DPR for Door-to-Door & Public Areas Waste Collection Jamnagar …umcasia.org/search_pdf/services/Publication/DPR for D2D and Public... · NGT National Green Tribunal NULM National

DPR for Door-to-Door & Public Areas Waste Collection

Jamnagar Municipal Corporation

February 2018

All photographs are UMC’s property unless otherwise mentioned. The information from this document may be used and quoted with due acknowledgement to the organization. Project Team: Anurag Anthony, Jay Shah, Krunal Parmar, Manvita Baradi, Meghna Malhotra, Nilesh Prajapati, Pratosh Karbhari, Rujul Joshi, Shipra Patel and Vinay Patel This report was prepared under the contract for Capacity Building for Swachh Bharat Mission (Urban) – providing consulting services “Preparation of Detailed Project Report (DPR) for Solid Waste Management” to Jamnagar Municipal Corporation (JMC) by Urban Management Centre (UMC). Jamnagar Municipal Corporation is the local government partner for preparation of DPR of solid waste management. JMC is supporting the project team for all tasks under this project.

The Urban Management Centre (UMC) is a not-for-profit organization, that works towards professionalizing urban management in India and worldwide. UMC provides technical assistance and support to city governments and facilitates change through peer-to-peer learning processes. It enhances the capacity of city governments by providing expertise and ready access to innovations on good governance implemented in India and abroad. UMC extensively works in the areas of urban water and sanitation, heritage management, planning, urban health, municipal finance, urban management, urban transportation and institutional restructuring. UMC is a legacy organization of International City/County Management Association (ICMA) and hence is also known as ICMA-South Asia. For more information, visit our website: www.umcasia.org.

http://www.umcasia.org/

DPR for Door-to-Door and Public Areas Waste Collection Jamnagar Municipal Corporation

Preparation of Detailed Project Report on Solid Waste Management for Jamnagar

February 2018

Prepared by

Urban Management Centre

For more details, contact:

Manvita Baradi A 202, GCP Business Centre

Opposite Memnagar Fire Station, Navrangpura Ahmedabad – 380009; Gujarat

T: +91 79 26400306; E: [email protected]

mailto:[email protected]

DPR for Door-to-Door and Public Areas Waste Collection, Jamnagar Municipal Corporation

I

Disclaimer The report refers to information collected during Urban Management Centre’s (UMC) team visit and secondary information provided by the staff of Solid Waste Management (SWM) Department, Jamnagar Municipal Corporation (JMC). During the course of the visits and report preparation we were provided with both written and verbal information. Nothing has come to our attention to cause us to believe that the data or maps provided by various sources are not true or not correct. We believe this information to be authentic and therefore have not conducted an independent audit of the same. No investigations of the title of the tangible and intangible assets have been made and matters of a legal nature relating to the title of the assets have not been considered. Nothing contained herein, to the contrary and in no event shall UMC or any of its staff or any of its contractors be liable for any loss of profit or revenues and any direct, incidental, consequential damages incurred by any user of this document. In case this document is to be made available or disclosed to any third party, this disclaimer must be issued to the concerned party.


II

Acknowledgements We thank the staff of Jamnagar Municipal Corporation (JMC), especially Mr. R.B. Barad, IAS, Municipal Commissioner; Mr. Harshad Patel, IAS, Former Municipal Commissioner; Mr. Mukesh Kumbharana, Assistant Commissioner; Mr. Naresh Patel, City Engineer; H. V. Bera, Deputy Engineer, SWM Department; Mr. P C Bokhani, Former Deputy Engineer, SWM Department; Mr. Manoj Rathod, Junior Engineer and Mr. Malay, Work Assistant for providing data and logistics support. We would like to thank Darbar Waste Corporation (DWC) officials, Dev Bio-Medical Services, Powerline Sales and Services, site sanitary inspectors and Murlidhar Weigh Bridge for the assistance and support provided to Urban Management Centre’s team during the visit and data collection in Jamnagar.


III

Acronyms and Abbreviations BOT Build Operate Transfer

C&D Waste Construction and Demolition waste

CAP-EX Capital Expenditure

C&D Construction and Demolition

CPHEEO Central Public Health and Environmental Engineering Organisation

DPR Detailed Project Report

DWC Darbar Waste Corporation

14th FC 14th Finance Commission

JMC Jamnagar Municipal Corporation

MIS Management information system

MLA Member of Legislative Assembly

MoUD Ministry of Urban Development

MP Member of Parliament

MSW Municipal Solid Waste

NGT National Green Tribunal

NULM National Urban Livelihood Mission

O & M Operation and Maintenance

OPEX Operational Expenditure

PPP Public Private Partnership

RDF Refuse Derived Fuel

SBM Swachh Bharat Mission

SHG Self Help Group

SJMMSVY Swarnim Jayanti Mukhya Mantri Shehari Vikas Yojana

SLB Service Level Benchmark

SLS Sanitary Landfill Site

SOP Standard Operating Procedure

SPCBs State Pollution Control Board

SWM Solid Waste Management

ULB Urban Local Body

UMC Urban Management Centre


IV

Table of contents

Executive summary ................................................................................................................................................... 1

1. Introduction ..................................................................................................................................................... 5

1.1. Introduction to the litter-free Jamnagar master plan ................................................................................... 5

1.2. Solid Waste Management, a country overview ............................................................................................ 7

1.3. Introduction to Jamnagar Municipal Corporation ........................................................................................ 8

2. Existing situation assessment ........................................................................................................................... 9

2.1. Waste generation and characteristics ......................................................................................................... 10

2.2. Waste segregation ....................................................................................................................................... 11

2.3. Waste collection ........................................................................................................................................... 13

2.4. Transportation .............................................................................................................................................. 29

