If the old test paper is lost by the patient,

the same or other doctor has no medical history for previous treatment and it starts its diagnosis afresh.

* There is no data about the communicable diseases patients/citizens, daily visit to the hospital, etc.

* If the patient had a long medical history that information is never captured to improve medical service.

* Since there is no inter-linking with other support services like medicine, stores and lab, the support services management sometimes failed to cater to the demand of the time.

* No database of the patient from weaker section of society.

New Approach The Department of Information Technology, Ministry of Communication & Information Technology, Government of India, in its recommendation on the use of Information Technology (IT) infrastructure for health services in India, suggested the use of IT to bridge the isolated functioning of the key stakeholders in the healthcare industry. Against this backdrop and PCMC’s initiative to use IT to connect its Out-Patient Departments (OPDs) at eight hospitals and 16 dispensaries, Credit Rating and Information Services of India Ltd. (CRISIL) designed the scope of the Project. The scope required the selected vendor to implement health care management system software along with the necessary hardware and infrastructure. The scope was aligned to the requirements of PCMC hospitals and dispensaries in terms of software customization, hardware and infrastructure requirements. The system enable the creation of a patient database, which will store every patient’s medical history, laboratory test results, radiology results, previous doctor’s prescriptions and drugs administered to the patient. This database will be stored at a central location and will be able to be accessed through the Web-based system across all locations. With the availability of photo pass for slum dwellers, the medical database of the urban poor is recorded and can be used to establish the accessibility of medical services to urban poor. The concept of health card has been introduced to enable



effective data retrieval. Each patient being treated at these OPDs will be given a health card, which will bear a unique identification number along with a bar code and a colored photograph of the patient. The patient will be required to carry the health card for visits to the OPDs. By using the unique identification number, the doctor will have access to the entire medical history of the patient. This will be useful in diagnosing patient’s problems and thus, providing appropriate treatment to them. Also, since the information will be stored at a central database and will be accessible across all PCMC OPDs, the patient will have the flexibility of going to the nearest PCMC OPD. Implementation strategies Selection of Vendors With the objective of implementing the health care management system, PCMC launched a two-stage bidding process comprising the qualification stage of request for quotation (RFQ) in March 2009, and the selection stage of request for proposal (RFP) in June 2009. The bidding parameter for the selection of the vendor was the lowest fee quoted for the above-mentioned scope of work. The RFQ received a good response from eight interested bidders. Of the eight bidders, four were judged as technically and financially capable by the Evaluation Committee of PCMC and were short-listed for the RFP stage. The bidder with the lowest fee was selected as the successful bidder. The Project has been completed and had been launched in the month of November 2010. The Vendor has provided a health care management system for all PCMC OPDs, including software customization as required by PCMC, hardware installation, and a proper infrastructure set-up within a period of six months. Once the system goes live, the Vendor provided a warranty period of one year and subsequently entered into a maintenance contract for the next five years. The contract will be renewed annually by PCMC. The scope of work for the Vendor included: * Customizing the health care management

system based on the requirements of PCMC.

* Providing the necessary hardware and infrastructure, required for around 400 users operating the system.

* Providing training to the users of the system, starting from basic computer training to health care management

system training initially, and later, on an ongoing basis.

* Providing PCMC with the complete code of the system and then, updating the same code base with new major or minor version releases.

* Providing support and maintenance for software, hardware and infrastructure, as per the specified Service Level Agreement (SLA), along with the onsite support team during the system warranty period and the system maintenance period.

Citizen’s Health Care Management System Process * During the patient’s first visit to any of the

eight hospitals or sixteen dispensaries, the patient is issued a health card.

* Once the patient is directed to the doctor, the patient’s login is available on doctor’s computer.

* The doctor fills in patient’s diagnostic details, medicine, lab test details in the system.

* While the patient goes to collect the medicine and take the lab test, the in-charge has the patient’s record displayed on his system and he certifies what has been provided to the patient and uploads the lab test result of the patient in the system.

* The stores officer knows through his system the reduction in stock of the medicines and consumables in the hospital and accordingly plans to replenish the stocks in the hospital at its designated location.

* During the subsequent visit of the patient, to whoever doctor the patient’s medical history along with the name of the last doctor attended, medicine prescribed and lab test results are available.

Screen Shots of System Application

Fig.56: Registration Login



Fig.57: Patient Registration

Fig.58: Patient Encounter

Fig.59: Doctors Home Page

Fig.60: Doctors Cover Sheet

Fig.61: Doctor ‐ Patient History

Fig.62: Doctor Investigation Order



Fig.63: Service Billing

Fig.64: Lab Order Processing

Fig.65: Pharmacy Prescription Browser

Fig.66: Stores Management Indenting

Outcome of the project The improvements envisaged through the project are as follows: * Enabling a significant operational control

and streamlining of operations to improve operational efficiency.

* Enabling improved quality of healthcare through documented patient medical records.

* Enabling integration of pathology and radiology test results along with pharmacy requirements with the patient medical record.

* Enabling improved response time to demands of patient care through automation of the process of collecting, collating and retrieving patient information.

* Reducing the time spent on clerical activities by the Doctors.

* Enable control over operational costs.

Achievements and Results Benefits Derived to Citizens * Improvement in the diagnostic analysis. * Learning database for the doctors on

training. * Consultation with other doctors on serious

cases in case doctor is not available in Hospital or Country.

* In case patient is referred to external doctors, a copy of his medical history can be provided on patient’s request.

* Data analysis on the age of patient and type of diseases patients/citizens are suffering acts as a decision point for taking



preventive actions against communicable disease.

* Legal action against doctor’s fault in diagnosis.

Benefits incurred to PCMC The implementation of Project has thus led to value addition in the following ways for PCMC: * Training and onsite support -- The training

programs have been designed such that regular training sessions will be held through the term of the agreement, which will cover basic computer skills development as well as the skills for operating the health care management system. In addition, the Vendor will provide an onsite support team during the warranty and maintenance period to service the specified SLAs ensuring maximum uptime for the system and operational efficiency in PCMC hospitals and dispensaries.

Sustainability * Centralised System Architecture -- The

central application deployment architecture entails that irrespective of the location, a user can connect to the Web-based central application and its database that stores all the data. This technical optimization of the healthcare system has brought cost savings from reduced hardware and infrastructure costs, apart from resolving the potential technical issues with the distributed system architecture.

* Health Cards -- The Vendor will be responsible for bearing the cost of printing and issuing of health cards to patients. PCMC will allow the Vendor to recover a fixed charge per health card from the patients. This arrangement eliminates the risk of variation in the number of cards to be issued and thus has a direct impact on the cost as well as the recurring expense to be incurred on printing `the health cards.

Contact for Details: Mr. Mahesh Zagade Municipal Commissioner Pune Municipal Corporation Shivaji Nagar, Pune-411 005. E-mail: [email protected] Telephone: +91-020-25501103


P E A R L


P E A R L

UURBAN RBAN RREFORMSEFORMS


P

National In

Title of CapacVisakh State/CityBP Code: Previous Greater V(GVMC), cities andthan 4,00contract /citizen seWater SuEducationInformatiolakhs poextended Prior to esDevelopmJune 200various csupportedimprovemtechnical result, thestaff memof the citizstudies coas ASCIindepende The tardybetween and the dof positivsatisfactiointrospectintroduce building programmdevelopmsystem. The New The incepwith the improvemprofessionterms oemployeeidea initiaidentifyinginfrastruct

E A R L

nstitute of Urba

Best Practiity Bui

hapatnam

y: Andhra P: URF-###-

s Status

Visakhapatnamis one of th

d has a man00 regular / outsourcing

ervices in the upply, City n, and Reveon Technologopulation ofto an area of

stablishment ment (HRD) C08, the emcadres and cd by capacity

ment of their sand persona

e services rembers were nozens, as per tonducted by r, Osmania ent bodies.

y rate of citythe City De

developmentave factors on levels, htion of the adHRD Centre

(training mes, and oment activities

w Approach

ption of HRDprimary obje

ment throughnal support tf training

es and otherally had to g the requiredture for the tr

an Affairs (NIU

ice: ilding tm Munici

radesh - Vis###-0103-0

m Municipal Ce 63 JNNURpower strengemployees

g employeesareas of PuPlanning, E

enue Collectiogy, etc., to f Visakhapaf 542 sq.kms.

of the HumaCentre in GVployees servcategories wbuilding prog

skills in the arality developmendered by ot up to the ethe external areputed institUniversities

y developmenevelopment Pal activities aninfluencing t

have given ministration o

e for conductiand de

other humans internally

D Centre in Gective of emph providing to the adminand develo

r related actface the ch

d inputs such raining centre

UA), New Delh

through ipal Corp

akhapatnam0311

Corporation RM mission gth of more and 6,800

s rendering blic Health,

Engineering, on through

about 18 atnam City

n Resource VMC during ving under

were hardly gramme for reas of both ment. As a the GVMC xpectations and internal utions such and other

nt, the gap Plan (CDP) nd absence the citizen scope for

of GVMC to ng capacity

evelopment) n resource

within the

GVMC was ployee skill

necessary nistration in opment to ivities. The hallenge of as physical

e, the areas

hi

HRD poration

m

of timprovresourstructucapitalcentreorgani

Fig.67

The Hcommcontraovercoprograthe ceregulaservicevariouresour

Practic

technical avement trainrce persons ure, all the l and revenue, besides a rzational cultu

7: The HRD C

HRD Centre ienced with ct basis duri

ome a gap cramme plansntre has devir training ses of the ents departmerce persons.

Urban In

ces in

and non-tening modules

and their budgetary sue expenditureresistance to ure and climat

Centre, GVM

n GVMC hasa HRD C

ing June 200reated betweand their im

ised a systemsessions by tire higher caents within

nitiatives, Vol.

71

Greate

echnical sks, appropria

remuneratioupport for th

e of the traininchange in th

te, etc.

MC

s been initialConsultant o08. In order en the traininmplementatiom of conductin

utilizing thadre Officers

GVMC, a

. 4

er

kill ate on he ng he

lly on to ng on, ng he of as

P

72

Goals of * Achie

impro* Effect

GVMC* Impro

emplo* Impro

emplo* Achie

perforservicrewar

* CreatBodie

Impleme The HRD activities recommeninstitutionCentre fInstitute Governanneed for institutionreforms s After a psuch as departmeculture departmeProfessioto meet tand other Training activities HRD Centraining workshopHRD and departmebeen conofficers, vother stakResidentiaNon-GoveCommuni(CDOs), e Based on the HRDadministrafollowing the Corpo

E A R L

f the Projec

eve the kovement of emtive citizen reC

ove quality ofoyees of GVMove the poyees eve the higrmance in dce activitiesrds and recoge a brand

es (ULBs).

entation Str

Centre in GVfrom June

ndations of ts of study for Good Gof HRD a

nce (under JHRD has bes, particularlyuggested und

preliminary sthuman re

ntal activitieprevailing innt, under thnal, commenthe requiremesupporting H

and develoof the HRD

ntre has succsessions

s for 6228 tratechnical topnts. The tranducted forvarious categke holders lial Welfare ernmental Orgty Develo

etc. since its i

the study coD Centre isative divisionsprofessional a

oration from ti

ct

knowledge mployees of Gelations mana

f citizen servMC presentation

gh standarddevelopment of GVMC

gnitions image in U

rategies

VMC has com2008, base

the leading Gand researc

Governance, nd Centre NNURM con

een envisagey with refereder JNNURM

tudy of relatesource inve

es and orgn GVMC, e supervisionced its activitent of capac

HRD activities

opment areCentre in GV

cessfully condincluding

ainees, coverpics relating toaining progra

the council ories of empke the membAssociations

ganizations (opment Ornspection.

nducted for ths also supps of GVMC, tactivities, as me to time:

and skill GVMC agement in

ices by the

skills of

d rate of and other

C through

rban Local

mmenced its ed on the Government h such as Dr. MCR for Urban

ncept). The ed by these ence to the .

ed aspects entory, key ganizational

the HRD n of a HR ties in order city building s.

the key VMC. The ducted 138 36 major ring various o respective ammes has

members, ployees and bers of the s (RWAs), NGOs) and rganizations

he purpose, porting the through the required by

National In

* Prbro

• Coem

• Emma

• Reem

• PoStlab

• St• De• Tr

Fig.68

* Plaprocoen(inCoprgvainvsta

* Prforan

* Nopro

nstitute of Urb

reparation of ochures in theontract labmployees, mployee traanual, ecruitment mployees, olicy for Provtate Insurancbour, taff pattern reqevelopmentalraining Calend

8: The HRD C

anning and ogrammes

oncerned Hengaging the senternal and exonducting grammes an

arious public volving the ake holders.

reparation of r data bank

nalysis, in res

ominating emogrammes,

Urban In

an Affairs (NIU

HRD manuae areas of - bour and

aining and

process for

vident Fund ace proposals

quirements, activities, dar.

