Documentation of Best Practices - Moud

8/8/2019 Documentation of Best Practices - Moud

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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

Email: [email protected], Website: indiaurbaninfo.com

DOCUMENTATION OF

BEST PRACTICES

Compiled ForThe Ministry of Urban Development

Government of India

June 2007


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TABLE OF CONTENTS

S.No. TOPIC PAGE NO.

1. LOCALITIES MANAGE THEIR OWN WASTE BETTERIN GREATER MUMBAI 1

2.COMPREHENSIVE CONTRACT IN ULHASNAGAR

4

3.MESSIAH OF CLEANLINESS SPREAD OUT INNAGPUR 7

4.AKOLA ENCOURAGED CBOs FOR WASTEMANAGEMENT 10

5.SPIC N SPAN NASHIKS WASTE COLLECTED SANSSOURCE SEGREGATION 12

6.WOMENS NGO RUNS COMPOST FACILITIES INKALYAN DOMBIWALI 14

7.VIRAR STRIVES FOR 100% SOURCE SEGREGATION

17

8.METHODIC SELECTION OF CONTRACTOR FOR BMWIN NAVI MUMBAI 20

9.

EXCELLENCE IN ROAD DEVELOPMENT THROUGHCITIZENS PARTICIPATIONINDORE MUNICIPAL CORPORATION 24

10.

EXCELLENCE IN SOLID WASTE MANAGEMENT ANDSANITATION THROUGH CITIZENS PARTICIPATIONVISAKHAPATNAM MUNICIPAL CORPORATION

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11.

EXCELLENCE IN APPLICATION OF TECHNOLOGY TOIMPROVE DURABILITY OF CITY ROADS USINGPLASTIC WASTE.BANGALORE MAHANAGAR PALIKE

29

12.

EXCELLENCE IN LAKE CONSERVATION THROUGHPARTNERSHIP WITH MULTIPLE STAKEHOLDERSTHANE MUNICIPAL CORPORATION

31

13.

EXCELLENCE IN PROMOTING TRANSPARENCY OFOPERATIONAL AND FINANCIAL PERFORMANCETHROUGH PARTNERSHIPSBANGALORE MAHANAGAR PALIKE

35

14.

EXCELLENCE IN IMPLEMENTING SANITATIONPROJECT THROUGH CITIZENS PARTICIPATIONALANDUR MUNICIPALITY

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15.PUBLIC GRIEVANCE REDRESSAL (PGR) SYSTEM

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16.

SELF ASSESSMENT SCHEME (SAS) FOR PROPERTYTAX IN BANGALOREMAHANAGARA PALIKE

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17. PPP FOR STREET LIGHTING ENERGYCONSERVATION IN BANGALORE FOR BDA 45

18.

INITIATIVES OF HDMC TOWARDS DECENTRALIZEDADMINISTRATION..SETTING UP OF ZONAL OFFICES

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19.

TRANSPARENCY IN POSTINGS OF NEWLYRECRUITED MUNICIPAL STAFFDIRECTORATE OF MUNICIPAL ADMINISTRATION,GOVT. OF KARNATAKA

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20.FUND BASED ACCOUNTING SYSTEM INBANGALORE MAHANAGARA PALIKE (BMP) 51

LOCALITIES MANAGE THEIR OWN WASTE BETTER IN GREATER MUMBAI


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The InitiativeMunicipal Corporation of Greater Mumbai has adopted Advanced Locality Management (ALM)scheme wherein citizens and the Municipal Corporation employees work hand-in-hand for theimprovement of solid waste management services. These ALM groups are actively involved insegregation of waste into dry and wet waste and vermi-culture of biodegradable waste. It alsohandles various other civic problems and developmental works in the given locality. This schemewas started in July 1997 with only one locality participating in it, and by December 2000 numberof ALM Societies registered has grown to 666. ALM concept has also been extended to slumsand commercial areas. The concept has been recognized as an effective model for citizensparticipation in waste management.

Situation before the initiative

People were totally dependant upon the Municipal Corporation for cleanliness and did nottake interest in keeping their locality clean. There was little interaction between residentsand the Corporation employees.

The waste from the community bins was not always collected on daily basis.

Lack of timely street sweeping and littering by people resulted in dirty streets. At someplaces the surface water drains chocked due to accumulation of solid waste in it.

Accumulation of waste on streets and around the community bins was a threat to healthand hygiene.

Rag pickers used to pick waste from collection points and landfill areas in a veryunhygienic manner.

Description of the Initiative

The main objective of the ALM scheme was to develop a Citizen-Corporation partnershipfor environment-friendly waste management. It focused on waste minimization throughsource segregation, recycling and reuse to reduce waste to the minimum.

The process of forming ALM got initiated with a three month long zero garbage drive in1997. Various departments of the Corporation were involved in this drive. Awarenessgeneration programs were conducted in these localities with assistance of local NGOs /CBOs. Schools were also covered.

Meetings and focused group discussions were held between the residents and theCorporation officials. Problems were identified at the local level through thesediscussions.

Housing societies / communities were asked to register themselves as a prerequisite toALM scheme.

The residents were encouraged to carry out segregation of waste into dry and wet waste.The rag pickers were mobilized for carrying away recyclable waste. The segregatedbiodegradable waste was either composted or vermi-cultured or lifted by the Corporationto take it to the nearby landfill sites.

Each housing society forming an ALM raised Re.1/- per day per family for segregation ofwaste at the community level, sweeping of streets and local composting of biodegradablewaste through vermi-culture. The accounts for the expenditure on ALM were maintainedby the housing societies themselves.

The day-to-day civic problems of ALM societies like drinking water supply; seweragesystem, storm water drains and cleanliness are attended on a priority basis. Officials ofthe Corporation have regular meetings with the ALM societies to solve their problems.This interaction has helped in developing peoples faith in citys governance.

Problems Faced


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Initially the people were not ready to trust their own community members at the locallevel. Also, the performance of the Corporation was questioned based upon the pastexperiences.

People were habituated in littering the streets and roads. It was initially diff icult to stopthem from this habit.

Many people were not ready to contribute towards the maintenance fund.

Benefits

Involvement and active participation of citizens in initiative improved level of cleanlinessin locality considerably.

Throwing of garbage on roads has come down considerably. Segregation of waste athousehold level has increased. Dustbins were removed from the main roads and thisprovides a cleaner look to streets.

The system has provided a platform for the Corporation and the residents to worktogether and in cooperation with each other rather than of confrontation, as earlier.

Few ALMs, that are functioning for more than three years, have increased their scope toother activities such as tree plantation, prevention of encroachment on pavement,beautification of streets, etc.

The ALM movement that started with objective of cleanliness i.e., Zero Garbage, isgradually spreading to other areas of peoples grievances regarding other civic serviceslike maintenance of roads, improvement in water supply, check on unauthorizedconstruction and monitoring unauthorized hawking.

Lessons learned

Citizens respond positively to the policies of the local bodies and are willing to contributefor the betterment of their locality.

It is simpler to solicit peoples involvement at the community or local level, rather than fora large area.

A comprehensive approach of solving a localitys problems, rather than only demandingsegregation, etc. from the community seems to be the reason behind the success of the

initiative.

Issues

Over last 8 years, very few ALM societies have come up which is just a small fractioncompared to size of Mumbai city. ALM should spread much faster, for which theCorporation has to evolve a suitable system treating each ward or group of wards as anindependent entity and not look at entire mega city.

The fast paced life does not afford spare time for volunteering for the awarenesscampaign. The volunteers may be appointed giving them some honorarium paid out ofthe donations from corporate, business and commercial establishments.

The Corporation should make it mandatory for residents and commercial establishmentsto give segregated waste and adopt ALM systems. Without compulsion, the city is too bigto leave things entirely to awareness and willingness to comply with the rule. A system ofpenalty and its strict enforcement through nuisance detection squads should beestablished.

Sustainability


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The relationship that has been developed between the people and the Municipal Corporationassures that the results achieved by the initiative would have a long lasting effect. The ALMsocieties are generating their own resources to undertake SWM. This indicates that the conceptof ALM is moving towards self-sustainability at society level.

Contact: Mr. Jagtap, EE, Municipal Corporation of Greater Mumbai, Ph: 022-22620525.


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COMPREHENSIVE CONTRACT IN ULHASNAGAR

The Initiative

Ulhasnagar Municipal Corporation has given out a comprehensive solid waste managementcontract for collection of waste at source, transportation, secondary storage and spreading it onlandfill site.

The contract awarded in 2003 and is for a period of 10 years. The main feature of this project isthat the entire investment in providing community bins, transport equipment, equipment forleveling of waste on the landfill site, manpower etc is that of the contractor. The MunicipalCorporation is not required to make any capital investment, whatsoever.