2.5. Processing and disposal ............................................................................................................................... 30

2.6. Monitoring system ....................................................................................................................................... 32

3. Strategy and recommendations ...................................................................................................................... 34

3.1. Objectives of the Litter Free Jamnagar master plan ................................................................................... 34

3.2. Recommendations ........................................................................................................................................ 40

3.2.1. Waste segregation ............................................................................................................................... 40

3.2.2. Waste collection .................................................................................................................................. 41

3.2.3. Transportation ..................................................................................................................................... 50

3.2.4. Processing and disposal ....................................................................................................................... 52

3.2.5. Monitoring ........................................................................................................................................... 57

3.2.6. IEC ......................................................................................................................................................... 59

3.2.7. Public health bye-laws ......................................................................................................................... 61

3.2.8. Capacity building.................................................................................................................................. 62

4. Financial Proposal ........................................................................................................................................... 65

4.1. Financial assessment of JMC ........................................................................................................................ 65

4.2. Financial Proposal and Investment strategy ............................................................................................... 69

4.3. Operations and sustainability of SWM services .......................................................................................... 73

Annexures .................................................................................................................................................................. 75

References .................................................................................................................................................................. 81


V

List of tables Table 1 National Rules and Acts for SWM ....................................................................................................... 7

Table 2 Urban Profile of JMC ........................................................................................................................... 8

Table 3 SLB of JMC ........................................................................................................................................... 9

Table 4 Categorical Waste Generation in JMC ............................................................................................... 10

Table 5 Fleet of Powerline and DWC ............................................................................................................. 14

Table 6 Duties of Powerine and DWC ............................................................................................................ 14

Table 7 Categorical waste collection ............................................................................................................. 15

Table 8 Details on Street Sweeping Activity .................................................................................................. 22

Table 9 Existing transportation infrastructure with JMC ............................................................................... 29

Table 10 Infrastructure Required to implement source segregation ............................................................ 41

Table 11 Population and waste projection .................................................................................................... 41

Table 12 Infrastructure Requirement for Primary Waste Collection ............................................................. 46

Table 13 Methodology for secondary bins placement .................................................................................. 49

Table 14 Infrastructure Requirement for Secondary Waste Collection ........................................................ 50

Table 15 Proposed waste collection zones and location of transfer point .................................................... 51

Table 16 Waste accepted by Abellon ............................................................................................................. 52

Table 17 Summary of data linked with MIS for Primary collection ............................................................... 58

Table 18 Data linked with MIS for secondary waste collection ..................................................................... 59

Table 19 Areas of implementation for IEC ..................................................................................................... 61

Table 20 Training of SWM officials ................................................................................................................ 62

Table 21 Training of SSI and street sweepers ................................................................................................ 63

Table 22 Training required for waste collectors ............................................................................................ 63

Table 23 Capital Investment required for Primary Waste Collection ............................................................ 70

Table 24 Total capital investment required for secondary waste collection and transportation ................. 70

Table 25 Total capital investment required for waste processing and disposal ........................................... 71

Table 26 Total capital investment required for miscellaneous works related to SWM ................................ 72


VI

List of figures Figure 1 Stakeholder consultation and site visit by UMC officials ................................................................... 6

Figure 2 Institutional Framework of SWM Department - JMC ........................................................................ 8

Figure 3 Overview of Collection System .......................................................................................................... 9

Figure 4 Estimated Waste Characterization of JMC....................................................................................... 10

Figure 5 Current waste segregation practice in JMC ..................................................................................... 11

Figure 6 Waste Collection Streams in JMC .................................................................................................... 13

Figure 7 Vehicles with Powerline ................................................................................................................... 15

Figure 8 vehicles with DWC ........................................................................................................................... 15

Figure 9 Day wise collection monitoring of H&K waste ................................................................................. 19

Figure 10 Condition of Subhash Market ........................................................................................................ 21

Figure 11 Street sweepers of Jamnagar ......................................................................................................... 23

Figure 12 Vacuum Machine for Street Sweeping .......................................................................................... 24

Figure 13 Condition of Silver Bins and 4.5 cubic meter bin ........................................................................... 25

Figure 14 Condition of Open points ............................................................................................................... 27

Figure 15 Cleaning of open points without wearing safety gears ................................................................. 27

Figure 16 Informal transfer station of Powerline .......................................................................................... 29

Figure 17 Muralidhar Weighbridge ................................................................................................................ 30

Figure 18 Condition of Gulabnagar Dumpsite ............................................................................................... 31

Figure 19 Theba Chowkdi ............................................................................................................................... 32

Figure 20 Solid waste Management Hierarchy .............................................................................................. 35

Figure 21 Site condition of Maxim ................................................................................................................. 53

Figure 22 Criteria for sanitary landfill site selection ...................................................................................... 56

Figure 23 Financial Status of JMC .................................................................................................................. 65

Figure 24 Last five year Income receipt of JMC ............................................................................................. 65

Figure 25 Financial status of SWM Department ............................................................................................ 66

Figure 26 SWM Department’s Capital Income (left) and Revenue Income (right) ........................................ 66

Figure 27 Breakup of SJMMSVY Grant (left) and MP/ MLA grant (right) ...................................................... 67

Figure 28 Expenditure of SWM Department -2015-16 .................................................................................. 67

Figure 29 Collection Efficiency of SWM Tax ................................................................................................... 68

Figure 30 Cost Recovery of SWM Service ...................................................................................................... 68

Figure 31 Total Investment ............................................................................................................................ 69

Figure 32 Breakup of total capital investment for master plan- INR 114.56 crore ....................................... 69


VII

List of maps Map 1 Service area of waste collection agencies .......................................................................................... 14

Map 2 Area not covered under D2D collection ............................................................................................. 17