Centre, GVM

organizing in coordinat

eads of Depervices of resxternal), when

workshopsnd awarenesservice activemployees

employee feeand performapect of all the

mployees to exseminars an

nitiatives, Vol.

UA), New Del

als, books an

outsourcin

developme

r outsourcin

and Employees for contra

MC

the trainintion with thpartments ansource personnever requires, traininss camps o

vities of GVMand all oth

edback reporance appraise employees.

xternal traininnd workshop

. 4

lhi

nd

ng

nt

ng

es act

ng he nd ns d. ng on

MC er

rts sal

ng ps



conducted by other reputed training institutions.

* Recruitment of various categories of employees on outsourcing and contract basis.

* Introduction of Quality Circle Concept.

* Preparation of GVMC Ward profiles from time to time.

* Coordination of study tours of Council members and employees, and preparation of feedback reports.

* Other supporting activities such as constituting and coordinating the stakeholders groups such as City Technical Volunteers Corps (CVTC), Steering Committees, working groups, etc., as required under JNNURM guidelines.

* Coordinating with the study teams from national and international institutions such as Swedish International Development Corporation Agency, Central Development Initiatives in Asia and other Government agencies.

Challenges / Constraints Encountered * The challenge of identifying the employee

training needs has been conquered through a detailed study and activity analysis of various departments of GVMC.

* Assessment of training requirements through internal feedback system during the course of conducting training sessions.

* The major constraint of identifying suitable resource persons for conducting training sessions on technical topics has been resolved through the support of Heads of Departments and other senior officers, and recognizing the services as internal resource persons.

* Suitable training modules are being prepared with the active support of the internal and external resource persons.

* The constraint of necessary financial support has been resolved through proper annual finance budget allocation.

* The initial infrastructural support has been provided by the Administration of GVMC.

Outcome of the Project * The employees of all cadres and

categories have improved their technical knowledge and skills related to their respective jobs.

* Employee performance has been improved in terms of rendering citizen services and organizational developmental activities.

* Presentation skills of the employees have improved.

* Communication and networking system have been improved.

* Inter departmental coordination has been effective due to continuous group activity sessions.

* Employee morel and motivation has been improved in terms of quantum and quality of work.

* Leadership skills of the Officers in terms of coordination and cooperation between the subordinates have been improved.

* Certain high performance awards and rewards instituted by the Government and NGOs have been achieved by GVMC.

* The quantum and nature of citizen complaints are under control.

Sustainability The HRD Center is supported by the GVMC through its internal funds. An amount of ` 40 – ` 50 Lakhs per Annum is spent on the Center. But looking at the popularity that it is gaining from the participants and the Ministry, it is expected to be supported by the center and state levels as well. Impact of the project HRD activities have been taken up by GVMC with a primary objective of rendering improved citizen services by the employees of the Corporation through updating of knowledge and employees skills through continuous training programmes. The Department has been successfully performing its role in the process of implementation of reforms of the State by extending support through various professional City Management Techniques in the Corporation. GVMC is one of the few local bodies in India, where the scope of HRD has been clearly defined and implemented in



accordance with the reforms suggested by JNNURM and the Government of Andhra Pradesh. In order to meet the HRD function more effective in its implementation process, particularly in the area of capacity building, a training calendar of every three months is conducted. The training calendar is aimed to cover relevant technical and HRD topics for all cadres of employees working in various sections of the Corporation. The Officers and Staff Members who took part in the training programmes and workshops are appreciative of the HRD Center and are greatly benefited from the training programmes which are designed to suit the requirement of employee skill improvement and support the HRD Department in order to deliver quality training peogrammes, keeping in view the primary role of rendering effective citizen services on continuous basis. Replicability The JNNURM Mission Directorate, Ministry of Housing and Urban Poverty Alleviation, Government of India, taking the GVMC HRD Center as an example and through its tool kit for financial support, has communicated recently that the implementation of an effective system of capacity building for improved urban governance is the immediate requirement for all the 63 mission cities covered under JNNURM. The tool kit also envisages the importance of the capacity and institutional building of ULBs at the Centre, State and City levels, and sought the proposals for necessary funding of the Capacity Building Centers.

The HRD center would extend their help to all JNNURM cities interested in replicating the practice through: * Study visits * Support for Planning and Organizing * Tool kit support * Trainers training * Providing necessary inputs through the

existing system in GVMC through study by the officials of the ULBs proposing to replicate the practice.

* Deputing the HRD consultants of GVMC to the ULBs proposing to replicate the practice with reasonable remuneration.

Recognition The practice of capacity building through HRD Centre in GVMC has been recognized by various forums such as JNNURM Mission Directorate, Ministry of Housing and Urban Poverty Alleviation, Government of India, consultants from World Bank, Administrative Staff College of India, Hyderabad and other Government and NGOs. The same can be observed from the “Tool Kit for Financial Support for Comprehensive Capacity Building for Improved Urban Governance & Poverty Alleviation”, recently forwarded by the JNNURM Mission Directorate, Ministry of Housing and Urban Poverty Alleviation, Government of India, New Delhi, to all the ULBs of the Mission Cities.

Contact for Details: Shri. V.N.Vishnu, IAS Commissioner Greater Visakhapatnam Municipal Corporation Tennati Bhavan, Assilmetta, Visakhapatnam-530 002

Dr. A. Rajendra Krishna, HRD Consultant, Greater Visakhapatnam Municipal Corporation, Tennati Bhavan, Assilmetta, Visakhapatnam-530 002 Office: 0891-2746302, Mobile : 09848882589 E-mail: [email protected]



Title of Best Practice: Community participation in the Functioning of Urban Local Bodies State/City: Andhra Pradesh - Hyderabad BP Code: URF-###-###-0101-0311 Previous Situation The Government of India (GoI) has launched Jawaharlal Nehru National Urban Renewal Mission (JNNURM) in the year 2005-2006 at an estimated cost of ` 50,000 crores for seven years to encourage cities to initiate steps to bring about improvement in the existing services in a financially sustainable manner. Municipal Administration and Urban Development Department, Government of Andhra Pradesh has entered into a Memorandum of Agreement (MoA) with Ministry of Urban Development, GoI on 27 March 2006 to implement Urban Reforms Agenda in a period of six years. Enactment of Community Participation Law (CPL) is one of the mandatory reforms to be adopted at the state level. In this regard, Municipal Laws have been amended in Andhra Pradesh through Act Number 7 of 2008 on 19 April 2008 duly providing the provisions of CPL. The Act was brought into force from 6 February 2010. Rules have been issued for constitution of Ward Committees and Area Sabhas in all Urban Local Bodies (ULBs) on 10 February 20101. Fig 69: Ward Committee Meeting in Ward No. 112 ‐ Hyderabad

1 Article published in the Economic Times on 13th November 2010 0n Community Participation by Shri. Sameer Sharma, IAS.

The New Approach Enactment of CPL is one of seven mandatory reforms committed under JNNURM by Andhra Pradesh State Government. Accordingly, Municipal Laws in Andhra Pradesh have been amended to incorporate provisions of CPL in functioning of ULBs. The Amendment institutionalizes subsidiary and citizen participation through introduction of a three tiered structure in ULBs, namely Corporation, Ward Committee and Area Sabha/Ward Sabha. The Act was brought into force from 06 February 20102. Goals of the Project * Institutionalize Citizen Participation Law; * Introduction of the concept of Area Sabha/

Ward Sabha in all ULBs; * Introduction of the concept of Ward

Committee in all ULBs. Implementation Strategy/ Process A. Constitution of Ward Committee Ward Committee shall be constituted for each ward in the ULBs. Commissioner has to nominate an Officer of the ULB to be the secretary of Ward Committee. Office accommodation shall be provided for the ward committee as well. The composition of the Ward Committee would consist of - i. Ward Member to be ex-officio

Chairperson. ii. Area Sabha representatives in the ward

ranging from 2-11 based on the population on the ward.

iii. Not more than 10 persons representing the civil society based on population of the ward to be nominated by the Municipal Council or Corporation.

iv. Population: number of nominated members. Upto 10,000 population: 4 members per Ward Committee. For every additional 4,000: 1 member each.

2 See http://www.ghmc.gov.in/Ward_Committee_info.asp for related Orders and List of Members



v. Half of the persons to be nominated to the Ward Committee shall be women.

vi. Term of ward committee to be co-extensive with the term of the ULB.

The qualification and disqualification prescribed to the elected members of the ULB shall apply mutatis mutandis to the members of the Ward Committee. Persons eligible for nomination to the Ward Committee and minimum number of persons to be nominated to each ward committee in ULBs based on the population of the ward should be:

i. A president / secretary representing registered Residents Welfare Association in the ward – 1-2 members.

ii. A member of registered Tax Payers Association / Rate Payers Association in the ward – 0-1 members.

iii. A president / secretary of slum level federation (i.e. National Healthcare Corporation) of a slum. In case of non-availability of a slum level federation in a ward, a representative of senior most Self - Help Group in the ward – 1-2 members.

iv. A member of a registered association / institution / institute / body or organization or Non-Government Organisation or Mahila Mandali or Trade Union / Chamber of Commerce / Medical Council in the ward – 0-1 members.

v. Any other prominent citizen from the ward – 0-1 members.

The Procedure that has been adopted for Nomination as Member of the Ward Committee is that applications shall be called for by the Commissioner, for the eligible persons by issuing a notice in the news papers. The submission of applications is done at the office of the ULB which is then scrutinized by the Commissioner. A list of eligible applicants is prepared by the Commissioner that is placed before a special meeting of the ULB. The ULB nominates the required number of members by a voice vote. The main functions of the Ward Committee are:

i. Supervision Over –

• Sanitation work and Drainage. • Working of street lights. • Repair of roads. • Maintenance of markets. • Maintenance of parks and playgrounds. • Poverty alleviation programmes.

ii. Monitoring the functioning of Municipal Schools, Maternity Centers and Dispensaries.

iii. Review of the collection of taxes and non-taxes.

iv. Preparation of list of beneficiaries for pensions and subsidies.

v. Preparation of Annual Ward Development Plan.

Fig 70: Ward Committee Meeting in Ward No. 48 – Hyderabad

The different Powers that have been vested upon the Ward Committee are:

i. 20% of the budget earmarked for

maintenance of urban services shall be allocated by the ULB to all Ward Committees together. Funds shall be allocated once in a quarter.

ii. The Ward Committee will identify maintenance works and forward the list to the Commissioner for sanction.

iii. Works are to be executed by the Commissioner.

iv. Commissioner is also competent to inspect the maintenance works sanctioned to the ward committee.