Description of the initiative

Ulhasnagar Municipal Corporation chalked out a detailed action plan for the management of itssolid waste. A detailed route map was also prepared for the movement of the vehicles.

The cost of SWM was worked out and a suitable contractor was selected after calling bids from

various interested parties.

The scope of work under this contract includes door-to-door waste collection, storage andtransportation. The contractor provides the entire infrastructure viz., handcarts, community bins,transfer stations and vehicles along with the required manpower.

The O & M of existing infrastructure at landfill site i.e., roads, lighting, water supply, sanitaryfacility etc. and toperation of vehicles and leveling of waste is also responsibility of contractor.Contract also places responsibility of generating public awareness for waste minimization andsegregation for entire city on to contractor.

As per contract minimum of two bins for collection of dry and wet waste are to be provided atcommunity level. The contractor has provided an additional bin for collection of debris. Covered

bins are provided at the planned locations according to the area and the amount of wastegeneration. In case of bulk generators like hotels, institution, shopping malls, small-scale industry,etc the bins are provided for which a charge is levied.

A six-month period was allowed for planning of operations; procurement of vehicles, equipmentsor accessories and their commissioning.

As per the contract, the Contractor has to provide as well as pay for workers. It is binding onContractor to provide necessary facilities to workers as per the Contract Labour Act, 1970.Contractor also has to ensure payment as per Minimum Wages Act. The contractor cannotemploy staff under-18 years of age. Workers must be given identity cards, as well as two sets ofuniforms, gloves, mask, boots, raincoats, etc. The contractor also must carry out mandatoryannual medical check up for all workers. The contractor has to keep the Corporation indemnified

in respect of all claims and has to insure all workers as well as equipments.

The contractor can take services of any employees of the Corporation on payment in advance ofan amount equal to the three months salary of such employees. The contractor is also to pay theallowances, gratuity contribution, pensions and provident funds, dependent allowances as perGovernment rules.

The Corporation is to provide space for parking vehicles, keeping bins and carts and for officespace in each of 4 administrative wards free of cost. Contractor is to provide fencing and otherinfrastructure at these sites.


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The work is carried out in two shifts and a third shift is allowed in exceptional cases.

The existing staff of the Municipal Corporation is deployed for sweeping roads, open drains,public toilets all over city.

Performance monitoring

The performance measurement is carried out ward wise through joint inspections. The worksatisfaction level is decided after daily joint inspection and the performance is recorded as weightage based against each item. During the inspection, an opportunity is given to rectify the defectsand improve weight ages up to 100%.

Payment mode

The Corporation has to pay to the contractor based on the weight of waste transported to thelandfill site. The payment is made at the end of every 15 days of work.

Deductions are made depending upon the quality of work. Giving marks out of 1000 for variousparameters does daily assessment of work of the contractor. The payment is proportionatelyreduced based on percentage weightage computed. The contractor is given a chance to rectify

the defects, which may be noticed. (Net payments per day = Total quoted Rs. per day x pointsobtained).

The escalation is applicable after one year of the commencement of the work and is at the flatrate of 5% per annum on the rates of the preceding year.

The average performance of the contractor has been 90%. Maximum payment made til l now isbased on 98% performance.

Results

The Corporation could achieve cleanliness without investing in the capital cost.

Involvement of private operator has helped in solving the problem of lack of sufficient

Municipal staff and lack of resources to employ new staff for SWM activities. The capital investment and the deployment of staff for operation and maintenance can

completely be borne by the contractor.

Ulhasnagar is one of the few cities that have made provisions to segregate the waste atcity level in a comprehensive manner from door-to-door collection to landfill site. TheMunicipal Corporation is in the process of developing a composting site at the city level.

The monitoring and evaluation criteria included in the action plan for SWM of Corporationhelps in keeping check on the work of the private operator.

Involvement of private contractors can allow local bodies to provide full compliance of theSolid Waste are willing to invest in he necessary tools, equipments, etc. It is also foundthat such machinery is maintained more efficiently in the private sector. The local bodydoes not invest its finances and is liable to pay only a part of the operating cost. Role ofthe Corporation as a facilitator is sustainable for a much longer period and the local body

can concentrate on other day-to-day activities. This also can generate substantial employment in urban areas. Such employment would

be much more since financial resources available with it do now not limit extent ofservices provided by local body.

Issues

Since the Corporation makes the payment to the contractor on per tonne basis, there isno incentive for the contractor to reduce the waste by asking the households to segregate


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it. This is specially so when the contractor is also supposed to generate public awarenessfor waste minimization and segregation. It could be more advisable to have suchcontracts on a fixed cost per day basis so that the contractor and his staff attempt toeducate the public in segregating and thus reduce his cost of operation.

Since January 2004, the Corporation has issued a notice to the public to maintain 2 binsfor dry and wet waste at their households. The Corporation has made the citizens

responsible for managing the dry waste and collects only the wet garbage. The citizensmay however not always be able to manage the dry waste, which might discourage themfrom segregating the waste. Also if the contractor is to provide minimum 2 of bins thenthe need for the citizens to manage their own dry waste is not clear.

The Municipal Corporation had prepared a detailed plan for the deployment of communitybins, vehicle optimize the deployment of his equipment and staff. Perhaps the contractorcould be allowed to prepare the detailed action plan for SWM within the broad planprepared by the Corporation. The Municipal Corporation could only guide and approvethe action plan.

Incorporation of minimal user charges can encourage people to monitor cleanliness oftheir areas that can also help to share the financial burden of the local bodies.

Transferability

Transferability of a similar practice is most desirable. The practice can start by covering a part ofthe city so as to also take care of the existing municipal staff.

Contact: Mr. Ramnath Sonawane (I.A.S.), Municipal Commissioner, Ulhasnagar MunicipalCorporation, Ph: 0251-2720105.


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MESSIAH OF CLEANLINESS SPREAD OUT IN NAGPUR

The Initiative

A unique scheme called Swachchata Doot Aplya Dari came into existence since 26th January2004 in the Nagpur Municipal Corporation and has helped it provide door-to-door waste collectionto the entire city. The work is conducted through NGOs on contract basis to cover the entire city.As the waste is collected from the door, garbage reaching the road is minimized which gives thecity a clean look.

Around 1500 persons are deployed for the task. Every Swachchata Doot is assigned a target ofcovering 300 households per day (in 8 hours).

Out of the total waste collected by this method, almost 50 per cent waste is segregated. Since thedry waste becomes the property of the NGO, there is a very strong inbuilt incentive for theSwachchata Dootto encourage each generator to segregate its waste before the same ishanded over.

The Corporation pays Rs.5.50 per household per month to the NGOs. Besides this the NGOs are

free to collect voluntary payment made by the citizens.The Municipal Corporation could save an establishment cost of Rs.5 crore per year by engagingNGOs for the task.


Nagpur Municipal Corporation decided to collect waste from house-to-house in order to minimizethe quantity of waste coming on roads and streets. However the Corporation did not have enoughmunicipal sweepers for this job.

Initially, Nagpur Municipal Corporation planned to carry out house-to-house waste collectionthrough the substitute sweepers of the department at a fixed monthly honorarium of Rs.1200 permonth. The labor unions strongly opposed the scheme and demanded Rs.3300 per month per

substitute. This amounted to Rs 8 crore per year for 2000 sweepers. In order to reduce the costand due to financial restraint, the Corporation decided to get the work done through NGOs.

From November 2003, the Corporation covered 40 per cent of the city area under this scheme ofdoor-to door waste collection by engaging the NGO, while employing its own staff covered therest. Looking at its success, the Corporation decided to cover the entire city through this scheme,and to cover 100 per cent door-to-door waste collection, covering both housing and shoppingareas. The scheme called Swachchata Doot Aplya Dari came into existence since 26th January2004.

The scheme has improved the cleanliness in the city. As the waste is collected from the door,garbage reaching the road is minimized which gives the city a clean look.

Strategies adopted

Nagpur Municipal Corporation issued tender notice in the local newspaper to call bidsfrom NGOs to collect solid waste from households covering all 10 zones of the city.Separate bids were called for each zone. The details of number of households and labourrequirement per zone were given in the tender document. Two NGOs applied for thework and after the bids were evaluated the work of door-to-door waste collection coveringall the 10 zones of the city was awarded.

The labors appointed are called Swachchata Dootand are given identity cards by theCorporation. They move from house to house and from shop to shop to collect waste


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from 6am to 3pm every day including Sundays, public holidays, etc. The SwachchataDoothas to collect the segregated waste. They sell the dry waste and get an extraincome.

Around 1500 persons are deployed for the task. A benchmark for monitoring thesweepers performance is laid. Every Swachchata Doot is assigned a target of covering300 households per day (in 8 hours). The record of the attendance and work performed

by the Swachchata Doots has to be maintained by the NGOs. The Corporation pays Rs.5.50 per household per month to the NGOs. Besides this the

NGOs are free to collect voluntary payment made by the citizens. The total cost to thecorporation is only Rs 3 crores annually.