Map 3 Localization of Street Sweeping Beats ................................................................................................ 23

Map 4 Location of Open points and Silver Bins ............................................................................................. 24

Map 5 Coverage of beats within 300 m buffer of a silver bin ....................................................................... 25

Map 6 Ward 1- Buffer of 300 m around silver bins and located open points within the same .................... 26

Map 7 Map of Proposed waste collection zones ........................................................................................... 51

Annexure Annexure 1 Letter from MoUD for colored bin provision ............................................................................. 75

Annexure 2 Training matrix and capacity building on SWM.......................................................................... 76

Annexure 3 Model curriculum for recyclable waste collector and segregator ............................................. 77

Annexure 4 Jamnagar Development Plan for 2031 ....................................................................................... 79

Annexure 5 Location map of waste processing and disposal site ................................................................. 80


1

Executive summary The Jamnagar Municipal Corporation has prepared the following projects and its funding requirements under the Swachh Bharat Mission (SBM). The projects and the investments have been phased as

1. Short Term for Swachh Bharat Mission (upto FY 2019-20) 2. Long Term post SBM (from FY 2020-21 to 2027-28)

The Central, State and City share as per the SBM guidelines is 35%, 35% and 30% respectively.

Short Term for SBM (till FY 2019-20)

Long Term (FY 2020-21 to 2027-28)

TOTAL (FY 2019-20 to 2027-28)

Quantity Amount (INR) Quantity Amount (INR) Quantity Amount (INR)

A. Primary collection (Door-to-Door)

Dustbins for distribution to properties

3,65,618 4,02,17,980 - - 3,65,618 4,02,17,980

Mini Tipper (1 MT) 138 7,11,52,500 221 17,14,32,736 359 24,25,85,236

3-Wheeler Tipper (0.5 MT)

13 39,00,000 13 57,30,379 26 96,30,379

Big compactors (12 MT) 7 2,77,44,000 13 6,79,30,600 20 9,56,74,600

Dead Animals Lifting Van (Big)

1 20,00,000 1 29,38,656 2 49,38,656

Dead Animals Lifting Van (Small) Tata 407

1 15,00,000 1 22,03,992 2 37,03,992

Open body truck with crane arm for C&D (10 MT)

1 30,00,000 1 44,07,984 2 74,07,984

Open body tractor-trolley with crane arm for C&D (5 MT)

3 22,50,000 3 33,05,988 6 55,55,988

A. SUB-TOTAL (Primary Collection)

15,17,64,480 25,79,50,336 40,97,14,816

B. Secondary waste collection

6-bin Handcarts 1,103 82,70,000 1,103 1,21,51,343 2,205 2,04,21,343

Set of 6-bins 1,103 10,71,792 7,719 1,08,54,111 8,821 1,19,25,903

Protective gear for drain cleaners

1,084 37,18,322 2,016 96,89,086 3,100 1,34,07,407

Protective gear for street sweepers

2,528 1,01,48,403 10,112 6,05,32,115 12,640 7,06,80,518


Small compactors (5 MT) 5 99,00,000 4 96,97,565 9 1,95,97,565

Street Sweeping Machines (Big)

2 1,08,00,000 2 1,58,68,743 4 2,66,68,743

Street Sweeping Machines (Small)

1 16,50,000 1 24,24,391 2 40,74,391

Litter bins 2,446 30,52,358 9,783 1,82,06,382 12,229 2,12,58,741

New bins to be procured (660 litres)

953 4,24,09,600 - 25,03,70,565 953 29,27,80,165

B. SUB-TOTAL (Secondary Collection)

12,50,20,475 42,97,60,025 55,47,80,501


2


Long Term (FY 2020-21 to 2027-28)

TOTAL (FY 2019-20 to 2027-28)


C. Waste Processing and Disposal

Tractor mounted loader for dumpsite

2 30,00,000 2 44,07,984 4 74,07,984

Front End Loader with Back Hoe - 30x Type for dumpsite

1 35,00,000 1 51,42,648 2 86,42,648

Sanitary Landfill Site 1 11,08,57,436 - - 1 11,08,57,436

Dumpsite remediation 1 4,19,39,459 - - 1 4,19,39,459

C. SUB-TOTAL (Waste Processing and Disposal)

15,92,96,895 95,50,672 16,88,47,527

D. Miscellaneous

Mobile Court Van for Sanitation

1 30,00,000 1 44,07,984 2 74,07,984

Power bucket cleaning machine set for clearing waste from drains

2 20,00,000 2 29,38,656 4 49,38,656

D. SUB-TOTAL (Miscellaneous)

50,00,000 73,46,640 1,23,46,640

GRAND TOTAL (A+B+C) 44,10,81,850 70,46,07,635 1,14,56,89,484

Source of funding % share Amount (INR)

Central + State Share 70% 30,87,57,295

JMC Share 30% 13,23,24,555

TOTAL 44,10,81,850

Status of SWM Rules 2016 compliance of Jamnagar. All requisites have been complied with.

S. No. SWM Rules 2016 Provisions Compliance Status/ Suggestion

1 POLICIES

1.1 Prepare a solid waste management plan “Zero Waste (Litter Free) Master Plan, Jamnagar” has been prepared in December 2017 as a part of the SWM DPR preparation.

1.2

Frame bye-laws and prescribe criteria for levying of spot fine for persons who litters or fails to comply with the provisions of these rules

JMC has prepared Draft Public Health Bye-laws as per the SWM Rules 2016 and will be submitted to the State Government for approvals

1.3 Organisations of waste pickers or informal waste collectors and formation of Self Help Groups

274 waste pickers have been issued ID cards and registered to collect waste

2 COLLECTION

2.1 Arrange for door to door collection of segregated solid Waste

Door-to-Door waste collection contract given to 2 contractors to cover the entire city

2.2 Direct street sweepers not to burn tree leaves

JMC issued an order to all sanitary workers under Nirmal Gujarat in 2007 to end burning of solid waste. Since then, no waste is burned including tree leaves.