B. Constitution of Area Sabhas

In respect of Corporations and Municipalities with a population of one lakh and above, each ward shall be divided into areas based on the population at the rate of one area for a population of one thousand to five thousand in the ward duly observing the natural boundaries and the geographical contiguity as per as possible.



Area Sabha shall be constituted for each area with all electors in the jurisdiction of the area. There shall be an Area Sabha representative for each area nominated by the Corporation / council from the representatives of the civil society. Two to eleven areas can be constituted in each ward of ULBs based on the population of the respective ward. An Area Sabha Representative (ASR) shall be nominated by the ULB for each area from the representatives of the civil society as in the case of members of Ward Committee. ASR shall be a voter of the area concerned and he shall be an ex-officio member of the Ward Committee. The term of the ASR is coterminous with that of the ULB. The Persons eligible for nomination as ASR, procedure for nomination as ASR and qualifications and disqualifications for ASR is one and the same as in case of members of the Ward Committee. The different functions that are performed by the Area Sabha are: i. To determine the priority of the schemes

and developmental programmes to be implemented in the Area.

ii. To identify the eligible persons for the beneficiary oriented schemes.

iii. To verify the eligibility of persons getting various kinds of welfare assistance from Government pensions and subsidies.

iv. To suggest the location of street lights, public taps, public wells, public toilets, etc.

v. To identify the deficiencies in water supply, street lighting and sanitation and to suggest remedial measures to the Ward Committee.

The Areas Sabha meet once in 3 months presided by the ASR. Atleast 50 voters are present at the meeting of the Area Sabha. C. Constitution of Ward Sabhas

A Ward Sabha is constituted for each ward in Municipalities whose population is less than one lakh. All electors in the ward shall be members of the Ward Sabha. The member of the Council representing the ward shall be the convener of the Ward Sabha. The functions and rights of the Ward Sabha are one and the same as in the case of Area Sabha. The elected members of the ward shall preside over the meetings of the Ward Sabha. The meetings of the Ward Sabha shall be conducted as in the case of Area Sabha.

D. Constitution of Ward Committees, Area Sabhas and Ward Sabhas at GHMC - Present Status

GHMC has constituted Ward Committees for all 150 wards in GHMC by June, 2010 by nominating 1415 members from civil society in a transparent manner ranging from 8 to 10 members per ward based on the population of the respective wards. List of Ward Committee members is posted on GHMC website3. Similarly, 1081 Area Sabhas have been constituted for all 150 wards in GHMC by October, 2010 ranging from 6 to 11 areas per ward at the rate of one area for every five thousand population of the Ward. ASRs have been nominated to all areas from the members of the civil society in GHMC in a transparent manner as was done in the case of Ward Committees. List of Area Sabha representatives is posted on GHMC website4. The term of 109 ULBs except Greater Vishakhapatnam Municipal Corporation and GHMC expired in September, 2010. Hence Ward Sabhas in other ULBs will be constituted after conduct of the ordinary elections to these ULBs. Methodology The Area Sabha generates proposals for all capital and maintenance works and determines the priority of developmental works to taken up and forwards same to the Ward Committee.

The Ward Committee identifies works to be taken up with the funds sanctioned by the Commissioner from the proposals received from the Area Sabha and forward the list of works along with a copy of the minutes of Ward Committee meeting to Zonal Commissioner for administrative sanction.

The Zonal Commissioner gives regard to the list of works submitted by the Ward Committee while sanctioning works in the Ward. After giving administrative sanction, the works will be executed as per Rules by the Zonal Commissioner.

3 see http://www.ghmc.gov.in/Ward_Committee_info.asp 4 http://www.ghmc.gov.in/ tender%20pdfs/Area_Sabhas_Representatives.pdf

P

78

Fig 71: G

Challeng Municipal constitutioThe FloapproachePradesh aagainst cothat ‘natu‘abductedmembers During thethe view taccountabproximity

Contac

Dr. SamCommGreateMuniciHyderaPhone E-mail

E A R L

GHMC Websi

ges / Const

Corporatoron of Ward oor Leader ed the Hon’band pleaded onstituting Wral privileges

d’ by ‘existen.

e hearing, thethat Ward Cobility, tra

of public

ct for Detail

meer Sharmaissioner

er Hyderabad pal Complex,abad - 500063No.: 232245

: commission

ite

raints Enco

rs had oppCommittees of Opposi

le High Courfor issue of S

Ward Committs’ of Corporace’ of Ward

e Advocate Gommittees shnsparency,

representa

ls:

a I.A.S

Municipal Co Tank Bund R3 64, [email protected]

ountered

posed the in GHMC.

ition party rt of Andhra Stay Orders tees stating tors will be Committee

General held hall improve

improve atives with

orporation Road

456 ov.in

National In

citizeneffectivHon’blbottomCommurban particigovernthe CexercisComm Impac i. De

acco

ii. ThCosotheGH

iii. Thattsebumatog

iv. Thenof

v. Thse

nstitute of Urb

ns at neighbve interactiole High Cou

m line of mittees is to

areas by crepation at thenance, reject

Commissionersing the proce

mittees.

ct of the Pro

ecentralised chieved in Gonstitution of Whe Ward Comouncilors witociety are inve maintenanHMC. he Ward Comtend to the

ervices in vieudget earmaaintenance igether. he Ward Congaged in the

Ward Develohere is conervice delivery

Urban In

an Affairs (NIU

borhood leveon on local urt held the

constitutingspread local eating platfore grass root ted the plear, GHMC to ess of constit

oject

Urban GoGHMC conseWard Commitmmittees heath representavolved in the nce of urba

mmittees are be maintenanew of the 20arked for ois allocated

ommittees ine process of topment Plan. siderable imy in GHMC.

nitiatives, Vol.

UA), New Del

l, and enabissues. Th

view that thg the Wa

democracy rm for citizenlevel for goo, and directe

proceed wituting the Wa

overnance equent on thttees. aded by Waatives of civsupervision n services

better placed nce of urba% of the tot

operation anto all ward

n GHMC athe preparatio

mprovement

. 4

lhi

ble he he rd in

ns’ od ed th rd

is he

rd vil of in

to an tal nd ds

re on

in



Title of Best Practice: E-Governance Reforms State/City: Gujarat - Surat BP Code: URF-###-9##-0815-0311 Background Surat Municipal Corporation (SMC) has been applying Information Technology (IT) systems and applications for the last two decades for improving operational efficiency and increasing ease of interaction with citizens. The corporation has 1200 computers, a robust intranet and a website, rich in information and content. The Corporation runs 16 City Civic Centers (CCC) that allow citizens to access a variety of facilities. Over 13 lakh transactions were recorded in these centers in 2009-10. The CCCs operated by SMC have already been awarded by the Government of India at the National e-Governance Awards for 2007-08 for outstanding performance in Citizen Centric Service Delivery. At present, SMC has a robust IT infrastructure with more than 750 terminals connected on the Intranet. The Corporation has already applied e-payment to over 600 contractors and suppliers as well as more than 15000 employees. The procurement of goods and services was brought on to e-tender system in 2007 and about 873 e-tenders have been successfully floated, processed and awarded till date. The Corporation also launched its website in 2001. The website is rich in information on facilities and activities undertaken by the Corporation. SMC has taken various initiatives with a view to utilize the IT for improving service delivery and improving operations efficiencies. They are: 1. City Civic Centers (CCCs). 2. M-Governance. 3. Information Kiosk. 4. SMC Help Line. 5. Public Health Engineering MIS System.

The following initiatives under e-Governance activities are highlighted below: 1. City Civic Centers The Reform The citizens are required to visit Head Quarter or Zone Offices of SMC for payment of various taxes; submission of applications; grievance

registration; registration and certificates of birth/death and its copies; registration and license of establishment and its renewal; closure and for other services, etc. Considering large city area and high population, citizens as well as the management officials faced many difficulties in accessing above mentioned services. To overcome all these problems SMC has started CCCs. These are the Centres that act as an outlet for the citizens to have access to the civic services. These Centres have a string of computers on the network and allow the citizens to avail various facilities. At present, there are 16 such centers with high level of usage by the citizens. Objectives * To facilitate single point / single visit

solution. * To speed-up processing. * To eliminate bureaucracy. * To bring transparency. * To bring accountability. * To re-engineer procedures. Implementation Strategies Services Offered through CCCs are: * Birth and Death Registration and

Certificates. * Shops and Establishment Registration,

issuance of licenses, renewal, duplicate license, closure of establishment.

* All types of Revenue Collection including Property Tax, Water Meter Charges, Vehicle Tax, Tax on Profession, etc.

* Revenue collection of tenements, Economically Weaker Section houses and shopping complexes.

* Grievance Registration. * Booking of Auditoria, Halls & Open Plots. * Part plan of Maps of Town Planning

Schemes. * Submission of all types of applications. * Distribution of all types of forms /

publications of SMC.



Fig 72: City Civic Center, Surat

Each civic centre has a server and switch along with string of computers and peripherals and is connected to the Headquarters (HQ) by leased line. Various applications are used at these CCCs are developed in house and modified time to time according to the requirement. Data is replicated between HQ and each of these centres so that latest information is available at any point in time at any location. The problem of visiting particular zone for accessing the service has also been overcome as citizens can visit any of these 16 centers. Project Outcome There has been very good response from the citizens to the CCCs. Large number of citizens took advantage of various services being offered through these civic centers. The number of transactions taking place at these centers shows steady rise. The amount collected also shows a rise except for the years in which there is a downward revision of tax structure. Sustainability Industry standard Intel hardware and Microsoft technologies are used. All the applications are developed in-house providing flexibility to

modify or enhance as and when required. Security has been provided on a needed basis. Trained staff is retained for carrying forward the systems. 2. M-Governance The Reform To take the advantage of the high penetration of the mobile phones, SMC has started m-Governance services. Under this the following services have been rolled out: * Vaccination Alert System. * Services through SMS. * Rainfall Data Intimation.

The rationale for the “Vaccination Alert System” initiative arose from some observations regarding the process of birth registration as well as the performance with respect to the vaccination of children. With a view to provide important and critical information to the citizens, SMC has started another m-Governance initiative “Services through SMS”. Due to high rainfall and vulnerability to flood, it is necessary to keep the administration updated about the rainfall during the specific period and also about the water levels at Ukai Dam Reservoir,

P

National In

Kankarapand Hopconcern CommissEngineer,updated asend “Raiis also pu

Fig 73: Im

Implemen * Vacci

m-govthis snumbof theissuedaccorprescImmuissuedday vaccineach hencemore vaccingeneradveravaileover 5in thedeveloexistinregistreplicatechncost tlow arequirlarge

E A R L

nstitute of Urba

ar Reservoipe Bridge.