The Corporation has deployed its own vehicles for the purpose - 550 cycle-rickshaws and990 handcarts, which are operated and maintained by the NGOs. They also have to takecare of the safety and the parking of the vehicles. The cost of the equipment isapproximately Rs.1.8 crore.

The equipments are designed in such a way that it does not require direct handling of thewaste. The waste from rickshaws and handcarts is placed in the containers by elevationand tilting mechanism from where it is taken to the landfill site.

The Swachchata Dootsare deployed only for door-to-door waste collection. TheMunicipal workers do the road sweeping and drain cleaning.

Awareness creation

NMC directed the NGOs to issue public notices and pamphlets to guide all the generators of solidwaste in the city to collect biodegradable and recyclable waste separately in two containers.

The NGOs are given the task of conducting awareness campaigns as part of their job. This isbeing done by their volunteers visit to individual households and conduct community levelmeetings by involving Mahila Mandals.

Responsibilities of the NGOs

The NGOs have to give uniforms to the sweepers. If a sweeper does not wear theuniform on duty, a fine of Rs.25 per day per sweeper and if s/he does not carry the

identity card, a fine of Rs.10 per day per sweeper is charged to the NGO. Details of area wise allotment of sweepers by the NGOs have to be submitted regularly to

the MC so that their work can be monitored.

Segregation of waste into dry and wet is the responsibility of the NGOs.

All complaints from the public shall have to be taken care of by the NGOs.

NGOs have to give the Municipal Corporation details of voluntary payment collected fromthe citizens.

Penalty levied by the Municipal Corporation on the NGO for not covering the completearea under door to- door waste collection is Rs.5 per household.

If any waste other than wet waste is dumped in the Municipal Corporation containers, apenalty of Rs.100 per container is charged to the NGO.

Benefits

This is one of the most successful efforts for 100% house-to-house collection in a largemetropolitan city, and that too at an affordable cost, and in a manner that is fullysustainable. Approximately 4.50 lakh households and 5000 shops and commercialestablishments are being covered daily. Out of 600 MT per day of waste transported, 560MT per day is collected through door-to-door waste collection. The MC has been able toremove almost 90 per cent of the bins (800 bins removed).

The Corporation went about the effort in a very systematic manner. As it was difficult tocover all the areas in the beginning, the Municipal Corporation started stage-wise door-


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to-door waste collection covering 40 per cent initially and then extending it to 100 percent. This provided the Corporation with an opportunity to test out the methodologybefore extending its scope.

Involvement of NGOs for collection, segregation and transportation of waste has reducedthe cost for the Municipal Corporation and also reduced its workload. The Corporation isable to save Rs.5 crore by system is cost effective and easy to maintain cleanliness in

the city. The Corporation now plays the role of a facilitator and monitor for the work of day-to-day

collection instead of becoming the service provider. Thus it can play the role of qualitycontrol much more effectively.

Out of the total waste collected by this method, almost 50 per cent waste is segregated.Since the dry waste becomes the property of the NGO, there is a very strong inbuiltincentive for the Swachchata Dootto encourage each generator to segregate its wastebefore the same is handed over.

The people realize the importance of cleanliness and are also paying voluntarily for theservice charge. This ensures their involvement in ensuring the accountability of theagency in maintaining cleanliness.

A large employment has been generated in the local area.

Issues

The present contract is for the NGO to collect the garbage and empty the same into thecommunity bins. A separate contract is in place to transport the waste to the landfill site.It could be even more advantageous in case the NGOs were encouraged to go in fordecentralized waste processing to reduce waste to be transported to the landfill site.

The problem really arises when an agency is only responsible for door-to-door collectiontransportation. In this case it can dump whatever it wants to in the community bins and noincentives can be provided for reduction / segregation of waste.

NGO appointed Swachchata Doots carry on door-to-door collection but road sweepingand drain cleaning still remains with the municipal workers. This may create dispute overthat should clean roads and drains where Swachchata Doots or even local people toavoid service charges of Rs 5.50 dump unwanted waste.

Municipal Corporation has bought its own vehicles for the task. Allowing the NGOs todeploy their vehicles could have reduced this cost to the Corporation.

Sustainability

This initiative has been beneficial to the corporation in terms of reducing its workload and alsofinancially. The same services if provided by the Municipal Corporation would have cost themabout Rs 5 crore more annually.

The success of such initiatives also would bring in more NGOs in competition with existing NGOs,which would mean better efficiency and better results.

Transferability

The practice is definitely transferable to other cities, which are still trying pilot projects for door-to-door collection.

Contact: Dr. M.R. Ganvir, Health Officer, Nagpur Municipal Corporation, Ph: 0712-2532464,2561552.


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AKOLA ENCOURAGED CBOs FOR WASTE MANAGEMENT

The Initiative

Akola Municipal Corporation took initiative for implementing door-to-door waste collection of solidwaste. However, owing to lack of sufficient manpower, the Corporation decided to involve variouscommunity organizations and the unemployed youth. The scheme started in Aug.2003.

Both the elected wing and the administration came together and conducted awareness drive toimplement the new system. Presently, almost one-fourth of the city is kept clean by the localCBOs without any cost to the Municipal Corporation. The residents pay a nominal charge ofRs.10-15 per month and ensure cleanliness in their areas. In addition, this has providedemployment to a large number of the local youth.


Akola Municipal Corporation was one\ of the f irst in the State to involve community organizationsand the unemployed youth in the collection of waste on house-to-house basis.

The Municipal Corporation has provided 1 to 3 tricycles to CBOs (like women groups, areacommittees, youth organizations) who undertake the responsibility of collecting household waste.These tricycles are given to the CBOs on interest free loan basis.

Each of these CBO appoints one unemployed youth per tricycle who moves door-to-door in agiven locality from 7am to 2pm. The residents handover the waste to this person and the wastecollected goes to the community bins provided by the Municipal Corporation. The person whilecollecting the waste also segregates the dry waste and sells the recyclables in the market.

All the beneficiary households pay Rs.10 - 15 per month as service charge to the CBO. Out of themoney collected certain amount is paid to the Municipal Corporation every month for loanrepayment (for the tricycle) and the remaining is used as remuneration to the volunteer collecting

the waste. Each volunteer earns approximately Rs.1200-1500 per month under the scheme.

Awareness Creation

In order to make the scheme successful, the Municipal Corporation initially undertook a drive tocreate awareness amongst the local people to maintain cleanliness in their areas. Street plays,rallies and community meetings were held for this awareness drive. They encouraged people tostore the waste at source and hand it over to the volunteer collecting the waste at the specifiedtime.

They also encouraged the households to pay for the services rendered by the volunteer. Initially,there was resistance towards the payment of charges for the door-to-door waste collection. Thelocal Corporations took active part in convincing the people to keep their locality clean and to

encourage the households to pay for the collection of waste from their doorsteps.

Benefits

Almost 25% of the city area is now covered under the door-to-door waste collectionsystem.

Many unemployed youth of the city have got jobs by which they can earn Rs.1200-1500per month. Also Municipal Corporation could solve its problem of insufficient manpowerto conduct door-to-door waste collection.


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The Corporation does not have to invest in door-to-door collection and therefore, itsexpenditure is minimized.

Better cleanliness is achieved by this method. Also as people are paying for thecleanliness, they also monitor that the area is cleaned daily and properly. Daily municipalinspections are not needed. Daily attendance of the workers is also not required. Thissaves lot of time.

Segregation of waste becomes possible due to house-to-house collection.

Lessons Learned

Public participation in maintaining cleanliness in their locality is the main reason for thesuccess of the scheme. This can be replicated in most cities.

Municipal Corporation should limit its role as a monitor and a facilitator in the cleanlinessdrive. Thus cleanliness can be achieved in a cost-effective manner.

A well-designed system for house-to-house collection of solid waste can createemployment, without putting undue financial burden on the local body.

The participation of the elected representatives can go a long way in making the schemesuccessful. The success of this initiative lies in the fact that the elected and theadministrative wings of the Municipal Corporation worked together towards initiating such

activities and the Corporations contributed by motivating their wards and creatingawareness among them.

Issues

A mechanism should be evolved to segregate the waste at the doorstep and utilize it asfar as possible to reduce its quantity coming on the final landfill site.

Instead of giving one or two tricycles to the local CBOs, formation of larger groups shouldbe encouraged. This will reduce the administrative work and make the monitoring workeasier.

Akola achieved door-to-door collection in 25 per cent of the city involving CBOs andunemployed youth. It amounts to sprucing up these areas but the waste goes to thelandfill site. The next step should be decentralized processing of this wet waste andscientific disposal of residue.