2.3 Collect separately waste from sweeping of streets

Separate collection system comprising street sweepers and 400 secondary collection bins are


3


emptied by compactors and 700 open spots cleaned by tractors from the city

2.4 Collect horticulture, parks and garden waste separately and process in the parks and gardens

JMC has installed 1 Organic Waste Composter in JMC office and plans to implement it in 5 parks and gardens in the city

2.5 Setup material recovery facilities or sorting facility

The proposed W2E plant is designed for mechanical waste sorting and material recovery

2.6

Establish waste deposition centres for domestic hazardous waste, safe storage and transportation of the domestic hazardous waste

JMC proposes domestic hazardous waste collection kiosks at all ward offices

3 TRANSPOPRTATION

3.1 Set up covered secondary storage facility

400 Secondary bins are placed in the city. In addition, the proposed Waste to Energy W2E plant will have a waste holding facility (12 m deep bunker for secondary storage)

3.2 Transport segregated bio-degradable waste to the processing facilities like compost plant, bio-methanation plant or any such facility

Segregation has been proposed in the SWM Master Plan and JMC has engaged an agency to build-operate a 20 MT bio-methanation plant at Lalpur Byepass. It is expected that the operations would commence in April 2018. JMC has proposed distribution of 2 bins to all properties and placed two 660 litre secondary collection bins. The waste from these bins would be transported to the processing plants in a segregated manner.

3.3 Transport non-bio-degradable waste to the respective processing facility or material recovery facilities or secondary storage facility

All waste will be transported in a segregated manner to the proposed W2E plant.

3.4 Transport construction and demolition waste C&D waste is transported in a segregated manner to the existing dump site.

4 TREATMENT

4.1

Solid waste processing facilities * bio-methanation, microbial composting, vermicomposting, anaerobic digestion or any other appropriate processing for bio-stabilisation of biodegradable wastes * waste to energy processes including refused derived fuel

JMC is contracting Abellon Clean Energy to setup a W2E plant for processing of all waste generated in the city. In addition to the W2E, a 20 MT bio-methanation plant would be operational from April 2018 in Jamnagar.

4.2 Ensure that the operator of a facility provides personal protection equipment

The operator would comply with applicable safety regulations and has been included in the concessionaire agreement

4.3 Promote setting up of decentralised compost plant or bio methanation plant at suitable locations

JMC has installed 1 Organic Waste Composter in JMC office and plans to implement it in 5 parks and gardens in the city

5 DISPOSAL

5.1 Construction, operation and maintenance of sanitary landfill and associated infrastructure

A sanitary landfill (SLF) site has been identified and its construction has been proposed in the SWM Master Plan

5.2 Grant of authorisation for setting up waste processing, treatment or disposal facility

JMC is contracting Abellon Clean Energy to setup a W2E plant for processing of all waste generated in the city. In addition to the W2E, a


4


20 MT bio-methanation plant would be operational from April 2018 in Jamnagar.

5.3 Stop land filling or dumping of mixed waste Dumping of mixed waste in the existing dump site would be stopped once W2E plant is operationalised

5.4

Allow only the non-usable, non-recyclable, nonbiodegradable, non-combustible and non-reactive inert waste and pre-processing rejects and residues from waste processing facilities to go to sanitary landfill

Only the non-usable, non-recyclable, nonbiodegradable, non-combustible and non-reactive inert waste and pre-processing rejects and residues from waste processing facilities will be allowed for disposal in the sanitary landfill

5.5 Investigate and analyse all old open dumpsites and existing operational dumpsites for their potential of biomining and bio-remediation

Existing dumpsite at Gulabnagar has been identified and its remediation has been proposed as per the SWM Master Plan

5.6 In absence of the potential of bio-mining and bioremediation of dumpsite, it shall be scientifically capped

6 IEC

6.1 Involve communities in waste management and promotion of home composting

A communication strategy and IEC plan is being prepared by JMC to cover all aspects listed in the SWM Rules 2016

6.2 Incentives may be provided to recycling initiatives by informal waste recycling sector

6.3 Waste generators not to litter waste, send to segregated waste to authorised the waste pickers or waste collectors authorised

6.4 Educate workers including contract workers and supervisors for door to door collection

6.5 Training on solid waste management to waste-pickers and waste collectors

6.6 Create public awareness through information, education and communication campaign

7 FINANCIAL SUITABILITY

7.1

Make adequate provision of funds for capital investments as well as operation and maintenance of solid waste management services

The proposed SWM Master Plan has outlined the provisions for capital and O&M expenses through various sources

7.2 User fee from waste generators

JMC has approved the following user charges in the FY 2018-19 budget

1. Residential – INR 10 to 20 monthly 2. Commercial – INR 10 to 30 monthly 3. Industrial – INR 20 to 50 monthly

The report assesses the existing situation of solid waste management in Jamnagar details followed by the proposed investments listed in the table above in the following sections.