(which ioner, City E Zonal Chieabout the rainfall Data Intt in place.

mmunization

ntation Strat

ination Alert Svernance initsystem, parenber at the timeeir child (a stad alerts to rding to theribed undnization prod automaticaprior to thenation. The child based o

e, have the desired res

nation centrral print rtisements. Oved of this se50% of the b

e last 20 montoped in-housng database ration of birated. The seology, is lowto the citizenas no separed. The systeproportion of

an Affairs (NIU

ir, Wier-cumTo keep th

includes Engineer, Addef, Zonal Ofnfall, the meimation” two h

n Process

egies

System: Thistiative of SMnts provide te of registerinatutory requir

vaccinate e vaccinationder the

ogram. The lly by the syse scheduledalerts are s

on the date opotential to

sponse actiore) as com

and ver 56,000 pa

ervice which births registerths. The applse as an addmanagement

rths and canrvice is base

w cost and i. The entry barate forms/em is quickly f families in

UA), New Delh

m-causeway he officials

Municipal ditional City fficer, etc.)

echanism to hourly SMS

s is the first MC. Under heir mobile ng the birth rement) are their child

n schedule National

alerts are stem on the d date for specific for of birth and o generate on (visit to mpared to

electronic arents have constitutes

red in Surat lication was d-on to the t system for n be easily d on tested nvolves no barriers are fees are adopted as urban India

hi

hamo

* Seinispnureqthese20

Fig 74

Webs * Ra

seinfseDiDiBrwaupdisansitdistheupinfdisonBoloc

Impac 1. Va

pro7thchof op

as access toobile phones.

ervices throtiative, citize

pecific formaumber (long cquired informe citizen in

ervice has b010.

4: Water Lev

site during th

ainfall Data ent an SMS eformation of eason’s totascharge fromscharge froridge Level, Was also necepdated abouscharge fromny rumorstuations. To splaying the e public we

pdated on twformation absplayed and n more thanoards placedcations within

ct of the Refo

accination Aogram starteh October 2

hildren have bwhich, in 4

pted for the

Urban In

o and is co.

ough SMS: en can sentat to the code) and in tu

mation, which ithe form of

been launche

vel Display o

he Monsoon

Intimation: Aevery two hou

the rainfall al rainfall, m Ukai, Inf

om Hathnur Weir Level, eessary to keet the level Ukai dam soand avoidido so, SMCwater level

ebsite and wo hourly babout the Uupdated from

n 20 Variabd at differe

n the city.

orm

Alert Systemd on 2nd Ja2010, 1,18,2been registere48,641 cases

SMS alert

nitiatives, Vol.

81

mfortable wi

Under tht an SMS single mobiurn queries this send back an SMS. Th

ed in Octob

on SMC’s

n

All officials aur covering thin each zon

Ukai leveflow to Uka

Dam, Hopetc. Likewise, ep the citizen

of Ukai ano as to preveing panickinC has starteinformation othe same

asis. Also thUkai level m time to timble Messaginent promine

m: Since thnuary 2009 t

273 new boed by SMC, os, the parenservice. Tot

. 4

th

his in ile he to he er

re he e, el, ai, pe

it ns nd nt ng ed on is

he is

me ng ent

he till rn

out nts tal



2,35,834 messages have been sent during this period, the details of which are given below:

Table 28: Vaccination Alert System Records

Age of Child Message being sent

No. of SMSs sent

After Birth

The birth of your child is registered with SMC-<ZoneName> (<RegistrationNo>), please contact <ZoneName> to get 1st free birth certificate.

55624

After Birth

Please immunise your new born baby with BCG & Polio vaccine at SMC Urban Health Centre/Hospital. Ignore if already immunized.

55793

1.5 months

Your beloved baby completing 1.5 months tomorrow, please immunise with DPT& Polio vaccine at SMC Urban Health Centre/Hospital.

35860

2.5 months


33727

3.5 months


34646

9 months

Your beloved baby completing 9 months tomorrow, please immunise with Measles vaccine & Vitamin-A at SMC Urban Health Centre/Hospital.

22184

2. Services through SMS: As of now, the

following information is provided under it: * Property Tax Outstanding Amount. * Property Tax Occupancy Details. * Professional Tax Outstanding Amount. * Complaint Status Details.

3. Rainfall Data Intimation: This has ensured

availability of accurate information to the citizens from authentic source and has helped in preventing rumors.

3. Information Kiosk The Reform This initiative is the setting up of information kiosks with touch screen application for use of citizens. This service is available at 11 locations at public places at zero cost to the users. SMC has already provided a lot of information necessary for the citizens on its

website, but due to low penetration of Internet limits the use of this information is availed by a small proportion of the city’s population. Citizens used to queue up at the enquiry counters in CCCs for getting necessary information, which was time consuming. There were chances of mis-representation or inaccuracy in oral communication of such information. The same information can now be accessed by the citizens on their own at the touch screen kiosks. Large and varied information including property tax details, procedure for registration of shop license, birth and death registration, timings and fees for libraries, gardens, details of officers, employees, details of Elected Councilors and the discretionary grants, etc. all are available. The touch screen application has bilingual support (English and Gujarati) and requires no prior knowledge of computer usage. In a short space of over a year, the kiosks have registered over 56,000 hits. The system is simple to implement and reasonable in cost and can be replicated and scaled up to include interactions also. The ability to elicit information has been strengthened and citizens feel empowered that they have free and unfettered access to a large level of useful information. The reliability of the system and authenticity of the information is assured and likelihood of mistakes in oral communication has been avoided. This also serves as pro-active disclosure of public information. Implementation Strategies Strategy was to provide a medium which allows people easy access to information, directly without having to depend on an employee or intermediary. Interface was to be developed in a manner that is very easy to use as self-help. It was also thought necessary to bring in as much information as possible to the kiosk to make the visit of the citizen worthwhile and fruitful. To enable the citizen accessing useful and critical information, it was decided to provide “touch screen” information kiosk with bilingual support and the same has been integrated with various databases so that the citizens can query various informations. SMC has placed the Information KIOSK which helps the citizen in accessing the useful information on their own without having to seek the help of SMC’s employees.



Fig 75: Citizens using the Kiosk

It provides various useful informations, including: * Functions and contact details of Zone

Office and Zone Officials. * Functions and contact details of Ward

Offices. * Information related to libraries, reading

rooms, swimming pools, health centers, vaccination centers, gardens, fire stations, etc.

* Details of individual Property Tax outstanding amount.

* Details of Birth and Death registration process as well as search facility to check whether the birth or death has been registered or not.

* Details of individual’s shops, establishment license, its renewal, etc.

* Details related to Professional Tax Payment.

* Contact details of the officials of SMC for various services as well as any employee of SMC.

* Complete details of the Elected Wing.

Project Outcome The availability of information to citizen has helped a lot in improving the service delivery system. Following are the highlights: * Availability of up-to-date information on the

property tax/professional tax dues that helps citizen in keeping the cheque or cash of specified amount ready while making the payment.

* Availability of information about the birth and death registration, helps the citizen check whether the birth has been registered or not and fill up the appropriate form. If the birth/death is registered, they can straight away write the registration number, which helps the operator issue the birth/death certificate speedily.

* Information on procedural aspect guides the citizens as to how to avail the service and also helps the citizen in keeping the requisite document ready for the same.

* The operators responsible for service delivery can focus on their task as their time spent in answering various queries is saved.

Achievements/ Results * User friendly interface * Touch Screen Functionality * Bilingual Support Thin client computer has been deployed first time for this project. Stability and performance are much better than those achievable with normal computer. It has withstood the constant heavy usage by common people. People are willing to spend time on self-help to access information of their interest. It has made the Corporation more trustworthy and accessible. Impact of the Reform Summary hit counts and statistics show that citizens are finding the kiosks useful. The Kiosk is almost never found empty without people accessing it. The following table shows the response to the Kiosk.

Table 29: Hit Counts at the Kiosks Sections of Kiosk Hit

Count Citizen Facilities 4714 Birth / Death Registration 7169

Property Tax 24840

Professional Tax 3577

Employee / Pensioner Information 8000

P

84

Elected Win

How Do I? (service)

Shops & Est

Overall Tota The high short sparesponse 4. SMC

The Refo To facilitahas startecitizens cto any zoEarlier thcomplaintor Departor using internet ieveryone departmenumber cHelp Line Implemen The servi2010. Witneed nodepartmecan call thcomplaintcomplaintautomatictaking incomplaintcomplainaNumber aof the coalso sentmentioninthe namcomplainadetails. Trequired complaintpertain totransfer itwill mark complainawhen threspectivesummary complaintreceived a

E A R L

g

Steps to be follo

tablishment

al till 08.10.2010

hit counts dn shows that by the citizen

Help Line

rm

ate in lodginged a single

can lodge theone or depae complaina

t by calling thetment or by v

SMC’s pubs not accesknows the n

nt, it was thcall center w.

ntation Strat

ce was put inh the start of

ot worry ant they are che Help Line t. The staff t and systemcally to the cnto considert category. Aant mentioninand also the nncerned Nodt to the co

ng the Complme and coant along withThe respectto mark th

t assigned to o them, thet to the respethe complianant is updatehe complaine Nodal Offi

SMS stats pending, and number o

wed for availing

0

depicted abovthere has be

ns.

g the complanumber help

eir complaintsrtment on thnt is requiree respective Zvisiting any ofblic website. ssibility to anumbers of thought to stawhich is calle

egies

n place from the service nbout which complaining anumber and seating will

m assigns theconcerned noration the

An SMS is sng the Compname and condal Officer. Ooncerned Noaint Ticket N

ontact detailh the complaive Nodal Ohe complian

them and if ey will be rective officer ce of the comed by an SMnt is compcer will alsoting the nnumber of

of complaints

2412

a 3602

2647

56961

ve within a een positive

aints, SMC p line. The s pertaining his number. ed to lodge Zone Office f the CCCs Since the

all and not he zone or

art a single ed as SMC

September now citizens

zone or about, they lodge their lodge the

e complaint odal officer zone and

sent to the plaint Ticket ntact details

One SMS is odal Officer Number and ls of the aint location Officer are ce of the it does not

required to who in turn

mplaint. The MS as and plied. The o receive a number of

complaints complied.

National In

Fig 78

Monito For monitoCompl(Manapart ochairereviewthe coacted same Impac There improvcomplawebsit2010. complicomplamore tthroug2010 t There mechareceivea periolodgedgraduapopula 5. Pu

Sy The R SMC hEnginebased and d

nstitute of Urb

8: SMC Helpl

oring

the effectivoring of the laint Mana

agement Inforof weekly Hed by Munic

w at the higheomplaints recupon in timeis marked in t

ct of the Refo

has been ved mechanaints have bete from 1st Of these, 23

ied and 30 aints are unthan 1000 co

gh SMC Helpto 7th Octobe

has been anism and ged from the cod of one yead through ally which canarity of this sy

ublic Healthystem

Reform

has developeeering (PHE)

system wheepartments a

Urban In

an Affairs (NIU

line

ve implemesystem, the

agement Srmation Systeealth Enginecipal Commst level has e

ceived throug and the comthe system.

orm

good respnism. Moreeen lodged tJuly 2009 to326 complainhave been

nder compliaomplaints havp Line from 4er 2010.

good respgood feedbacitizens in thiar, the numbe

website han be attributeystem.

h Engineerin

d a very good) MIS Systemere in each aare required

nitiatives, Vol.

UA), New Del

entation anreview of th

System Mem) was madeering Meetinmissioner. Thensured that agh website ampliance of th

ponse to th than 250through SMCo 7th Octobnts have beefiled and 20

ance. Likewisve been lodge4th Septemb

ponse to thack has bees regard. Ov

er of complainas increased to increasin

ng MIS

d Public Healm. It is a wend every zonto input the

. 4

lhi

nd he IS de ng he all re he

he 00

C’s er en 02 se ed er

his en er

nts ed ng

th eb ne eir



daily activity details. The MIS report generated out of the system is discussed on daily basis at zone level and on a weekly basis in the PHE meeting which is chaired by the Municipal Commissioner. Implementation Strategies It covers all the critical issues that pertain to health and engineering activities.

i. Activities pertaining to Solid Waste Management -

* Number of vehicles available and deployed.

* Number of nuisance spots attended against the identified.