Akola Municipal Corporation has engaged a private contractor for processing 50 tonnesout of 120 tonnes of waste generated in the city. The rest of the waste should beprocessed in decentralized way replicating the above method of door-to-door collectionthrough CBOs engaging unemployed youth, to other areas.

Sustainability

This practice has demonstrated that educating and creating awareness among the citizens will berequired to sustain such an initiative. It should be ensured that the initiative is entirely run bycitizens organizations and they are also paying user fees for the door-to-door collection will alsoensure success and financial sustainability of this project.

Transferability

Similar efforts can be made to implement door-to-door waste collection in other cities too. Thiswould be easier in cities where peoples representatives take the lead and encourage the citizensto cooperate. The urban local body that faces manpower problems can adopt such system.

Contact: Dr. Ujwal Karale, Health Officer, Akola Municipal Corporation, Ph: 0724 - 2434411 15.


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SPIC N SPAN NASHIKS WASTE COLLECTED SANS SOURCE SEGREGATION

The Initiative

Nashik Municipal Corporation has attempted to turn the city into a binless city. The initiativestarted in August 2003 and by now Municipal Corporation has successfully removed almost 90per cent of the community bins from the city.

This has been possible as a result of the waste being collected from the residential areas at apre-informed time which is then directly taken to the compost plant.


Nashik Municipal Corporation has contracted out the work of collection and transportation of thewaste of the entire city to a single private agency. The contractor provides the vehicles and thelabor on them.

The primary responsibility of the contractor is to carry out door-to-door collection of waste fromeach household in the city by deploying his own vehicles. The vehicles operate from 9am in the

morning till 3pm in the afternoon on the routes fixed by the Municipal Corporation. The contractoralso lifts the uncollected garbage on its route. The waste collected by the contractor should notcontain any stones/soil and garden waste.

The vehicles have to be such that the waste does not fall on the road and the contractor issupposed to transport the collected waste in covered vehicles. In case of any breakdown, thecontractor is to replace the vehicles within one hour failing which a fine equivalent to the dailypayment due to the contractor is levied.

The vehicles empty the waste at the processing facility in presence of the municipal staff and theweight is jointly recorded.

The contractor also needs to organize the laborers and ensure that they are provided with the

necessary safety equipment like gumboots, gloves, etc. The contractor is free to employ as manyworkers as it deems fit and is to directly make payments to them. The contractor has indemnifiedthe Municipal Corporation against any claim by the workers.

The Municipal Corporation pays a fixed charge of Rs.475 per tonne for collection andtransportation to the contractor. Payment is done after monitoring the work of the contractor. Incase of default certain penalty is levied from the payment. The contract is for a period of oneyear. This is renewed depending upon the performance of the contractor.

Benefits

Elimination of bins from the city has resulted in giving the city a clean look.

The people are benefited as they are getting the service at their doorstep. Their tendency

of throwing waste on streets has been reduced considerably. The employment is generated at local level by involving private sector. Also the

Corporation does not have to bear the burden of the labour and transportation.

The short-term of the contract helps to maintain the quality of work by the contractor inorder to get his contract renewed.

The contract is output based (tonne of waste reaching the processing site) and is thusvery easy to monitor.


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Issues

There is no provision for segregation of the waste at the source. The mixed waste isdirectly taken to the compost plant where the waste is segregated through mechanized

way. Segregation of waste at source could result in reduction of cost of transportationand better utilization of dry waste.

The present payment system does not ensure cent percent daily collection of waste. Onlyon the receipt can be imposed on the contractor. This could be avoided if the paymentwas on the basis of households and a part of the payment was to be made by thehouseholds (as in Nanded and Nagpur).

Similarly, the responsibility of keeping certain roads / localities clean is not clear placedon the contractor.

Since the payment is to be made on tonnage basis, there seems to be little incentive (infact a negative) for the contractor to reduce the garbage through decentralizedprocessing or sale of recyclables. Similarly a uniform rate of payment for all types ofwaste would not encourage segregation. In case differential rates are fixed forsegregated waste (higher rates) and mixed waste (lower rates) the system could beimproved.

Penalties for not covering the waste during transportation or non-provision of safetyequipment to the staff could lead to better control or fewer disputes.

The residents should be encouraged to pay a minimal amount of user fee. This willensure their interest in monitoring cleanliness in their locality and also reduce thefinancial burden of the Municipal Corporation.

Nearly 2000 rag pickers, earlier earning their livelihood in the city from the separation ofrecyclables from household waste, lost their means of livelihood after the Corporationdecided to engage the services of the contractor. The Corporations could consider givingpriority in awarding contracts to groups / cooperatives of waste pickers or to contractorwho agrees to employ these waste pickers. However how to identify them would be aproblem.

Since the waste is directly loaded on the trucks from the households, this requires asubstantial number of laborers on these trucks. There have been reservations in somequarters about the hygiene of the workers engaged on the trucks.

Sustainability

The sustainability of the practice will depend upon the contribution of the local Corporators andthe citizens in the long run. Educating the residents about segregation at source shall go a longway in sustaining the practice.

Transferability

The practice is transferable to other cities of similar size, which are still trying pilot projects fordoor-to-door collection of waste.

Contact: Dr. K. M. Sonawane, Addl. MOH, Nashik Municipal Corporation, Ph: 0253 2572062.


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WOMENS NGO RUNS COMPOST FACILITIES IN KALYAN DOMBIWALI

The Initiative

Kalyan Dombiwali Municipal Corporation (KDMC) in April 2002 took an initiative to directlyprocess large quantity of biodegradable waste produced in the city by involving non-governmentorganization.

The vehicles of the Corporation bring biodegradable waste to the processing sites and theworkers appointed by the NGO process the waste to produce compost. Approximately 600kg ofcompost is produced per day without any cost to the Corporation. Nearly 23 MT of solid waste isprocessed daily at three composting sites viz - Adharwadi landfill premises (20 MT processed),Telkoswadi (2 MT), Bhaji market Dombivali (1 MT).

The practice not only results in lesser garbage on the landfill site but also provides earning to thelocal poor.


The initiative was started in April 2002 when a formal agreement was signed between theMunicipal Corporation and the NGO (called Stree Mukti Sangathan) for a period of two years. TheMunicipal Corporation has provided the site to the NGO on a rent-free basis and a sum of Rs 1lakh was given as advance to the NGO for procurement of equipments and wages on refundablebasis.

The biodegradable waste from the vegetable markets, the hotels and marriage halls is collectedseparately and taken directly to the composting sites. No machinery is used for compostingprocess.

The NGO has appointed 3-4 workers - one male and three female - on the site. The labor

segregates plastics and other non-biodegradable material from the waste. They spray a cultureand water on biodegradable waste. After the compost is prepared, it is sieved and packed in 40kgbags to be sold in the market from which it recovers the cost of processing. So far 6 MT composthas been sold and the NGO has an order of 10 MT. The NGO has been able to refund one-fourthof advance taken from the Municipal Corporation.

The male and female workers earn Rs.2500 and Rs.2100 per month respectively.

Thus the Corporation could manage almost 40MT of biodegradable waste per day by transportingthis waste to two sites allotted to the NGO for processing the waste.

As per the agreement, responsibilities of the Municipal Corporation and the NGO are asmentioned below:

Responsibilities of Municipal Corporation

The Corporation has to provide the land free of cost to the NGO for the processing of thewaste. Municipal Corporation has allotted two sites, a total of 2000 sq.m. Of land to theNGO.

The water required on the site is to be provided free of cost.

An advance of Rs.1lakh (Rs.50, 000 for each site) is provided to NGO.This is to berefunded within a year in four installments. In case NGO fails to do so, the MunicipalCorporation can take an action against it.


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On both the sites, it is the Municipal Corporations responsibility to provide 20 MT ofwaste for processing

Responsibilities of NGO

Segregation of waste into dry and wet waste.

The NGO has to provide the required labor, equipments, materials, etc. for preparing thecompost. A supervisor is to be appointed by the NGO to monitor the day-to-day work ofthe workers.

After preparing the compost, the NGO is responsible for its packing, storing and sale. Theincome from the sale of compost is that of the NGO.

Problems faced

The rag pickers and the squatters from the nearby hutments used to collect the recyclable wastefrom these landfill sites of the Municipal Corporation. Since, they were not allowed to do so afterthe processing of waste started, they tried to halt the work. However, the Municipal Corporationsettled the dispute through negotiations.

Lessons Learnt

The Corporation has been able to devise a system where large quantity of biodegradablewaste produced in the city (hotels, vegetable markets, marriage halls, etc.) is directlytaken to processing site. This drastically reduces the burden of segregation of such wasteand results into useful material with less investment.

By giving the task of processing to the NGO, the Municipal Corporation has reduced itsresponsibility to monitor the plant. All the day-to-day work is done by the NGO. TheCorporation manages the biodegradable waste produced in the city without any paymentto the NGO.