5

1. Introduction

1.1. Introduction to the litter-free Jamnagar master plan The concept of litter free city As defined by the SWM Rules 2016, littering means ‘throw[ing] or dispos[ing] of any waste (…) burn[ing] or bury[ing] waste on streets, open public spaces, drains, water bodies’1. Litter refers to any type of waste whether wet, dry, inert or else which has been discarded intentionally or not in public spaces. It can be household waste intentionally thrown in a street, construction waste left on a vacant plot, waste spilling from a bin on the pavement, pieces of vehicles after an accident, carcass of stray animal etc. A litter-free city is a city where the solid waste management system and the cleaning processes are efficient enough to prevent littering or remove litter on the same day of its generation. Achieving a litter free city implies to address all elements of the solid waste management value chain. Hence a litter-free city has not only clean public spaces but also proper modes of collection and transportation, means of processing the waste and dedicated sites to properly dispose of the waste. Objectives and Scope of work Solid waste management (SWM) is a growing concern for Indian cities and their urban local bodies (ULBs). In order to face the surge of waste, careful planning and adequate waste management systems are required. Cities are encouraged to prepare guidelines & documents to guide the implementation of efficient solid waste management systems. Guided by the Swachh Bharat Mission (SBM) and the Mahatma Gandhi Swachhta Mission (MGSM) in Gujarat, the Jamnagar Municipal Corporation (JMC) has undertaken to improve its solid waste management system in a holistic manner. The JMC thus floated a tender for its detailed project report (DPR) on solid waste management. The project will allow to draw a complete assessment of the solid waste management of the city and to propose a ten-year plan of action to build a “litter-free” Jamnagar. This report is the fifth and the sixth deliverable titled “DPR for Door-to-Door and Public Areas Waste Collection, Jamnagar”. Methodology In order to prepare this DPR, UMC conducted secondary research, field visit, data collection and analysis. The field visits were organised, allowing the team to collect data to analyse the SWM system of the city. This analysis helped assessing gaps to draw the needs of the city for the coming ten years. UMC team had an introductory meeting with JMC officials in Ahmedabad. Following this, the team visited Jamnagar to understand the existing SWM practices followed by JMC. Some of the site visits included open dumping spots, transfer points, and secondary waste collection points. A preliminary mapping of various stakeholders for SWM service delivery in the city was also conducted. The team met the two agencies operating the collection and transportation of waste Powerline Sales and Services (Powerline) and Darbar Waste Corporation (DWC). In parallel, data analysis supported by desktop research were used to establish a gap assessment and proposal of solid waste management in the city. It includes readings, data analysis, team reflection and scenario establishment.

1 MSWM Rules, 2016


6

This document focuses on the strategy and action plans to build a litter-free Jamnagar, enclosing detailed project report of door to door and public area waste collection in JMC.

Figure 1 Stakeholder consultation and site visit by UMC officials


7

1.2. Solid Waste Management, a country overview Legal and Regulatory Framework for SWM in India According to the Indian Constitution (74th Amendment), solid waste management is part of the responsibilities of the ULB. Other acts, rules and regulations have been framed to ensure qualitative municipal solid waste management services in the cities. The applicable acts and rules for this DPR have been listed in the table below.

Table 1 National Rules and Acts for SWM

Sr No National Acts and Rules for SWM

1 Environmental Protection (EP) Act 1986

2 The national Green Tribunal Act, 2010

3 Plastic Waste Management Rules 2016

4 E-Waste Management Rules 2016

5 Bio-Medical Waste Management Rules 2016

6 Construction and Demolition Waste Management Rules 2016

7 Hazardous and other Wastes (Management and Transboundary Movement) Rules 2016

8 Solid Waste Management (SWM) Rules 2016

To exercise of the powers conferred by sections 3, 6 and 25 of the EP Act, 1986 (29 of 1986) and in supersession of the Municipal Solid Waste (Management and Handling) Rules, 2000, the parliament has formed the rules (3 to 8) mentioned above, in 2016. These rules shall apply to every urban local body with respective purview of application. SWM rules 2016 direct all the ULBs to segregate the municipal waste at source and to adopt sanitary dumping practices for the inert and hazardous waste. In the order given by Principal Bench, NGT, Delhi, for the Original Application Number 199 of 2014 (Almitra Patel Vs. Union of India & Ors.) dated 02/12/2014, all State Pollution Control Boards (SPCBs) were directed to issue directions to all municipal authorities for implementation of MSW Rules, 2000 in the state/UTs. In March 25, 2016, SWM Rules 2016 has been introduced. To our understanding the above stated order should be valid for SWM Rules 2016.


8

1.3. Introduction to Jamnagar Municipal Corporation City jurisdiction and Population Jamnagar city is the head of the district of the same name. It is governed by the JMC. Jamnagar Area Development Authority (JADA) is responsible for the development of the city’s periphery outside the municipal corporation limit. In May 2016, new boundaries were determined for Jamnagar and the institutional organisation of the municipal corporation was reshaped in order to match them. The area of the city expanded from 55 to 128 sqkm and wards were modified and enlarged decreasing their number from 19 to 16 wards. According to the latest assessed property details and average household size of 5, the current population of Jamnagar was estimated around 7,50,915. The population of Jamnagar has increased from 4,79,920 in 2011 (census 2011) to 7,50,915 in 2017 (JMC). The increase has been fuelled by natural growth as well as widening of the jurisdiction’s boundaries in 2016. Likewise, the slum population has also witnessed a large growth. The following table shows the demographic details of the city.

Table 2 Urban Profile of JMC

Item 2011 2017

Number of wards 19 16

Area 55.25 sq. km. 128 sq. km.

Population 6,00,943 (with growth) 7,50,915 (estimation)

Number of households 125,538 (with outgrowth) 1,50,183 (property data-JMC)

Slum Households 14,077 -

Slum population 71 497 (census) 1,56,000 (property data-JMC)

Governance and Institutional Framework of Solid Waste Management The city is administratively divided into two zones and 16 wards. The wards are further divided into two sub-wards each for the management of solid waste. Each of these levels are represented by different city officials. Each zone is governed by a zonal office while there are seven sanitary inspectors for the 16 wards. There is one sub-sanitary inspector assigned for each of the sub-wards, that is 32, plus 3 sub-sanitary inspectors working in JMC’s central office. The Solid Waste Management Department is organised as follow:

Figure 2 Institutional Framework of SWM Department - JMC

Source: Jamnagar Municipal Corportion,2017


9

2. Existing situation assessment Overview of present Solid Waste Management System The Ministry of Urban Development (MoUD) introduced the service level benchmarks (SLB) for setting a set of standard performance parameters for the water and sanitation sector. It defines a common minimum framework for monitoring and reporting. In the table below a comparison between the national benchmark and the level of service delivery in JMC is detailed. It shows that JMC is found wanting mostly in the field of waste recovery, scientific disposal, cost recovery and collection charges.