* Tonnage of solid waste lifted. * Containers lifted.

ii. Liquid Waste Disposal - * Number of vehicle deployed. * Number of vehicle trips. * Cesspools cleaned. * Number of complaints received and

complied. iii. Insecticides - utilization & stock. iv. Fogging activity covering details on - * Number of hand-sets utilized against

available. * Number of houses covered. * Number of jeep-mounted sets utilized

against available. v. Actions taken against stale food

stuff/fruits/vegetables (number of places visited and quantity destroyed).

vi. Action taken against prohibited plastic (number of units visited and quantity captured).

vii. Action taken for dead and stray animals (number of dead animals disposed, number of stray cattle and dogs apprehended).

viii. Water Quality Monitoring covering information related to number of samples taken by Ward Office and Hydraulic Department, number of samples tested of negative for chlorine, number of samples taken by Public Health Laboratories for chemical/bacteriology testing, etc.)

ix. Monitoring of Field Staff and Supervisory Staff Attendance for health and sanitation as well as engineering activities.

x. Monitoring of all types of Complaints. xi. Nuisance - Issuance of notices, court

complaint and collection of administrative charges.

The system also has feature to show the data in the form of charts allowing easy interpretation and easy identification of main causes. Impact of the Reform The system has helped a lot in maintaining check on important service parameters and takes appropriate actions.

Contact for Details: Ms. S. Aparna IAS, Municipal Commissioner Surat Municipal Corporation, Surat Mahanagar Seva Sadan, Muglisara, Gordhandas Chokhawala Marg, Surat – 395 003 Office: 0261 – 2423750 – 56 Fax: 0261 – 2451935, 2422110 E-mail: [email protected]



Title of Best Practice: Implementation of Enterprise Resource Planning Solution, Common Service Center & MIS Reforms State/City: Punjab - Kurali BP Code: URF-###-9##-2375-0311 Previous Situation Government of India had initiated a number of urban reforms for adoption at Urban Local Bodies (ULBs) level such as Urban Infrastructure Development Scheme for Small & Medium Towns (UIDSSMT), National e-Governance Plan (NeGP). Such reforms needed to be adopted at Municipal Council Kurali (MCK), Punjab in order to improve service delivery mechanism to citizens. MCK was operating on a traditional system of delivering citizen services. There was no ‘Single Window’ which could address the citizen’s needs and they had to move from table to table to get their issues resolved. Billing for various citizen services was done manually and so was the record keeping. G8 receipts were manually issued and thus receipts could not be directly posted into accounts. Accounts maintained by MCK were on conventional cash based single entry accounting system. National Municipal Accounts Manual was not adopted by MCK which had to be adopted for better accounting practices in the ULB. Therefore, MCK decided to implement this project that initiated the ULB from migrating its accounts from the conventional manual cash based single entry accounting system to modern computerized accrual based double entry accounting system as per National Municipal Accounting Manual (NMAM). The New Approach MCK had also initiated a Common Service Center, ‘Suvidha Center’ for its citizens and had computerized ULB functions as envisaged by the Ministry of Urban Development through the Enterprise Resource Planning (ERP). An integrated online web portal had also been developed whereby citizens can access their individual accounts on anytime, anywhere basis and be updated regarding their dues, payments and records. MCK under the leadership of its Executive Officer, and his entire team initiated this project in the year 2008 after obtaining state

government approval from the then Principal Secretary, Urban Development. The project is running successfully for the past two years and had reaped great benefits to the Council and the citizens at large.

Fig 79: Municipal Council Kurali Website

Goals of the Project The goal of the project was simple and straightforward as, implementation of a state-of-the-art ERP software solution to integrate and computerize all its functions on a single platform. The other objectives of the project were: 1. Introduction of Common Service Center

(CSC) / Suwidha Center. 2. To assist ULBs in transition from cash

based single entry accounting to modern accrual based double entry accounting system and MIS.

3. Capacity building of ULB for conversion to new accounting system.

4. 3-tier System integrating ULB, District and State; expandable to Center.

5. Citizen interface and services through online web portal.

6. Technologies for automation of accounting and functions.

7. To implement computerized services for various branches such as House Tax,



Water Supply, Rent Licenses, Building Plan, Windows Millennium Edition Services, etc.

8. Adoption of NMAM codes for each head.

Implementation Strategies MCK had chalked out strategies to carry out short and long-term goals of the project. As MCK allotted the work to M/s Somish Solutions Ltd (SSL), a Delhi Based software company which along with the MCK team implemented the Somish-ERP for ULB Reforms and MIS, initiated the Common Service Center and computerized the ULB functions. Branches such as House Tax, Water Supply, Rent, Licenses, Complaint and Redressal System, etc. as required under various government schemes such as JNNURM, UIDSSMT, NMMP have been computerized with Somish - ERP. Billing, non-payment notices, list of dues, individual citizen accounts and MIS reports are all generated real-time through the ERP. * Technical & Solution Support The ERP works on SaaS (Software as a Service) concept on cloud computing. This had saved a huge amount of investment on MCK as no extra hardware/data center had to be established. The ERP came as a ready-to-use package without any initial investments to the council. Central application server, database server and web portal services have been provided by the company and the ULB gets connected on real-time via a secured Virtual Private Network (VPN) Connection to the central server for accessing the ERP solution. ERP maintenance, ERP customization, database management, corrections and updation, web portal interface and upkeeps are taken care by the company. * Facility Management Support Implementing a computerized system for management of ULB and delivery of civic services requires government process re-engineering and change management. This need was rightly felt by the ULB as well as the implementing company. SSL deputed operating staff to handhold the ULB staff and implements the system. Initial implementation teething problems- mismatch of manual and computer data, wrong entries, posting of entries in detailed heads which were already not existent in the ULB accounts, problems of conversion from manual recording system, such problems were jointly handled and resolved by SSL and ULB team.

* Somish – Enterprise Resource Planning Somish-ERP consists of 18 modules covering the project and administration portion. The state-of-the-art system is developed on a 3-tier structure which is capable of connecting ULB, State and Center on the same platform. Somish-ERP for ULB Reforms and MIS is completely integrated with its online citizen web portal. Somish-ERP provides a fillip in compliance to the various government reforms as envisaged in the 74th Constitutional Amendment Act (CAA), JNNURM, UIDSSMT, NeGp-NMMP (e-Municipalities), etc. The solution had been running successfully for 2 years now and is largely able to cater to the requirements of the ULB and citizens at large. Daily Transactions and Service Delivery to citizens The entire computerization had been weaved through operation i.e. daily transactions and service delivery to the citizens is provided. Somish-ERP automates the process through Resident Identification Numbers (RID) system, G8, G9, Various Branch Billing, Dues and Notices, Complaints and Redressal, etc. * Resident Identification Numbers and

Individual Citizen Ledger Account RID have been allotted to all the citizens holding account with the ULB. RID is an 18 digit unique number. The number reflects the State, District, Tehsil, Zone and Ward in which the account holder resides. The RID integrates all the services which an individual avails from the ULB such as House Tax, Water Tax, Rent, Licenses, Building Plan Approval, and Complaints, etc. The citizens of MC Kurali can login at www.mckurali.org with their RID numbers and passwords for accessing their accounts with the ULB. For example, if an individual had to pay house tax; his billing statement, his dues and all other details can be accessed in the ERP system through the RID number. Similarly, it holds true for all other services. Thus, the ULB had consolidated information of every account holder dealing with it with RID as the linking pin. Ledger accounts of every citizen are auto-maintained in Somish-ERP. The ledger gives detailed information on the various bills that have been debited to the citizen and the receipts that have been credited to his account.

P

88

* G8 an System ofat the CSexecutivetaxes, appThe systefor the resquick delautomaticthe end generatesrevenue branches/automateddeposit caclose thei

Fig 80: D

Fig818: D

* House

Rent, Birth a

Branch wcodificatiorecording issuing dein branchthe Accou

E A R L

nd G9

f G8 central rSC. Citizens cs at the CSCply for certificem prints G8spective servivery of serv

c posting in aof the da

s G9 for thereceipts of

/heads via cad G9 system,ash at the enr accounts on

Daily Income

Daily Expens

e Tax BranchLicenses, Bu

and Death Ce

workflow; rigon and rates

receipts, efaulter noticees are inbuilunting Modul

receiving is imcan approachC and they ccates and othe8 receipts auice branch. T

vice and simaccounts of tay, Somish-

e day which MCK und

ash or chequ, MCK staff isnd of the dan a daily basis

e – Head Wis

se – Head W

h, Water Tax Building Plan Aertificate, ME

ght from Ms to facilities calculating

es, adding net. They are ae of Somish-

mplemented h any of the can deposit er services. utomatically

This helps in ultaneously he ULB. At -ERP auto details the er various

ue. With an s enabled to y itself and s.

se

Wise

Branch, Approval,

Services

Masters for for billing,

dues and ew accounts all linked to -ERP. New

National In

Appliccertificthroug

* Ci

Sy

CitizenServicportal Facilitythrougthen oERP.

Fig 82

Fig 83

* Co

bato sy

MCK accounbased DoublecompliAccousystem

nstitute of Urb

ations can bcates can begh the system

itizen Complaystem

ns can make ce Center or

to put in cy to send t

gh the ERP onon redressal i

2: Branch Bu

3: House Tax

onversion fromased Single en

Modern Accrystem of Acco

had been snts from con

system toe Entry iance withnting Manua

m.

Urban In

an Affairs (NIU

e received ae printed ou.

aints and Red

complaints acan log in thcomplaints otext SMS ton receiving ofis also availa

udget Incom

x Billing – W

m Conventionntry system orual based Doounting

successful inventional sin

o modern AAccounting

h National, through the

nitiatives, Vol.

UA), New Del

and processeut and issue

dressal

at the Commorough the wer suggestiono the citizenf complaint an

able in Somis

e V/s Actua

Ward Wise

nal Cash of Accounting ouble entry

n migrating igle entry cas

Accrual baseSystem

al Municipe Somish-ER

. 4

lhi

ed; ed

on eb ns. ns nd h-

al

its sh ed in

pal RP



* Opening Balance Sheet The major task ahead the company for conversion of accounts was the creation of the Opening Balance Sheet. To roll the system, opening assets, investments, capital works-in-progress, inventories, advances recoverable Bank deposits and cash in hand and other assets were entered as per information provided on municipal assets by the ULB. Similarly entry of liabilities towards loans, securities recovered, expenses payable, taxes, etc. was made as per the information provided. * Reconciliation of Banks Bank accounts of MCK are reconciled on a regular basis, generally bi-weekly, thus attesting the correctness of transactions. Reconciliation statement can be printed from the ERP with details on Cheques deposited but not cleared and Cheques issued but not presented.

* Books of Accounts

Books of Accounts such as Cash Book, Bank Book, Ledger A/cs (Including investments, security & Earnest Money), Head wise Income ledgers, Head wise Expense ledgers are all real time made through the root transactions. Coding of income and expenditure heads had been done in compliance to the coding scheme detailed in National Municipal Accounting Manual (NMAM). * Yearly Financial Statements

The ERP auto generates notes to the Accounts, Balance Sheet, profit & loss account, Trial Balance on the basis of root data entered throughout the year. Again the coding adopted for the final statements is in compliance with NMAM. Comparison of actual income versus budgeted income, actual expenditure versus budgeted expenditure is also facilitated in the ERP system. * Branch Accounting

Accountings with respect to various branches are routed through the daily transactions in the respective branches. Thus, MCK branches are completely integrated with its accounting that took on a real time basis.

* Personnel Information System

All the employees of MCK have been coded and their details are fed in the ERP.

Attendance is fed into the system which helps in generating monthly salary details and slips.