The practice has resulted in compliance of the Solid Waste (Management & Handling)Rules.

There is substantial employment generation for the local poor in the city.

The municipal corporation does not get involved in the sale of the compost prepared outof the waste. This being the property of the NGO ensures that the quality of the compostis maintained to suit the market requirements. It also provides an earning opportunity tothe poor.

Initial monetary help through an advance to the NGO by the Municipal Corporationhelped them set up the processing plant.

Issues

The Municipal Corporation has not prescribed clearly how NGO is to process waste in ascientific manner.

No penalty clause is included to prevent non-performance by the NGO.

The present system of segregation of waste on the site wherein the workers go inside thewaste to pick up the non-degradable waste is unhealthy and against the norms specifiedin the SWM Rules. This practice must not be encouraged. The Municipal Corporationmust encourage segregation at the household level.

The Municipal Corporation has given free land and water supply to the NGO. It meansloss of the royalty, which could be earned if a private contractor is appointed for the task.However, in lieu of the advantages gained by the poor, it is a good practice.


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Sustainability

The local body should also initiate segregation of the waste at the household level to furtherincrease the efficiency of the process and sustain the practice.

Transferability

The initiative is transferable to all city governments. Handling of biodegradable waste is aproblem for all local bodies. Decentralized composting plants involving urban poor and ragpickers can be set up by urban local bodies to manage their waste.

Contact: Mr. Mahesh Kotwal, Asst. Public Health Officer, Kalyan Dombivali MunicipalCorporation, Ph:0251 2206206/07


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VIRAR STRIVES FOR 100% SOURCE SEGREGATION

The Initiative

In the year 2002 Virar municipal council decided to remove 133 out of 139 community dustbins.Municipal council invited zone-wise tenders for a period of one year for collection, segregation ofwaste and landfill as directed by the council. The work also included regular cleaning of roads,streets, gutters, culverts and surrounding area of cross drains, public toilets and marketsbelonging to the municipal council.

Waste processing and landfill remains the councils responsibility and is being done with the helpfrom NGOs. Vegetable market waste, flowers and offerings in the crematoriums and kitchenwaste from residential societies/complexes are treated in a decentralized manner thus reducingthe quantity of waste at the source itself. The municipal council strictly prohibits littering of wasteon roadside and inside the drains.


Virar municipal council invited zone wise tenders for municipal solid waste collection andtransport. The contract includes collection, segregation, transportation and landfill of waste on thelandfill site as directed by municipal council. It also includes cleaning of drains, gutters, culvertsand surrounding area of cross drains, public toilets and markets belonging to municipal council.

Presently the contract for solid waste is given to five different contractors to serve fiveadministrative zones. The total monthly expenditure on the contractor is Rs. 8.40 lakhs. The door-to-door collection is carried out in 600 societies. Around 15% door to door collection is done insegregated form.

Out of the total 50MT of waste generated in the city, nearly 5 MT of wet waste collected fromkitchen, vegetable market, fish and mutton market, hotels & restaurant is treated at theprocessing site while the rest is mixed waste which is presently dumped on the landfill site.

Virar municipal council has set an example for others by processing the wet waste at the point ofsource itself. The kitchen waste of housing societies and complexes (2.5 MT) is composted in thepremises itself which is used to develop the gardens and parks of the complex. Similarly, flowersand offerings in the crematorium are composted on site, which is utilized in developing thepremises of crematorium. Nearly 2.5 MT of the vegetable market waste and hotel waste is takento a processing site near the Papadkhind dam to compost it using bioculture method to be used inmunicipal parks and gardens. Another 1.5 - 2.0 MT of similar waste is processed at the other sideof the city (Science Park)

Virar Municipal council plans to start a drive ofCollection of wet waste - daily and dry waste -once a week. This shall eliminate the need for having vehicles with two compartments in thetransportation chain. The residents can easily store dry waste being non-biodegradable for longerperiods. This is expected to avoid the generation of mixed waste and shall provide easy

availability of recyclable and other waste to the rag pickers. It will create a hygienic workingenvironment reducing the extra cost to be incurred in segregation and also help in generatingemployment. This is also essential since Virar being affected by coastal regulations is not able toget a suitable site for a landfill site, such collection of segregated waste shall reduce the landrequired for landfill. It is proposed to achieve the 100% collection of segregated waste throughthis method.


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Responsibility of the contractor

The Contractor is responsible for entire operation in the given area for a period of oneyear. All the municipal markets in the respective zones should be cleaned twice a day.

The contractor will collect waste using tricycle/five wheeler tempo in areas with narrowlanes.

Contractor will have to provide workers for processing of biodegradable waste in its zone.He has to pay them as per Minimum Wages Act. In the event of an accidental injury to aworker, the contractor is bound for giving compensation as per the relevant labour laws.

Provision of aprons, raincoats, gumboots, hand gloves etc to the workers shall be madeby the contractor.

The contractor has to provide all the equipments required for collection, while tractor,dumper, tipper is to be provided by the municipal council. Contractor should arrange forat least one tractor trolley or dumper in case the municipal councils vehicle is notavailable due to maintenance. Entire responsibility of any damage to the councils vehicleor to any property or to any person/ institution rests with the contractor. Provision of agodown for keeping the equipments required for collection and landfill is the responsibilityof the contractor.

Each contractor has to setup an office in the respective zone and appoint a staff to

register citizens complaints. A daily report about the operation as well as complaintredressal is to be submitted.

The Municipal Council will provide insecticide or fungicides.

Results Achieved

Approximately 99% of the community bins have been removed from the city.

The Municipal Council has been able to utilize decomposable waste produced insocieties and floral markets at point of source itself. This helps in reducing load on landfillsite. Thus system is cost effective.

The project helped in generating employment for 70 80 persons involved in collectingwaste.

The work of the Municipal Council is reduced to monitoring. Waste generated within the

Council limits is transported to the site the same day and hence the litterbins are neverfound overflowing.

Penalty

The contractor will be charged Rs. 500/- if found unable to report complaint daily to themunicipal officer.

Rs. 200/- per labour will be collected from the contractor if laborers are found withoutsufficient equipments.

Failure to move waste to the landfill site shall invite a penalty of Rs.500.

A fine of Rs. 500 will be imposed for not using the covered vehicles while transporting thewaste.

Issue

Virar has achieved door-to-door collection giving out zone wise contracts resulting inaround 15% collection of segregated waste. It is proposed to achieve the 100% collectionof segregated waste after the development of land for solid waste disposal.

There is no cost recovery from residents. Presently the composting is done using bio-culture and is used in Municipal parks and gardens.


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Transferability

Zone wise contract system distributes responsibility of SWM in any city and hence this system istransferable to any similar city.

Contact: Shri. Prashant Chaubad, Chairman, Public Health dept., Municipal Council Virar, Ph:(07232) 2503160 & Mr. S. K. Bhagwat, AIILSG.


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METHODIC SELECTION OF CONTRACTOR FOR BMW IN NAVI MUMBAI

The InitiativeIn order to adopt the BMW Rules, Navi Mumbai Municipal Corporation decided to facilitate theestablishment of BMW management facility for the medical practitioners, clinics, hospitals, etc.falling within its jurisdiction. The Municipal Corporation gave out the contract of bio-medical wastemanagement to a private operator who has set up a facility to process the waste on his own landfor a period of five years. The selection of the successful contractor was done through a methodicprocess. The contract also prescribes a format of agreement to be entered into between theprivate operator and the individual generators of bio-medical waste.

Description of the initiative

The Municipal Corporation had invited tenders from reputed contractors for offering services asoperator of bio-medical facility for the Corporation.

For selecting the contractor, tenders were invited in the year 2002. The contract period is of fiveyears and the services provided by the contractor include collection, reception, storage, transport,treatment and scientific disposal of the residual ash. The contract is to be renewed thereafter if

found satisfactory.

Tenders were to be submitted in two separate envelopes one containing the Technical bid andother containing the Price bid. Price bid only for those tenders found to fulfill the EligibilityCriteria and score a minimum of 50 marks out of 100 were to be opened. Evaluation score fortechnical bid was based on:

Should have valid authorization from MPCB for collection, transportation, processing andscientific disposal of residual ash.

Capacity of incinerator (minimum 75 Kg per hour capacity).

Average turnover of the bidder in last three years (minimum Rs 1 crore per annum)

Distance of operating facility from Municipal limits (the plant was to be on the land ownedby the bidder).

Ability to commission BMW management services within the stipulated time frame. Must have plan for alternative arrangement for managing BMW in case of failure of

existing treatment plant.

Currently all the municipal dispensaries, 4 municipal health centers and one General Hospital aswell as 83 private nursing homes and approximately 100 private clinics are handing over theirBMW to this operator for managing it in prescribed manner. Approximately 3500 kg BMW isincinerated monthly and 1800 kg BMW is autoclaved and 1800 kg BMW is shredded per month.