Table 3 SLB of JMC

No. Details National Benchmark Status of JMC (2015-16)

1 Household level coverage of SWM Services 100% 83.5%

2 Efficiency of collection of Municipal Solid Waste (MSW) 100% 98.76%

3 Extent of segregation of MSW 100% 11%

4 Extent of MSW recovered 80% 0%

5 Extent of scientific disposal of MSW 100% 0%

6 Extent of cost recovery in SWM Services 100% 3.3%

7 Efficiency in collection of SWM charges 90% 47.6%

8 Efficiency in redressal of Customer complaints 80% 67.8% Source: SLB-PAS, 2015-16

The city generates solid waste in a range of 260-300 MTD, which is collected by two private agencies in their respective collection zones. The current solid waste management value chain is presented below. It shows the duties of JMC regarding the waste generators. JMC outsources the collection and transportation to two private contractors: Powerline Sales and Services and Darbar Waste Corporation. The contracts with each company are different as DWC collects and operates its own vehicle while Powerline operates JMC’s vehicles. Waste pickers are also important stakeholders who collect and recycle waste informally.

Figure 3 Overview of Collection System

Source: Jamnagar Municipal Corporation, Primary Survey – UMC


10

2.1. Waste generation and characteristics Waste Generation An estimation of the MSW generated by various categories of use is detailed below. This estimation is based on data provided by JMC, analysis of the waste collection, field information and UMC’s expertise in cities of Gujarat. 60% of all waste generated in the city is through door-to door collection, followed by 30% from street sweeping and collection of secondary bins. The total waste generated is estimated to range between 275 TPD and 310 TPD. The waste generation also varies during the days of the week, during the seasons and during festival days.

Table 4 Categorical Waste Generation in JMC

Category Waste Generated (TPD) Percentage

Residential and commercial door-to-door 157 60%

Street sweeping and special markets 78 30%

Hotel and restaurants’ kitchen 11 4%

Dead animal 1 0.5%

C&D waste 14 5.5%

Total 261 100% Source: based on data provided by JMC, national data and assumptions

Waste Characterization Waste characterization is necessary to understand the type of waste generated and to plan for its appropriate treatment. It determines the type and number of vehicles required, the mode of collection and the type and size of processing infrastructure. The waste characterization of a city varies according to many factors such as the level of development, the socio-economic level of the population, the climate, the eating habits, the type of fuel used in household etc. In India, a lower-middle country in terms of development, the share of wet waste is much higher than in developed countries2. Debris and inert often accounts for an important part of the waste, considering that cities are often fast-developing, thus constructing new building. Furthermore, the fact that many roads are not tarred lead to a higher amount of sand and dust collected during sweeping. The waste characterization of Jamnagar has been estimated according to data on waste characterization in India3 and waste characterization of other cities of Gujarat (Ahmedabad)4 data provided by JMC, as well as by observations conducted in Jamnagar. The estimated waste characterization shows a higher share of wet waste (47%).a share of recyclable waste of 23% and a high share of this waste is inert waste (26%), due to the fast expansion of the city generating much C&D waste and the important amount of sand in the waste.

Figure 4 Estimated Waste Characterization of JMC

2 UN Habitat, Collection of Municipal Solid Waste in developing countries 3 All India Institute of Local-Self Government, Municipal SWM Reference Manual for ULB 4 UMC, Ahmedabad Municipal Solid Waste Management, “Towards Zero Waste”


11

2.2. Waste segregation In Jamnagar, the practice of waste segregation is almost non-existent. The only type of segregation conducted by the municipality is the separate collection of dead animals and of C&D waste. Two special vans are dedicated to the collection of the dead animals. Powerline and DWC both collect C&D waste in separate tractors with trolleys. Some segregation is done at informal level by the waste pickers. It has been observed that contracted staff responsible of primary or secondary collection also resort to manual segregation of waste. Bags are kept hanging from the collection vehicles and the staff fill them as they add the waste in the truck. The waste would then be sold in the scrap markets. The total number of waste pickers is difficult to account for, although roughly about 100 waste pickers have, so far, been identified by JMC and provided with Identification card. However as per JMC, the total number of waste pickers in the city is considerably higher. As per discussion with the buyers of recyclable waste in one of the scrapyard, around 40 waste pickers bring waste every day in one particular shop of one scrapyard. Five main areas where segregated waste is sold were identified. The waste pickers usually bring the segregated waste to these shops which then resell it to bigger industries.

Figure 5 Current waste segregation practice in JMC


12

Issues related to waste segregation Infrastructure

Only one type of bin is provided in public space where mixed waste is thrown.

There is no collection centre for domestic hazardous waste and e-waste.

No processing plant for wet waste of the city

C&D waste is often dumped in open plots and requires SSI’s interventions for its disposal.

Recommendations Infrastructure

JMC should provide bins of different colours in public spaces for waste segregation like in bus stands, railway stands, gardens etc.

Infrastructure for e-waste, domestic hazardous waste and bio-degradable waste must be started by JMC in terms of collection centres, collection vans etc.

By amending and planning regulations, JMC can mandate properties larger than a certain size to compost organic waste within premises, which can include larger residential societies, institutions, hotels, party plots or even local neighbourhood.