Fig 84: Periodic Income

Fig 85: Periodic Expenses

* Web Portal - www.mckurali.org

With its commitment to improve service delivery mechanism, MCK aims at anytime-anywhere concept. The implementation agency, SSL developed a dynamic web portal fully integrated with ERP application running in the MCK office. Citizen accounts have been opened on the web-portal which can be accessed by them using their Recipient Identification (RID) Number. Their accounts hold complete details on the various services they avail from MCK and their respective bills, due details, etc. Citizens can apply under various heads, complaints and suggestions on the web portal. Management Information System Somish-ERP generates Real time MIS reports. Branches income reports in data and graphics, Branches expense reports in data and graphics, Income & Expenditure graphics, Citizens in default for dues, Activities Planners (Reports), Reconciliations reports, Internal

P

90

Audit repothe ERP oinformatioto be fed

Fig 86: M

Fig 87: HExpense

AchieveThe main * Integr

comp* Introd

introd* Adopt

and m* Introd

receiv* Comp

postin* Issua

duplic* Creat* Autom

calcul* Migra

cash

E A R L

orts and manyon real time bon fed in. No in, in order to

Monthly Inco

Head Wise Pe

ments/ Ressuccessful re

ration of citizuterized syste

duction of Sinucing ‘Commting a system

management. ducing concving. puterized G8ng into accounnce of RID n

city of data. ion of citizen

mated billing lation.

ation of accobased sin

y more are acbasis on the b

extra informao generate MIS

ome & Expen

eriodic Incom

sults esults of this p

en services oem. ngle window

mon Service Cm of real time

cept of C

8 receipts nts. numbers whic

ledger accouof services

unts from Cngle entry

ccessible in basis of root ation needs S reports.

nditure

me &

project are:

on a single

concept by Center’.

accounting

entral G8

and direct

ch reduced

unts. and dues

onventional system of

National In

acDo

* AdMa

* Re* Ma

heLia

* Cr* Int

thr* Ad

(S* St

Im* Le

tec

Fig 88Liabili

Fig 89

Replic MCK compureplicarequireto woimplem

nstitute of Urb

ccounting to ouble entry acdoption of Naanual. egular reconcaintenance o

ead of Incomability. reation of Finatroduction of rough the wedoption of Cl

Software as a trong handho

mplementing aeast investmchnical staff,

8: Periodic Inities and Ass

9: Branch Inc

cability

had implemeuting and Sability is essenes an internetork on and ment. No in

Urban In

an Affairs (NIU

Modern Accounting sys

ational Munici

ciliation of banof ledger accome, Expenditu

ancial Statemanytime, anyb portal. loud ComputService Conc

olding of ULBagency staff. ment in hmore focus o

ncome, Expesets

come V/s Bu

ented the proSaaS concentially simplet connection w

the systemnvestment in

nitiatives, Vol.

UA), New Del

Accrual basestem. pal Accountin

nk accounts.ounts for eacure, Asset an

ments. ywhere conce

ting and Saacept). B staff by th

ardware anon core areas

enses,

udget

oject on clouept. Thus, i. The ULB onwith compute

m is ready servers an

. 4

lhi

ed

ng

ch nd

pt

aS

he

nd .

ud its

nly rs to nd



technical know-how is required. The ULB needs to focus only on its core areas. Impact of the Reform MCK largely complies with the various reforms initiated by the Government of India such as UIDSSMT, NeGP-NMMP. Single window concept of services had been introduced for the citizens by the ULB and thus the citizens are largely benefited in terms of transparency and ease of dealing with the ULB. Through the

web portal, they can access services anytime and anywhere. For the ULB benefits are in terms of simplified and efficient delivery of services; better and easy accounting and record keeping through conversion of accounts into modern system; laying down strong foundations for further growth and improvement in service delivery mechanism; etc.

Title of Best Practice:


Mr. Radhesh Kalra, Executive Officer Municipal Council Kurali, Punjab Mobile: 09780021226,

Ms. Surbhi Goel, ERP Team M/s Somish Solutions Ltd., New Delhi Mobile: 09810004539 E-mail: [email protected]



Stakeholder Participation Process for preparing Detailed Project Reports under JNNURM State/City: Goa - Panaji BP Code: URF-###-###-0711-0311 Previous Situation During preparation of the City Development Plan (CDP) for the city of Panaji under the JNNURM, consultations and meetings with government officials, eminent citizens, non-government organisations (NGOs), and other groups were held. However no concerted effort seemed to have been made to involve the general public and understand their concerns. The CDP recommended certain projects to be implemented and Detailed Project Reports (DPRs) was to be prepared for these projects. Various consulting firms were to be hired to prepare and implement them, using funds from the Central Government under the programme. Prior to the implementation of this project, most people (general public) of Panaji were unaware not only of the existence of the City Corporate Plan (CCP), but also of the JNNURM itself. There was little clarity on the projects that were selected for preparation of DPRs, and their implementation modalities. The CCP didn’t seem to have credibility, in the eyes of the public, in delivering services. The common understanding was that funds obtained through the JNNURM would be misappropriated; hence the general public was seeking accountability. Therefore, Panaji Municipal Corporation developed the DPRs in consultation and participation of stakeholders and general public to remove the key issues of lack of awareness, inclusiveness, transparency, and accountability. Goals & Objectives 1. To provide the general public and other

stakeholders, including marginalized groups, with information on the JNNURM and DPR process in an easily understood manner; and

2. To ensure that projects were chosen for the DPRs after considering the needs and

aspirations of the people of Panaji, and were endorsed/supported by them.

Implementation Strategies Strategy 1. To prepare a public participation plan and

include it as part of the planning methodology for preparing the DPRs. The participatory approach would help to identifying priority projects and funds would be sought for their implementation under the JNNURM.

2. To adopt a two-pronged approach involving direct and indirect participation, i.e. various types of representatives as well as the general public. The representatives would include: a) target groups consisting of marginalized groups and those that lack official representation, b) elected representatives (Corporations), c) professionals, d) NGOs and e) government agencies.

Methodology The DPR preparation included a detailed stakeholder participation process with various activities described below: A State-level Steering Committee (SLSC) was set up to weight the selected projects and to endorse the planning process for preparing the DPRs. Careful attempts were made to identify the stakeholders and define their participation to ensure an inclusive process. A kick-off workshop, with focused group discussions on the city’s concerns, was held with key secondary stakeholders and local experts. Meetings, with dedicated presentations and discussions, to engage leaders or representatives of groups/institutions and NGOs were held. Sample surveys, which included collection of data on transportation needs of the public, were conducted.



Fig 90: Poster and flier in English and Konkani announcing the Open house events



The city’s line agencies were consulted to get information on ongoing and future projects. A workshop was held under the Chairmanship of the Mayor, where a presentation on the JNNURM was made and the Corporators were involved in identifying the needs of their constituency. Each of the 30 wards was visited with the respective ward Corporator to get an understanding of the context and ground realities. During these visits informal conversations with the general public helped solicit their opinion on pressing problems. To include the marginalized and non-recognized groups in the planning process, special meetings were held with thirty-five target groups.

Fig 91: Ward Corporators’ workshop – Mayor introducing the JNNURM project to the Corporators

Fig 92: Ward visits ‐ A Corporator and a resident discuss ward level issues with planning team

Finally, to identify and prioritize the projects in a transparent way, six open house events were held over two days at three different locations based on grouping of wards in the city. Venues for the events were arranged at nominal cost by local institutions. To ensure wide publicity of the events and to solicit

participation from the general public, fliers and posters were prepared in English and Konkani and distributed using the local network of door-to-door garbage collectors, newspaper delivery persons, Ward Corporators, and student volunteers. They were distributed at churches, schools, colleges, and frequently visited public places. The CCP publicized the events through press notes and TV announcements. Phone calls to concerned target group representatives and heads of organizations were made to encourage their participation.

Fig 93: Target group meeting ‐ Slum residents at Altinho discussing their problems

Fig 94: Target group meeting ‐ Senior Citizens’ group at the YMCA discuss their concerns about the city

At the open house events, issues and project ideas collected during the stakeholder meetings, interviews and site visits were displayed for each DPR sector. The ideas that addressed a common set of issues were considered to prepare consolidated urban design projects that could be taken up for implementation. Consciously designed to address the larger context and cross sectoral



issues, these projects focused on avoiding the most commonly attempted approach of implementing piece-meal projects that would address isolated issues. During the events, participants were encouraged to prioritize the projects displayed under each sector by placing stickers on them. They also were asked to fill out a questionnaire to provide feedback on the planning and participatory process.

Fig 95: Open house event ‐ People studying project proposals displayed at Ribandar

Fig 96: Open house event ‐ A participant studies the proposed projects displayed and marks his priorities

Organizers of the participatory process faced two challenges: * To ensure that information was

disseminated to a large section and wide spectrum of the public and all were consulted in the selection of projects in a transparent manner; and

* To address the angry public who had lost faith in CCP’s accountability and ensure their participation in making decisions.

The open house events served as a forum for people from all walks of life to interact, and express their aspirations, needs and opinions. At the events, the consultants took on the role of the CCP and represented them in many instances. Facing the public’s hostility, the consultants explained their position, which was that the public process was not mandated, yet was being undertaken to elicit their opinions and ensure the proper use of the allotted funds. This attempt helped to gain the public’s trust to some extent. Though the consultants were unable to address many political issues and grievances that were outside the realm of the discussion of the JNNURM and DPRs, the participants were given a patient hearing and all issues were documented and brought to the notice of the CCP for their consideration. A total of 450 people attended the six open house events over three days. Through these events GSI and the CCP developed a rapport with the people and gained the trust of antagonistic individuals. The input received guided the vision for the project areas and helped in prioritizing the projects for the DPRs. Since the project identification and prioritization was done in consultation with the public, they were accepted (with subsequent refinements) by the State Level Steering Committee. Currently the reports have been sent to the Central Government for approval. The second phase, planned as a culmination of the participatory process, is subject to a continuation of the support from the CCP and availability of funds. The final exhibition will display the project design proposals; cost estimates, institutional frameworks for monitoring and evaluation, and implementation modalities. The intention of this exhibition is two-fold: * to generate awareness on the projects to

be implemented; and

* to ensure transparency and accountability in the implementation of the selected projects.

Outcome of the Project The public participation process was integrated with a systematic planning approach to help identify priority projects for preparation of the DPRs and for approval of funds for implementation. While some groups expressed discontent about their areas not being selected as a priority project, generally the public remained satisfied with having had



the opportunity to participate meaningfully. The following responses from the open house participants to the question: “What did you like best about the Open House Event?” are testimonies to the success of meeting the goals of the participation process:

“Giving an opportunity to express their views”

- Archie Menezes

“The fact that WE get to voice our opinions and keep a check on the

changes that are happening around us and be a part of those changes”

- Kadisha De Sa, Ribandar

“For the first time the people’s opinion were requested before implementing

any decision.”

- Sophie Fernandes, Ribandar

“These are the best efforts of JNNURM in bringing awareness

among the various classes of society for the development and solutions to

their needs”

- Damodar Gopinath

Acharyafrom Ward No:30 of

Ribandar, Panaji

“Well presented & happy that authority is taking more interest in participation

of PUBLIC”.

- Dr Fernando Mascarenhas ,

Ward 13, Miramar

“Openness and willingness to involve people. Corporations should learn

from you”.

- Anthony Xavier

Pacheco, Ward 29, Ribandar

The DPRs recommend a participatory budgeting process and monitoring and evaluation of project implementation. The process enabled transparency and mutual trust between the general public and the consultants and above all the CCP.