Salient Features of the Agreement

The contractor has to set up plant and operate all services of bio-medical wastecollection, transportation, reception, storage, processing and scientific disposal of

residual ash, for a period of five years. Operator can accept waste from generators situated outside the Corporations

jurisdiction.

The contractor has to install an incinerator (200 kg/hr capacity with primary andsecondary chambers with gas cleaning facility and 30m stack), an autoclave (600 literscapacity) and a shredder (100 kgcapacity).

The operator has to maintain the BMW facility conforming to all the relevant Laws andRegulations and to upgrade it from time to time subject to amendments in relevant Lawsand Rules.


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The contractor has to obtain authorization from the prescribed authority (MPCB) toconfirm to the BMW (Management & Handling) Rules 1998 and subsequent amendmentsto it. MPCB has the power to monitor / cancel / suspend the operation of the facility inwhich case the contractor has to provide an alternative facility which conforms to theRules and authorized by MPCB and for which the operator shall arrange the transportand processing of BMW and scientific disposal of the residue and also bear the extra cost

of it. The contractor has to provide own vehicle for transportation of BMW the design of which

should comply with the Rules. The BMW has to be collected daily and the storage ofwaste should not exceed 48 hours. In case of failure, the generators may make alternatearrangement to transport the BMW to contractor. The contractor shall have to reimbursethe cost to generator along with an additional charge of Rs.1000 per event.

The operator is bound to provide services to any generator who opts for this serviceduring the contract period. The generator will pay Rs.500 as Registration Fees to theoperator. The agreement to be entered between the operator and the generator is a partof the contract.

The contractor shall submit bills to the generator by 5th of the subsequent month. If thepayments are not made till 25th of the month then the contractor shall charge interest@1% per month. In case the generator does not pay for 60 days the contractor shall stopcollecting wastes and shall inform the Corporation about the same. The generator shallbe charged Rs.500 as fine apart from dues.

The operator has to employ own staff and has to protect them with relevant vaccination,equipments and dress.

The contractor has to provide training, once in 6 months, to hospital personnel forsegregating waste.

The operator has to provide non-chlorinated, pre-printed and color-coded bags as perBMW Rules on demand from generators at a price fixed by the contractor. Generator isfree to purchase similar bags from any other supplier.

The contractor has to maintain all the records of collection, reception, storage,transportation, treatment, scientific disposal of residue, etc. and submit reports to theMunicipal Corporation every month.

The contractor shall report to the Corporation about those generators who do not givebio-medical waste or dispose it in a manner that does not conform to the provisionscontained in the BMW Rules.

The contractor has to pay a monthly royalty of Rs.10 per bed, Rs.10 per clinic/unit andRs.10 per kg of BMW to the Corporation every month. (Royalty earned by Navi MumbaiMunicipal Corporation in 2003- 2004 was Rs 44,651.)

The responsibility of the generators

The generator has to sign a separate agreement with the contractor where the duties andresponsibilities of both are listed. Every generator has to enroll with the contractor at amaximum fee of Rs.500.

The generator shall segregate the waste in compliance to the BMW Rules and collect it inpre-printed, color-coded bags, which have to be tightly sealed as per the Rules. Thecontractor collects the sealed bags from the secured designated point within thepremises of the generator.

The generator has to maintain records at each generating unit in a prescribed format.

The generator shall pay the charges to the contractor till 15th of every month.

The responsibility of the Corporation

Navi Mumbai Municipal Corporation shall compel all existing and new registeredhospitals and clinics to avail of the facility of the contractor for the management of theirBMW, unless they have set up their own facility as per the Rules.


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The Corporation shall help in collection of payments from generators for availing theservices of contractor in case of non-payment by the BMW generator for such services.

The corporation shall grant the contractor the freedom of operations within the municipalcorporation limits of Navi Mumbai and grant access to generators premises and plyingtransport trucks for transporting bio-medical waste for the purpose of its management inprescribed manner.

The Corporation shall facilitate as a mediator between the contractor and the generatorsfor issues, which it could possibly resolve.

Tariff and Cost recovery

The rates charged by the contractor to the generator varies as per the quantity of wasteproduced by the generator and is as prescribed by the Corporation as below:Hospitals of 1-50 beds Rs.2.97 bed / day, Hospitals of >50 beds Rs.2.70 / bed / dayDispensary, clinic, lab, blood bank, dental clinic (where BMW is 1 kg/ day) Rs.18.0/ kg

Tariff escalation is based on changes in the Wholesale Price Index. The first escalation isallowed only after 2 years from the date of agreement and then after once in a year.

Penalty

The operator will be charged penalty of

Rs 10,000 per day - if there is a breach of conditions in Obligation of operator towardsNavi Mumbai Municipal Corporation including non-functioning of the plant.

Rs 100 per day per default - breach of condition mentioned in Obligation of Operatortowards Generator

Rs 100 per day per default - non-compliance in reporting.

Termination

Navi Mumbai Municipal Corporation has the right to terminate the agreement madebetween the contractor and the Corporation. In such case both sides shall be at liberty toterminate this agreement by giving each other a notice of at least 30 days. The generatorcan also terminate this agreement in case he sets up his own facility.

Right to termination is given to all three stakeholders, i.e., the facilitator, the contractorand the generator.

Benefits

The capital cost and the O & M cost is borne by the contractor. The MunicipalCorporation has not made any investment.

Due provisions are made in the agreement for the contractor to abide by the Laws andRules related to bio-medical waste management. The contractor has to update thetechnology in due course as prescribed from time-to-time by the relevant authorities.

The Corporation is playing the role of a facilitator and regularly monitors the work of thecontractor, as well as of the generators. The Municipal Corporation can compel thegenerators who do not give the bio-medical waste or manage it in proper manner. Thisensures proper management of the biomedical waste produced in the city.

Relevant penalty clauses on both the generators (for not giving timely payment tocontractor) and contractor (for not collecting the waste on time) help in monitoring thesystem and its efficient functioning.

The generator has a better control over the quality of service being provided by theoperator, as there is a direct collection of the service charges by the operator, which ismonitored by the Corporation.


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Right to terminate the contract lies with all stakeholders i.e., the Corporation, generatorsand the contractor, hence there is flexibility in the system at the same time an incentive tothe contractor to perform well.

Issues

Disposal of residue after the treatment of BM waste is not clear.

Transferability

The practice can be transferred where the BMW management is still not practiced.

Contact: Dr. Pattiwar, MOH, Navi Mumbai Municipal Corporation, Ph: 022-27573028.

SOURCE:COMPENDIUM OF BEST PRACTICES IN MUNICIPAL WASTE MANAGEMENT, 2004-05.ByCITY MANAGERS ASSOCIATION OF MAHARASHTRA.


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INDORE MUNICIPAL CORPORATION

EXCELLENCE IN ROAD DEVELOPMENT THROUGH CITIZENS PARTICIPATION.

Involvement of local residents in planning and execution of community based projects can lead tomore efficient utilization of resources, higher accountability and superior quality of output. Drivenby this strong conviction, and prompted by the inadequacy of financial resources, IndoreMunicipal Corporation approached the citizens of Indore to act as equal shareholders in therestoration of the citys roads. What followed was a unique partnership between the municipalbody and its citizens.

PROJECT BRIEF

AIM

Improvement of municipal roads through public participation.

APPROACH

Seeking public participation in funding the project.

Encouraging participation of the local community in prioritizing, planning, monitoring andresource mobilization.

PARTNERS

IMC: Facilitation, planning, monitoring and finance management.

Citizens: Financial contribution and participation in implementation.

OUTCOME

392 stretches or 9.2 kms of local roads already constructed constituting 60% of the citysinternal roads.

Sense of ownership and monitoring by local community leading to a better maintenanceof roads.

CITIZEN PARTICIPATION: THE IMC INITIATIVE

With a population of 16.4 lakhs, Indore is the largest city of Madhya Pradesh. The growingpopulation has increased the burden on the citys infrastructure, which is among the chiefconcerns of the Indore Municipal Corporation. To upgrade the citys civic infrastructure, mainlythe roads, IMC planned to make significant investments with the help of the residents. Prior to theinitiative, the surface conditions of the roads in the inner core city, as well as in the old and newresidential areas were in a bad shape. Scarcity of financial resources restricted IMCs ability toundertake large-scale road construction/ up-gradation projects. The initiative was conceivedagainst this backdrop.

IMC helped the residents to form resident associations, which work collectively with thecorporation in planning and implementing infrastructure development initiatives. Theseassociations have also mobilized financial contribution from residents for the project.The local community identified the specific stretches of road that needed repairs and referred the

matter through a representative to the ward corporator, as a form proposal. Engineers from thePublic Work Department (PWD) then visited those sites and estimated the cost of repairs.