JMC can also implement 4-5 decentralized compost plants or composters in each vegetable markets to allow local processing of wet waste.

JMC has complaint registration application, which can be used by the complainant to register the issue of C&D waste.

Process

No separate collection of dry and wet waste has been enforced for primary collection. Without a separate collection, households and commercial establishments have no reason to segregate their waste.

No separate collection of dry and wet waste has been enforced for secondary collection.

No separate stream or process has been enforced for e-waste and domestic hazardous waste segregation.

No arrangements or facilitations for existing recycler’s chain.

Process

Dry and wet waste should be segregated in Jamnagar by residential, commercial and institutions with the two-bin system.

As per the data provided by JMC, there are 161,591 residential properties in Jamnagar, each should be provided with 2 types of bins

JMC should place separate bins in cleaning beats to ensure segregated collection by street sweepers

With implementation of advance levels of segregation in subsequent phases, JMC can further segregate dry waste into paper, plastic, metal, glass etc. in waste sorting centres.

Capacity

During door to door collection manual segregation without proper safety gears by municipal waste collection staff is in practise.

Training of workers including contracted workers has not been given for segregation, collection and safe transportation of municipal solid waste.

The rag pickers manually segregate the waste without safety gears.

Capacity

During collection of the waste, staff should be trained by the concerned agency to ensure properly segregated waste collection with wearing proper safety gears.

Door to door collection workers should be trained about the importance of segregated waste and during collection why they should insist households to give segregated waste.

Waste pickers should be trained, progressively formalised and involved in the waste management system of JMC.

Awareness

No campaign promoting segregation at source is being undertaken.

No campaign raising awareness of safe handling of domestic hazardous and e-waste is undertaken.

Awareness

Segregation at source should be encouraged by mass awareness campaign in JMC. JMC can arrange public rallies, make radio announcements, put hoardings, and give newspaper articles on importance of segregated waste and even JMC can convey


13

hazardous waste handling effects on environment through schools and institutions.

Segregation can also be implemented ward-wise through pilot projects and then scaled up progressively to the entire city.

2.3. Waste collection Most of the solid waste generated in Jamnagar is collected whether through primary or secondary collection. The primary waste collection chain includes door to door waste collection in residential and non-residential properties, waste collection form restaurants, hotels and kitchen, special markets and construction and demolition waste. The secondary waste collection chain includes street sweeping waste and waste collection from nuisance points and secondary waste collection bins. A break up of MSW collected in a day in Jamnagar is provided below.

Figure 6 Waste Collection Streams in JMC

Source: Primary Survey - UMC

The collection is made ward-wise, by the agencies contracted by JMC. As discussed earlier JMC has mandated two different private agencies for its waste collection: Powerline Sales and Services Limited (Powerline) and Darbar Waste Corporation (DWC). Both contracts are based on tonnage, as each vehicle weigh the collected waste at the Murlidhar weighbridge, before bringing the waste to the dumpsite of Gulabnagar. Following map shows the service area of both the agencies in JMC.

Was

te c

oll

ecti

on

Primary collection

Residential Properties –Slum / Non slum area

Comercial establishments

Bulk waste form Hotels, markets, etc

C&D waste

Dead animal waste

Secondary collection

Street sweeping waste

Nuisance Points and secondary waste

collection bins


14

Map 1 Service area of waste collection agencies


The current fleet of the two agencies is described in the table below.

Table 5 Fleet of Powerline and DWC5

Primary collection Secondary collection

Mini-tippers Big compactors Mini compactors Tractors Dumper placer

In use Not in use

In use Not in use

In use Not in use

In use Not in use

In use

Powerline 27 3 3 5 3 4 3 1 0

DWC 36 39 0 0 0 0 18 29 1 Source: SWM Department JMC and DWC

Both the agencies have assigned waste collection duties in each ward in their respective waste collection zones. Powerline has a more duties than the DWC. Following table shows the duties of each agency.

Table 6 Duties of Powerine and DWC

Length of contract

Own vehicles

No of wards

Wards of operation

Collection from

D2D Open points

Secondary bins

Markets

Powerline 1 year No 7 3, 5, 6, 7, 8, 11, 14

Yes Yes Yes Partial

DWC 1 year Yes 9 1, 2, 4, 9, 10, 12, 13, 15, 16

Yes Yes No Yes*

5 The life cycle (5 years) of all vehicles is expired and there is a need to replace them.


15

Powerline Powerline operates since February 2016, and its contract was renewed in February 2017. The agency uses JMC’s vehicles for primary collection in 7 wards of the city. It is responsible for vehicle maintenance and operates with its own human resources. It collects waste from the open points of the same wards, but it collects waste from all the secondary bins of the city regardless of wards. Powerline uses mini-tippers for door-to-door collection, mini-compactors to empty secondary bins and tractors with trolleys for open points. The waste collected in mini-tippers is brought to an informal transfer point close to Saat Rasta and transferred into big compactors. The compactors then bring the waste to the weighbridge before going to the dump yard.

Figure 7 Vehicles with Powerline

Darbar Waste Corporation DWC operates under contract with JMC since May 2016, and its contract was renewed in 2017. DWC operates in 9 wards of the city with its own vehicles. It collects from households and open points in its own wards, but it does not collect from the secondary bins in its wards. It also collects the waste from two containers of the biggest market of Jamnagar, Subhash market, with its own dumper placer. DWC uses mini-tippers for door-to-door collection, tractors with trolleys for the collection of open points and C&D waste. The waste is brought to the weighbridge and then to the landfill.

Figure 8 vehicles with DWC

Waste Collection in JMC The collection rate was estimated by using the total waste weighted at the weighbridge during different months of the year and averaged out in order to capture a broad picture of the waste collection.