Achievements and Results This participatory process successfully ensured participation of all stakeholders in selecting projects for the DPRs. Although final decisions on the selection of projects may have been swayed by political interventions, the success of this effort was based on the following conditions: a) A receptive and committed Government Official (OSD, JNNURM during 2008) who supported the participatory approach at the DPR stage, although it was not mandatory and despite the fact that a public participation effort was already conducted in preparation of the CDP. The official convinced the Mayor and Commissioner of the importance of this process. b) An active citizenry that included the civil society, experts and community leaders, marginalized groups and the general public who were conscientious and supported the process. c) Pro-active planning consultants

(GSI) who suggested this approach to the CCP with the belief that it would make the planning process more meaningful and ensure that the JNNURM funds were allocated judiciously. d) The extensive and well-thought out process for ensuring participation of all stakeholders. Budgetary Implications The total cost of the stakeholder participation process conducted from April to September 2008 was approximately ` 9 lakhs. This cost includes the expenses borne by the CCP and GSI for hiring personnel and for materials and logistics. Replicability This process may be easily replicated by other Urban Local Bodies where any planning project is to be undertaken. However, the process needs to be designed carefully, tailoring it to the city’s needs, with due consideration given to the types of stakeholders involved and expected outcomes. If the public participation process is to be taken up as part of a JNNURM process, then it should be initiated at the start of the CDP process itself. For any planning project be it a Master Plan, a JNNURM project, or a micro-level plan, the following components should be ensured: * An overall plan and specific methodology

for the participation process. The plan may include broad frameworks and policies outlining a) different groups to be included; b) modes of communication and engagement of people; and c) timelines and appropriate stages at which public consultations may be conducted.

* A dedicated public consultation team / cell, headed by a specially assigned Government Official (such as an Officer on special duty or a Public Relations Officer), set-up at the Urban Local Body level to assist the urban planners in conducting the process.

* Dedicated funds to conduct and sustain the participatory process. A report, prepared by the independent consultant, explaining the stakeholder consultation methodology is available with the CCP and GSI for reference. It documents the interviews and responses to the questionnaires. Paid expertise/consultancy services are also available for other local bodies or individuals interested in replicating this best practice.



Impact of the Project On several occasions the JNNURM Steering Committee has made reference to the importance of the stakeholder participation process in making decisions, recognizing it as a worthwhile effort. The public input served as

an important criterion in selecting the projects for the DPR. Several news articles from the Navhind Times, The Herald and other local newspapers have commented on the JNNURM project.


Mr. Champaka Rajagopal, Principal, Urban Study and Consulting Groupe SCE India Pvt. Ltd. 3/1, Platform Road, Seshadripuram, Bangalore 560032 Phone: 080-66997227 e-mail: [email protected]

Ms. Brinda Sastry, Consulting Urban Designer and Planner 204, Swanclose Apartments, 34th Main Road, 1st Stage, BTM Layout, Bangalore 560068 Phone: +91-98442-52552 e-mail: [email protected]


P E A R L


P E A R L

DDEVELOPMENT EVELOPMENT OF OF HHERITAGEERITAGEAAREASREASAAREASREASNational Institute of Urban Affairs (NIUA), New Delhi

P E A R L Documentation of Best Practices, Vol. 4


Title of Best Practice: Living Heritage Streets State/City: Orissa - Bhubaneswar BP Code: DHA-###-8##-2140-0311 Previous Status Bhubaneswar, the capital of Orissa, since its inception in 1948, is one of the fastest growing cities of India and is popularly known as the “temple city”. Every year on an average it attracts millions of tourists into the city. Being a gateway city of the state, it is of importance that city is kept beautiful of its surrounding particularly major streets. In the past, Bhubaneswar Municipal Corporations (BMC) had tried various options to keep public space free from ugly posters, unauthorized wall-posters, urinals, etc. However, the results were not very sound. Fig.97: Traditional Art Form of Orissa

Even though law prohibits littering of street, public walls, office premises, compound walls of residence, government buildings, etc.; in practice it has become a human tendency to use these places as spitting grounds, urinals, displaying movie posters, unauthorized hoardings and so on. Overall, the problems that were faced by BMC were:

* It gives tourists a bad impression about

the city;

* BMC’s effort to make city beautiful remains unnoticed;

The New Approach BMC initiated an innovative strategy to improve the aesthetic looks of the city’s ugly walls. As an alternative to the existing scenario, BMC felt that walls are spaces, which can act as harbinger of culture, tradition and heritage of the city. Therefore, BMC initiated an innovative approach to improve the looks of the ugly walls of the city street by placing traditional Oriya paintings, depicting states culture, festivals, temples and tribal murals. This initiative is unique in nature due to the development of public private partnership model. Today this initiative has been replicated in many other cities of the county. Implementation Strategies Strategy The strategy of implementing this innovative approach began when a small patch of water supply system near the Airport Road was beautified in the similar manner and was appreciated for the same. In all it gave a different aesthetic feel to the whole atmosphere. Therefore, it was decided by BMC to carry out this beautification to other parts of the city. The city council took a decision to beautify its city streets surroundings by putting various wall paintings to give a different look to this Heritage City. Methodology In the process, BMC developed a Local Economic Development Plan for the city of Bhubaneswar following the steps mentioned below: * Programme was undertaken using Public

Private Partnership (PPP) model;

P

99

* The lprocePPP P

* BMC corpobeaut

* The identifcomm

* The “Pattaand Cart for

Fig.98: JuInitiative

Outcome * Initiat

traditiof the

* Inclusstreetinnova

E A R L

local Art Coless for projecPartner;

after discorate house,tified;

strategy adofied street

mercial interes

classical Oachitra” depicCulture was serm for beautif

unction Flyoe

e of the Pro

ive to beauonal painting

e city.

sion of privatet heritage ative approac

llege was roct implementa

cussing witidentified str

opted was towalls wit

st;

Oriya paintincting traditionaelected as thefying the stree

over before &

oject

utify street wgs exhaling th

e sector for pand culture

ch by BMC.

oped in the ation as the

th various reets to be

o paint all thout any

ngs called al Oriya Art e traditional ets;

& after

walls using he heritage

romotion of e was an

National In

Fig.99Initiat

Achie * Th

tra

* Anpaalmpacu

* Th

* Incartge

* Thbetouins

Lesso Every one is heritagalleviawith lithis pr

Documen

nstitute of Urb

9: Street Wative

evements a

he major streansformed to

n effort to revaintings backmost losing aintings refleculture and trad

he images gav

come generatists, who ot

et job.

hese street ecome an urists of the stant tourist g

ons Learnt

programme one of the fi

ge, culture,ation strategyving heritageroject also do

ntation of Best

an Affairs (NIU

alls Before an

and Results

eet walls of a living herita

ive the spirit k to the soc

its traditionact Orissa’s adition.

ve the city a n

ation options herwise foun

painting siteimportant dcity and it a

guide.

has its story nest innovati PPP mo

y and buildinge, altogether.oes help in im

Practices, Vol.

UA), New Del

nd After

s

the city weage.

of “Pattachitrciety which al value. Th

ancient histor

new look.

for traditionnd it difficult

es have alsdestination flso acts as a

to tell but thons that linkeodel, poverg living stree. On top of mproving citie

. 4

lhi

re

ra” is

he ry,

nal to

so for an

his ed rty ets

it, es

P E A R L Documentation of Best Practices, Vol. 4


public space from a dusty ugly spot to a wonderland of learning heritage, culture, ancient and social life in the walls of the city. The project of “Living Heritage” also provides opportunity for poverty alleviation strategy. It was one of the rarest modes of beautifying cities’ streets, with no investment from state exchequer. Replicability The wall painting innovation of Bhubaneswar City already has been replicated in walls of big Indian cities like New Delhi, Kolkatta, Mumbai, etc. Similarly, many International city delegates have applauded the initiatives and conveyed to replicate this in their cities with own heritage and culture paintings. Sustainability * The paintings were done using weather

coats and other modern technology, which ensures permanent looks and maintenance cost starts in the 5th year.

* Being a PPP programme it has no financial burden on its sustainability.

Fig.100: Living in the Heritage City


City Managers Association Orissa, C/o Vice Chairman, Bhubaneswar Development Authority, Sachivalaya Marg, Bhubaneswar - 751001, Orissa, India Tel: +91 (674) 2395614 Fax: +91 (674) 2390633 E-mail: [email protected],


P E A R L


P E A R L

AANNEXURESNNEXURESAANNEXURES NNEXURES




Annexure 1: INDIA URBAN PORTAL (www.indiaurbanportal.in) PEARL Website: Under JNNURM NIUA has set up a PEARL website “India Urban Portal” www.indiaurbanportal.in that is operationalized and linked with JNNURM website. India Urban Portal is a knowledge collaborative platform that enhances the availability of quality urban information on best practices, projects, reforms, innovations etc. carried out in the selected cities under JNNURM. The goal is to provide portal to urban information and to create a network, community and resource. The purpose of the portal is to improve access to information thus facilitating the knowledge -sharing and collaborating process. The portal will serve as an urban information and interactive center serving the informational needs of various communities of users. The site is user-friendly having standardized metadata, controlled vocabularies, and qualified sources to describe information. It contains:

Best Practices/ Projects - Sector wise projects and best practices are listed here. Organisations - this section provides links to the Central Government Organisations,

Urban Local Bodies, Development Authorities, NGOs, Research Organisations and International Organisations etc.

Data Resources - This section provides information on useful resources like policies, laws, maps, statistics and data related to urban India. The section is constantly being enhanced.

About JNNURM - This section provides information on JNNURM i.e. urban reforms, project status, latest update etc.

PEARL Newsletter, Publications, Daily news; Activities under PEARL programme, Gallery (contains video clip of the good practices and others) are also available.

All the partners contributing to the flow of urban information are invited to join us in the integrated cooperation effort with suggestions, Informations to be put up in the site, news, events, Informations on projects, best practices, etc. Please mail us at Prof. V.K. Dhar and Ms. Nilanjana Dasgupta Sur Call for Best Practices: Urban Local Bodies (ULBs) have initiated reform processes to improve the level of urban governance. While numerous ULBs are introducing change initiatives some of which are extremely progressive and impressive, these are being taken in isolation and without sharing the benefits of their experiences with others. Some of these urban initiatives have been enlisted below for your reference.



You are requested to send us information on all good practices by filing-up the enclosed Best Practices Form - 1 (Annexure 2) and sending it back by e-mail to [email protected] and [email protected]. Post News and Events: India Urban Portal's goal is to provide an entryway to urban information and to create an urban information network, community, and resource that will provide qualified, trusted, and verifiable information and contacts. Contribute to the flow of urban information by submitting/posting any current news/ updates/events/ seminars/workshops/meetings related to the urban field via e-mail to [email protected] and [email protected] . Please give details on your organisation and contacts.