To execute the project, the PWD floated tenders after thorough scrutiny by the tender committee,as per set norms. The committee sanctioned the rates applicable for the project from the receivedbids. The final sanction for disbursement of funds rested with the Mayor-In-Council. A work orderwas then issued assigning specific works to the local community and IMC. The cost of theproject and its allocation between the IMC and local community was discussed and finalizedmutually.


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SOME SALIENT FEATURES OF THE PROJECT

The IMCs contribution in FY2003-04 was around Rs. 5.7 crores. Citizens contributionwas Rs. 2.7 crores constituting over 32% of the project cost.

New proposals and road projects under construction cost around Rs. 20 crore in FY2004-05.

Contributions have been received from 200-300 households per Residents WelfareAssociation (RWA) on an average in developed areas, and from 100 households inslums.

The programme found a high level of acceptance amongst the people of slums ofKhijrabad Colony who contributed Rs 70,000 out of the total project cost of Rs. 2 lakhsapproximately.

Areas where RWAs are not present are also taken up by the IMC.

IMC has ensured that the quality of the roads is kept the same across all income groups.

The Mayor is directly approachable, which enables timely hearing and resolution ofcomplaints from the residents.

PROGRESS TILL DATE

The Resident Welfare Associations have played a major role in convincing residents to cooperatein the citys road development programme, which is a municipal subject. Seminars and interactivesessions held by various RWAs focused on creating public awareness about the advantages ofgood roads, and successfully brought about a drastic change in peoples perception. The localpress was also actively involved in creating public awareness on the modus operandi forapproaching the corporation and participating in project execution.

The residents response was overwhelming, as reflected in their contribution, constituting around35%of the total project cost. Besides donating funds, the residents also participated in othercampaigns involving cleaning of roads in front of their own plots. Subsequently, this mechanismwas used as a tool to encourage residents to contribute construction material for the case insteadof cash, with a motto of ensuring transparency.

OUTCOME

On an average, the local community has contributed nearly 35% of the total project cost. IMCsproportion of contribution was higher in case of the economically weaker sections of the society.The following table shows the increase in the funds mobilized over the years.

Year Total Cost IMCContribution

LocalCommunityContribution

% contributionby community

2000-01 11,275,425 7,470,212 3,805,213 33.7%

2001-02 18,187,455 12,130,988 6,056,467 33.3%

2002-03 76,461,071 45,241,825 31,219,246 40.8%

2003-04 84,599,891 57,736,885 26,863,006 31.8%

Total 190,523,842 122,579,910 67,943,932 35.7%

The project has been instrumental in improving the condition of the existing roads in Indore. Toaccelerate road infrastructure development in the city, private players have been given theresponsibility of developing newer areas.


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Around 60% of the citys roads have been repaired. The remaining parts are scheduled to berepaired in the next 2-3 years.

Encouraged by a positive response from the residents, IMC is also planning to extend thisconcept to auditorium construction, drainage, sanitation and rainwater harvesting.


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VISAKHAPATNAM MUNICIPAL CORPORATION

EXCELLENCE IN SOLID WASTE MANAGEMENT AND SANITATION THROUGH CITIZENSPARTICIPATION

Visakhapatnam Municipal Corporation has implemented a comprehensive solution to the twinproblems of solid waste management and sanitation. Through Resident Welfare Associations(RWAs) i.e. associations formed by citizens, VMC partnered with citizens in waste managementexercises. Two programmes, JANACHAITANYA and SHUBRAM, were initiated formanagement of solid waste, and cleaning of drains and roads respectively. In both theseprogrammes, citizens actively participated in project estimation, resource mobilization, execution,monitoring, and contribution in terms of cash and supervision. The two programmes have jointlyresulted in improving sanitary conditions in 900 localities covering about 75% of the population.

PROJECT BRIEF

AIM

Improvement of sanitation in the city through residents involvement in day-to-daymanagement.

APPROACH Encouraging residents to participate in sanitation programmes.

Janachaitanya (Participatory sanitation programme for door-to-door collection of solidwaste)

o Launched as a pilot programme in 2002.o Forged partnership with citizens through RWAso Adopted by 500 RWAs

Shubhram (community managed sanitation programme for drains and roads)o Initiative is based on the success of Janachaitanya.o Initiative includes road cleaning and de-silting of drains on cost sharing basis

with the RWA.o Scheme has been adopted by 400 RWAs.

PARTNERS

VMC: Planning, capital investment, facilitation, motivation.

Residents: Financial stake, day-to-day management of activities.

OUTCOME

Improved sanitation in 900 localities. (75-80% population)

Changed mindset of the community and increasing eco-awareness in society.

Creation of a successful platform for other initiatives.

Increased trust and communication with the VMC.

CITIZEN PARTICIPATION: THE VMC INITIATIVE

Insufficient manpower of workers in VMC from the year 1995 onwards had adversely impacted itsservice quality, hampering waste management and cleanliness. Considering its insufficientmanpower and the imminent health and environmental effects resulting from substandard wastemanagement, the VMC decided to involve residents in the citys cleanliness drive.

The cleanliness drive started with the launch of Janachaitanya, an awareness programmefocused on educating residents on environmental hygiene. The programme involved door-to-doorgarbage collection. The residents were involved in waste management measures by way of smallcash contribution and labor.


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The localities were encouraged to form welfare associations or Sanghams and they collectivelycontributed to a fund dedicated to the sanitation drive. The associations facilitated door-to-doorgarbage collection by employing rag pickers and providing them the remuneration from the fund.

The waste collected was then dumped at a central garbage location point, from where it waspicked by Municipal Corporation vehicles for transportation to the Kapuluppada Dumping Yard.

Based on the success of the Janachaitanya programme, VMC undertook discussions withRWAs. As a result, the Shubhram programme was conceived. Under this programme,Sanghams and the Municipal Corporation joined hands to clean and manage drains and roads ona cost-sharing basis.

The residents and the public health wing of the corporation conducted a joint survey of thetargeted locality to arrive at the number of workers to be engaged for the programme. Thecorporation and the Sanghams shared the financial burden of employees salary, and otherimplementation costs.

The local association manages the entire operation with the guidance and the support of thecorporation. However, the local association directly makes payments to the workers. At times, the

residents, while on their morning walks supervise the surrounding cleanliness levels. As a resultof the high level of resident participation, there has been an increase in awareness and civicconsciousness about good sanitation methods in the city.

DIVISION OF RESPONSIBILTY

There is a systematic division of responsibilities. VMC participates in the formation of RWAs andoffers technical advice. VMCs responsibility also includes transportation of waste from thecollection point to the main dumping yard. VMC contributes Rs. 1000 per worker towards wages,and Rs. 100 per worker for implements, per month. The local residents association raises theremaining amount. Further equipment such as wheelbarrows used for collecting garbage from by-lanes of the localities are provided by the corporation. Constant monitoring is done jointly by theRWAs and VMC to ensure proper execution. The initial expenditure incurred by the residents and

the corporation was in the ratio 1:2; recurring costs are to be borne by the residents.

OUTCOME

500 Sanghams in Visakhapatnam have adopted the Janachaitanya programme. In all thelocalities, rickshaws supplied by the corporation are well maintained; the initiative has made agood impression on the general public. The Shubhram programme had been adopted by 400societies in the city. Around 2000 workers are engaged in cleaning the premises and drains, anddepositing dust and garbage at a specified place. The garbage is then picked up the municipalauthorities to be dumped at the landfill site.

The two programmes have led to an improvement in sanitary conditions in almost 900 localities,covering about 75% of the population. Involving residents in the hygienic sanitation drive has not

only enabled a more prudent waste management programme, but has also resulted in efficientutilization of human resources.

These initiatives have successfully achieved their target of creating trust, and establishing acommunication channel between the partners. They also provide a strong foundation ofpartnership through which other joint initiatives can be carried out successfully.


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BANGALORE MAHANAGAR PALIKE

EXCELLENCE IN APPLICATION OF TECHNOLOGY TO IMPROVE DURABILITY OF CITYROADS USING PLASTIC WASTE.

Disposal of hazardous plastic waste is one of the major problems faced by cities across urbanIndia. Another perennial problem is the poor conditions of roads and their high maintenancecosts. Bangalore Mahanagar Palike (BMP) has devised a strategy to tackle both these problemssimultaneously. BMP partnered with K.K. Poly Flex Pvt. Ltd., a private manufacturing firm, whichproposed to mix plastic waste concrete to strengthen the durability of roads. The 750 meters roadstretch, on which this technology was tested, has exhibited better durability and resilience. Thenew compound and technology deployed for its application have been tested and validated byleading Indian Research Institutes.

PROJECT BRIEF

AIM

Improvement of road quality by using plastic additives in the bituminous mixes requiredfor the construction of road payments.