Annexure 2:

“Documentation of Best Practices” Vol - 1

“Documentation of Best Practices” Volume 1, under PEARL is a publication designed to document Best Practices. The best practice case studies have been drawn from the PEARL website – India Urban Portal database. Each case study presents brief summary, key dates, situation before the initiative, strategy to develop the initiative, the process, results achieved, sustainability, lessons learnt, recognition and replicability. The document has been prepared as part of PEARL activity for peer networking and horizontal learning among mission cities. The best practices include a cross-section of categories such as Sectors/Services (Water Supply, Solid Waste Management, Sewerage/Drainage, Roads/Flyovers and Public Transport System), Urban Reforms, Public Private Partnership, Urban Poverty, Disaster Management and Environment. The details of the best practices are also available on www.indiaurbanportal.in The following best practices are covered in the report:

Operation and Maintenance Practices in Water Supply System: Surat, Gujarat; Water Quality Monitoring System: Surat, Gujarat; Pilot 24X7 Water Supply Project: Nagpur, Maharashtra; Installation of Centralized Bio-medical Waste Treatment Facility on BOOT basis: Surat,

Gujarat; Waste Processing Plant through Public Private Partnership: Rajkot, Gujarat; Door to Door Refuse/Garbage Collection System: Surat, Gujarat; Advance Locality Management Programme: Greater Mumbai, Maharashtra; Green Energy Generation from Sewerage Gas: Surat, Gujarat; Inter-governmental Convergence for Integrated Sewerage System: Bhubaneshwar,

Orissa; Diversion of Domestic Sewage for Improving Urban Lake Water: Bhopal, Madhya

Pradesh; PPP for Street Lighting and Energy Conservation: Bangalore, Karnataka; Innovative Techniques in Construction of Footpaths: Bangalore, Karnataka; PPP in Street Lighting: Vijayawada, Andhra Pradesh; Station Area Traffic Improvement: Pune, Maharashtra; City Bus Service in Surat on PPP Basis: Surat, Gujarat; Dattak Vasti Yojana (Slum Adoption Scheme): Mumbai, Maharashtra; Accounting Reforms in Urban Local Bodies of Karnataka: ULBs, Karnataka; Ahmedabad Property Tax Reforms: Ahmedabad, Gujarat; Emergency Operations Centre: Mumbai, Maharashtra; and Idol Immersion Activities and their Management in Water Bodies: Bhopal, Madhya

Pradesh.

To obtain a copy Contact: Coordinator PEARL Project National Institute of Urban Affairs (NIUA) I and II Floor, Core 4B, India Habitat Center, Lodhi Road, New Delhi – 110003, India Telephone: +91-11-24643576(Director), 24617517, 24617543, 24617769, 24643284 Fax: +91-11-24617513 Website: www.niua.org, www.indiaurbanportal.org



Annexure 3:

“Documentation of Best Practices” Vol – 2

This publication is the second report designed to document Urban Reforms initiated under JNNURM. These are select Best Practices that are structured in the standard format as developed under PEARL. This covers a brief summary, key dates, situation before, the new approach, strategy to develop the initiative, the process, results achieved, sustainability, lessons learnt, recognition and replicability. The motivation has been to focus on Best Practices in Urban Reforms at State and City Level. This includes case studies from State level (Karnataka, Andhra Pradesh, Orissa, and Tripura) to ULB levels (Ahmedabad, Surat, Pimpri Chinchwad, Bangalore, Hyderabad, Kanpur and Pune) to have optimum level of convergence and synergy from JNNURM cities. Some of the case studies have also been taken up from other cities, which makes this documentation much more enriched in achieving the desired goal of PEARL. The details of the best practices are also available on www.indiaurbanportal.in The following best practices are covered in the report:

Municipal Reform Cell, Government of Karnataka Rationalisation of Stamp Duty, Orissa State Improved Financial Management of Bhubaneswar Municipal Corporation Accounting Reforms in Urban Local Bodies of Karnataka Property Taxation, Ahmedabad, Gujarat Property Taxation, Bangalore, Karnataka Property Taxation, Hyderabad, Andhra Pradesh Property Taxation, Kanpur, Uttar Pradesh User Charges for Water Supply, Pune, Maharashtra E-Suvidha – e-Governance Initiatives, Pimpri Chinchwad, Maharashtra Online Tendering Application, e-Governance Initiatives, Pimpri Chinchwad, Maharashtra SMS and Web-Based Complaint Monitoring System, Pimpri Chinchwad, Maharashtra e-Governance Initiatives, Ahmedabad, Gujarat GIS Survey of Moradabad Nagar Nigam, Moradabad, Uttar Pradesh Implementation of the Web-Based Online Building Plan Approval System, Surat, Gujarat Streamlining of Building Plan Approval Process, Pune, Maharashtra Computer - Aided Administration of Registration Department, Andhra Pradesh

Government Registration of Property Document, Karnataka State Government




Annexure 4: “Documentation of Best Practices” Vol – 3

“Documentation of Best Practices” Vol. 3 is an initiative to highlight some of the admirable and creditable work being done by the Urban Local Bodies (ULBs) in the Mission Cities. The documentation is expected to serve as a source of learning and sharing of experiences. This third best practices report is another stepping stone in the process that covers the success stories of various state ULBs from Andhra Pradesh, Gujarat, Haryana, Karnataka, Maharashtra, Orissa, Punjab, Uttar Pradesh and West Bengal. These are select Best Practices that are structured in the standard format as developed under PEARL. This covers a brief summary, key dates, situation before, the new approach, strategy to develop the initiative, the process, results achieved, sustainability, lessons learnt, recognition and replicability. Last few years saw an increase in activities on the project front under JNNURM. Success stories of cities which have demonstrated improvement in urban services and financial management have been documented in this report. Some of the successes stories which needs mention are Gorakhpur Municipal GIS Development, Mehsana Property Tax Collection System, Kolkata Water Supply and Underground Parking Systems, Puri and Amritsar’s Solid Waste Management System, Nanded and Bhubaneswar’s Urban Renewal, and so on. The details of the best practices are available on www.indiaurbanportal.in The following best practices are covered in the report:

Solid Waste Management through Bio-Composting: Puri, Orissa Vending Zones at Bhubaneswar, Orissa Improved Collection and Transportation of Municipal Solid Waste through PPP: Amritsar, Punjab Automated Parking System: Bangalore, Karnataka Fleet Expansion/ Modernization Programmes of City Public Transportation: Bangalore, Karnataka Payroll System in Bruhat Bangalore Mahanagara Palike: Bangalore, Karnataka GIS for Property Tax in Bruhat Bangalore Mahanagara Palike: Bangalore, Karnataka Transport Services on PPP Basis: Rajkot, Gujarat Cost effective housing for the Urban Poor: Ahmedabad, Gujarat Mehsana Nagarpalika initiates PPP for Property Tax Collection: Mehsana, Gujarat Planning to Reduce Impact of Disaster: Surat, Gujarat Fund Your City - A PPP Initiative For Urban Infrastructure Development: Hyderabad, Andhra Pradesh Preparation Process for Draft Development Plan: Kolkata, West Bengal Initiatives under Urban Renewal at Nanded Waghala City Municipal Corporation: Nanded, Maharashtra Trade License in Bruhat Bangalore Mahanagara Palike: Bangalore, Karnataka Water Supply and Sewerage Project, Salt Lake (Sector V): Kolkata, West Bengal Bore Well Automation: Faridabad, Haryana PPP Model for Underground Car Parking System: Kolkata, West Bengal Initiatives for the Urban Poor: Mumbai, Maharashtra Municipal GIS - Gorakhpur Experience: Gorakhpur, Uttar Pradesh




Annexure 5:

BEST PRACTICE FORMAT

“Peer Experience and Reflective Learning” (PEARL) under JNNURM Best Practices Format

Key Informations about the project and instructions on filling up the form

1. About the project: To achieve objectives of the Jawaharlal Nehru National Urban Renewable Mission (JNNURM), knowledge sharing amongst JNNURM cities in various sectors of urban reforms and city governance has emerged as a potential area for capacity building. It is felt that cities identified under JNNURM, for financing urban infrastructure and other aspects of urban development, can network amongst themselves for cross learning and sharing knowledge, hence effectively manage their cities. “Peer Experience and Reflective Learning” (PEARL) is an initiative under JNNURM to support cities to actively pursue activities in implementation of projects and reforms. Therefore, cities with similar urban issues and character are brought together. The cities have been divided into five groups, namely, (a) Mega Cities; (b) Industrial Cities; (c) Mixed economy; (d) Heritage Cities; and (e) Cities of Environmental Importance. A Network Convener and potential Knowledge Managers (KMs) were also identified for each Group. The main objective of PEARL is to create manageable networks between JNNURM cities for cross learning and sharing knowledge on urban reforms and city governance so that objectives of the mission can be successfully achieved to make cities more livable, economically vibrant and environmentally sustainable. The primary objective is to ensure smooth functioning of the PEARL Networks and assist the Mission Directorate in supporting and monitoring the program. Focus of PEARL activities will be on various processes and outcomes of JNNURM-projects and reforms. There is also a need to focus on the sharing of experiences on urban reforms and city governance and to sustain PEARL beyond JNNURM. 2. About the PEARL Portal and Best Practices: The proposed PEARL website – India Urban Portal (www.indiaurbanportal.in), is the gateway to the 63 cities under JNNURM and shall be linked to the main website of JNNURM. The portal is envisaged as a ready reference to best practices in planning, projects, reforms, accessible data/ resources and other innovations. The goal is to create an information network, community and resource that will provide qualified, trusted and variable information. It will also provide the stakeholders, a knowledge-sharing platform for interaction and discussion. The website will: a) Act as a platform to share knowledge among governments at national, state, and local levels as well as

community groups and citizens in JNNURM cities; b) Focus on linking Urban Local Bodies with community groups in the JNNURM cities; c) Provide information on organizations, techniques, technologies, resources, innovations, best practices,

etc. for the projects and reforms; d) Support outputs of JNNURM in terms of planning and implementation of projects and reforms; and e) Help to set up discussion forums, news, guidance, etc. among JNNURM cities.



3. Best Practices: You can submit ongoing as well as past projects to this Register. For example, such projects/programmes/reforms include local or regional projects in education, revitalisation, standardisation, community development, awareness raising, capacity building, documentation, use of new technologies, urban governance, reforms, PPP, service delivery, shelter and security of tenure, livelihood including micro credit, health and education, social development, urban mobility, etc. 4. Methodology for selection of Best Practice: Step 1:Identification and selection of best practice through Form I Step 2: Put up the collected best practice before the technical committee for approval for documentation. Step 3: Documentation of the best practice. Step 4: Publishing on website

FORM I

General information about your Organisation (Fill the following queries and provide one page write up about your organisation and project as well)

Project Contact Person:

Detailed Address of the Organization/Agency

Telephone No. Office: Residential: Fax: E-mail:

Type of the Organization Government

Individual NGO Co-operatives

Other

Partnering agencies/individuals

INFORMATION ABOUT REFORM

(Illustrative) A: Context 1.Title of the Reform: 2. Geographic Location: 3. Focus Area: B: Situation before implementation of Reform 1. Describe in brief (not more than 200 words), the situation as it was before the start of the project: (Describe in narrative form rather than in bullet form): 2. What were the problems/needs addressed by the Reform?



C. Implementation of the Reform 1. Describe the Reform in narrative form (in 500 words) 2. Goals of the Reform 3. Strategy used to achieve the desired goals 4. Activities implemented to achieve the above goals 5.Challenges/constraints encountered and how it was conquered 6. Outcome of the Reform D. Factors of Success 1. Describe the main successful (positive and sustainable) results/factors/conditions for the Reform F. Replicability 1. Is the Reform being replicated in any other region G: Impact of the Reform 1. Have the Reform been disseminated in any forum and have received any recognition 2. Documentation and Research work/References for the Reform, if any 3. Please enclose any photographs and resource products, paper clippings along with the entry. 4. Any other

PLEASE SEND THIS FORM AS AN ATTACHMENT TO: [email protected], [email protected], [email protected], OR Post/fax a copy to: Coordinator PEARL Project National Institute of Urban Affairs (NIUA) I and II Floor, Core 4B, India Habitat Center, Lodhi Road, New Delhi – 110003, India Telephone: +91-11-24643576(Director), 24617517, 24617543, 24617769, 24643284 Fax: +91-11-24617513 Website: www.niua.org, www.indiaurbanportal.org THANK YOU FOR YOUR PARTICIPATION

Peer Experience And Reflective Learning (PEARL)...

Documents

Transcript of Peer Experience And Reflective Learning (PEARL)...