APPROACH Waste plastic bags are shredded to form powder, which is used in bitumen compound.

The corporation works with the technology providers to test and improve the quality ofcompound for better roads.

PARTNERS

Bangalore Mahanagar Palike (BMP): Implemented this technology on experimental basisand later scaled up the usage on other roads.

K. K. Plastic Waste Management Pvt. Ltd: Involved in conceptualization and delivery iftechnical know-how.

ONGOING PARTNERSHIP

BMP chooses the road stretches to be resurfaced/ to be constructed using this method. Theroutine tendering process for this activity is followed by the corporation abd a contarctor ischosen. K.K. Plastic Waste Management Pvt. Lts, BMPs partner in this initiative, collects theplastic waste and prepares the compound to be used as an additive. K.K. Plastic WasteManagement Pvt. Ltd. supplies this to the contractor chosen by the BMP and also providestechnical guidance during construction. The companys technical experts are employed at thesites for supervision of mixing and laying of the material.

The addition of this compound increases the cost of road construction somewhat; this is fullyborne by BMP. K.K. Plastic Waste Management Pvt. Ltd. supplies this product to BMP at a rate ofRs. 30 per Kg. BMP also provides K.K. Plastic Waste Management Pvt. Ltd. a 20,000 sq ft site forwaste segregation activities.

POTENTIAL FOR REDUCING THE PROBLEM OF PLASTIC DISPOSAL

About 400 tonnes of compound can be generated from 100-120 tonnes of waste plasticbags.

The total road length of the city is approximately 3158.5 km. If all the roads in the city areconstructed using this method, about 9022 tonnes of compound will be required.


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If, over a period of time (say 5 years), the entire city road network is resurfaced usingthis technology, about 25,000 tonnes of plastic waste can be recycled. Bangaloregenerates about 4380 tonnes of waste plastic every year. Thus, over a 5 year period, theentire plastic waste generation of Bangalore can be recycled.

OUTCOME

An 82-kilometer road has already been laid by using the plastic-bitumen compound. Quality of the road has remained intact even under adverse waterlogged conditions.

It is therefore anticipated that the BMP- K.K. Plastic Waste Management Pvt. Ltd.technology will be replicated on a large scale.

BMP has decided to use the poly blend compound for all its future road projects.

The effective utilization of the waste plastic bags for the preparation of modifiedbitumen has increased the value of this waste, which was until recently anundesirable material.

The idea is easily replicable irrespective of the size and the location of the town. Easymanagement/ supply of waste plastic to the company can be achieved by integrating this processwith scientific handling of solid waste.


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THANE MUNICIPAL CORPORATION

EXCELLENCE IN LAKE CONSERVATION THROUGH PARTNERSHIP WITH MULTIPLESTAKEHOLDERS

Over the last decade, the lakes of the Thane region, a major urban conglomeration in Mumbai,have been host to sewerage ingress, indiscriminate dumping of solid waste and effluents, andidol immersion. In order to control such contamination and restore the ecological balance of theselakes, the Thane Municipal Corporation (TMC) commissioned a unique project, LakeConservation and Management Program.

PROJECT BRIEF

AIM

Re-development of lakes by remediation, control of pollution and beautification.

APPROACH

The Government of India (GOI) through the Ministry Of Environment and Forest (MOEF),constituted the national lake conservation department for conservation of lakes in India.Thane Municipal Corporation, with partial funding from MOEF remedied and controlledpollution and beautified the surroundings.

Methods used: Bioremediation, and prohibition of idol immersion.

PARTNERS

Thane Municipal Corporation: Conceptualization, investment and implementation of theproject.

GOI through MOEF: Partial funding (varies for different lakes)

The state government through the Mumbai Metropolitan Region Development Authority(MMRDA): Financial assistance.

Local educational institutes: Analysis of the lake status, and ecosystem development.

NGOs, MLAs, MPs and citizens: Awareness generation, monitoring committee.

Private partner on BOT basis: maintenance of lakes. Use of lakes for recreationalpurposes. Operation and maintenance services are borne by private provider andrevenues are earned from recreational activities.

Technology provider: Suggestions about bio-product dosages.

PARTNERSHIP OBJECTIVE

TMC initiated the comprehensive lake beautification and remediation programme in 1996, on apilot basis. To make the programme more broad based, TMC partnered with all sections ofsociety, including elected representatives, technological service providers, local educationalinstitutes, NGOs and citizens on an individual basis. It leased out major lakes to private operatorsto make the programme self-sufficient, both in terms of technology up-gradation and recurringcosts of repair and maintenance.

PARTNERSHIP WITH GOVERNMENT (Financing the program) Central government through MOEF

State government through MMRDA


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PARTNERSHIP WITH PRIVATE ORGANISATION (Academic inputs; maintenance on BOTbasis)

Educational institutes.

Private companies

Technology providers

Suppliers.

PARTNERSHIP WITH NGOs AND THE COMMUNITY AT LARGE (Environment-friendly idolimmersion arrangement)

Citizens

CBOs/NGOs

The programme began with the cleaning up of the Kacharali Lake using the bio-remediationtechnology. After this successful experiment, TMC initiated cleaning of other lakes using thesame technology, with financial assistance from MOEF, and other agencies. The stategovernment was involved in this project through MMRDA; the local educational institutesparticipated by undertaking continuous monitoring activities to ensure sustainability. Privatecontractors received the assignments of operations and maintenance of these lakes on a lease

and BOT basis. In September 2004, direct partnership with the community and NGOs helped inbringing an end to the age-old practice of immersion of mud and clay idols in these lakes suringfestivals.

ROLE OF EACH PARTNER

Role of TMC: TMC has been consciously increasing its budget expenditure on environment related projects. In fact, TMCs budget for 2004-05 has been termed as a Green Budget as thefocus is on environment and related projects. TMCs current budget allocation towardsenvironment related projects is almost double as compared to the last financial year.

Role of local educational/technical institutions: Research on relevant areas by theseinstitutions was referred before commissioning the project. Currently, local educational/ technicalinstitutions are involved in the entire process and are also earning a consulting fee from TMC.

Apart from the financial gains, this project provides students with a hands-on experience and hasmade the project beneficial for the partners also.

Partnership with MOEF: The partnership with the BOT operators and the local educationalinstitutions has helped in speeding up the grants process and in making it more efficient. TheMOEF could see the improvements on ground in the Kachrali Lake. The business planspresented by the BOT operators have made the entire project financially sustainable. Also,independent views given by the local technical institutions helped in presenting the problems tothe ministry, says the Thane Commissioner.

Role of media and NGOs: Convincing the citizens about saving the lakes by avoiding garbagedumping, littering, washing of clothes and animals, and defecation was the key area of concernduring the entire project. Moreover, convincing the citizens to avoid idol immersion was a

mammoth task, as it involved religious sentiments of the people. Media and NGOs played animportant role in handling these issues.

Role of Elected Representatives: the elected representatives provided support to thecorporation by supporting the resolutions regarding budget and financial assistance from MOEFand MMRDA.

Role of BOT contractors: The financial allocation for the lake conservation project was Rs. 13lakhs per ha. Out of this, only Rs. 6.5 lakhs per ha have been utilized. The remaining funds havebeen used for servicing more lakes and also to carry out beautification projects for the existing


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lakes. As the BOT contractors have taken up the entire capital investment and O&M, theysharealarge part of the risk with the corporation. The contractors plan the activities around the lakes withapproval from TMC. The agreement is signed for 25 years; the contractors reach a break-evenlevel within two to three years, and expect to earn profits after 5 years.

According to TMC, the main reason for involving the private contractors was not just cost saving,but better maintenance of these public places.

KEY FEATURES OF THE LAKE CONSERVATION PROGRAMME

The project started in 1998 with the cleaning up of the Kachrali Lake. Other lakes have beenincluded in the project during the last two years.

The success of TMCs lake conservation programme is reflected in the following ways:

Restoration of lakes: The main objective of the lake conservation programme was tomaintain the ecological and economic significance of lakes in the city of Thane. Thisprogramme restored the lakes as vibrant freshwater ecosystems, capable of performingvarious functions like acting as a hub of economic activity and thereby providing anindirect source of livelihood to many people.

Environmental awareness in the society:The success of the lake conservation

programme through partnership has helped in creating significant environmentalawareness among the elected representatives, and the public at large. This wasmanifested in the overwhelming response to the alternative idol immersion arrangementsprovided by TMC in 2004.

Dissemination of the latest technological trends in local educational institutes :The concept of involving colleges and its students in the lake conservation programmeled to the usage of various technologies, thereby converting the theory-basededucational system to a practical one. The lake conservation programme has led toTMCs partnership with the Raheja School of Architecture and Planni

Documents

Documentation of Best Practices - Moud