Table 7 Categorical waste collection

Category Waste Collected (TPD) Percentage

Primary collection 62 MT 24%

Secondary collection 181 MT 69%

C&D waste 17 MT 7%

Total 261 MT 100% Source: Jamnagar Municipal Corporation, Primary Survey - UMC

From the above table it can be seen that 69% of the waste is collected from municipal bins and open points, which includes street sweeping. 24% of the waste is collected from households, commercial establishments and H&K. By comparing the table of waste generation (Table 4) and waste collection (Table 7), a discrepancy can be noticed in generation and collection. Around 60% of the waste is generated by


16

households, commerce and bulk generators, yet only 24% of the waste is collected through primary collection. This discrepancy reflects that significant amount of waste is thrown by households, shops and bulk generators in open points and containers. A. Primary Waste Collection Door to door collection in residential, slum and commercial areas Primary collection accounts for the collection at source, the waste being directly handed over to the collection vehicle from the households, institutions, shops and bulk generators without being first thrown in a bin in public space or in the open. In JMC, around 60% is generated from households, institution and shops. According to the service level indicators provided by JMC (Table 3), 83% of this waste is collected. However, not all the waste is collected through the primary collection stream. Around 60% of this generated waste is thrown in open points or secondary bins and is then collected through secondary collection. The design of collection vehicle is not appropriate as it forces the waste collectors to throw the waste above their shoulders. The system thus requires an important physical effort and slows down the loading. Vehicles also do not have separate compartments for wet and dry waste, preventing segregated collection. Jamnagar does not have a system incentivizing waste reduction or IEC to support the involvement of citizens in the waste management. Door-to-door collection in residential areas As presented above, the door-to-door collection is operated by two different agencies according to the wards. Door-to-door collection includes households as well as commercial areas and H&K. The collection takes place during the first half of the day in the case of Powerline and during all day in the case of DWC. JMC is in the process of setting up GPS tracking system to follow the routes of all the collection vehicles. Almost all vehicles are now equipped with GPS system. According to this tracking system, the route assessment and optimisation will be possible. In central areas, collection vehicles cover a large part of the streets, whereas in slum areas and periphery, only major roads are covered. It has been observed that streets of central areas are voluntary left aside by the drivers when they know that some households would not give their waste to them. The vehicles usually cover the main roads, or the roads in which they are sure they will collect waste. In the case of Powerline the mini-tippers drive by the main streets ringing a bell to inform the inhabitants and shopkeepers of the collection taking place. The citizens bring their waste but the tippers stop to wait only in certain spots. In most parts of the streets, the vehicles are always moving, though at very slow pace. When the staff knows that people will come to bring waste they pause to wait for them. Waste collectors do not wear safety gears while collecting and handling the waste. It has been observed that many citizens do not know how waste collection works. As they do not know that they are paying for waste collection through tax, they think that they would have to directly pay extra amount to the contractor at the time of the waste collection. Thus, they do not give their waste to the collectors. The primary waste collection therefore fails to collect a high share of the waste generated. Although GPS tracking system has recently been installed, there is no monitoring system to control the waste collection and ensure an efficient coverage.


17

Door-to-door collection in slum areas and peripheral areas Certain areas of Jamnagar are not covered by waste collection or the collection is irregular and unreliable. In those areas, a higher share of household waste ends up in secondary bins and open points, considering the lack of door-to-door collection. In addition, it was observed that also in many areas, the waste collection is not regular. The frequency of waste collection is varied from alternate day to once in a week. This situation also contributes in littering and generating nuisance points. In the outskirts of the city, especially in newly incorporated areas, collection varies considerably. Settlements in the periphery mentioned that the mini-tippers were collecting the waste once a week while in other areas it was mentioned that the waste was collected every day. For most part of the newly added areas, the collection has started in September 2016.

Map 2 Area not covered under D2D collection

The map above shows the areas with no waste collection. These areas are determined by locations where there is habitation but no road for the collection. Other areas such as slums and newly developed areas have irregular waste collection. Door-to-door collection in commercial establishments Collection of waste from commercial establishments takes place with the collection of household waste. At the time of the first morning collection, many shops are not opened. In the case of Powerline, the same vehicles are passing the same streets as they collect first household waste and later, after 10 am or so, comes back to collect the waste from commercial establishments. This system is inefficient and lead to both waste of time and resources. It should be improved when designing routes and scheduling the collection.


18

Issues in Door-to-door collection in residential, slum and commercial areas Infrastructure

The design of primary collection fleet is not user friendly: the opening of vehicles is too high, requiring efforts to empty the bins.

The fleet is not designed to collect and transport the waste in a segregated manner.

No separate bin for dry and wet waste is provided by JMC to household and shops.

Recommendations for Door-to-door collection in residential, slum and commercial areas Infrastructure

There is a need of buying well designed fleet for door to door collection, opening should be at proper height for the worker and should be able to close for regular intervals.

Corporation should adopt dedicated vehicles for the collection of wet and dry waste separately.

JMC should give provision of two separate bins of different colours to shops and households

Process

The collection coverage is insufficient in ward no. 16, 7, 1, 11 and 4, which leads to much waste being thrown in secondary bins and open points.

Timings of collection in commercial areas are inappropriate, as the vehicles come before the shops are open. The vehicles then have to go twice in the same areas to collect commercial waste. Even certain areas are not covered every day.

There is no robust monitoring system for the primary and secondary collection. The current system only relies on complaints to SSI’s, and not on daily data of the actual collection.

User chargers are the same whatever the amount of waste generated. A household reducing its waste generation has to pay the same price as a household generating a lot of waste. A small hotel pays the same price as a big one.

Process

There is a need to increase of door-to-door collection in periphery such as ward no. 16,7,1,11 and 4, it can help to reduce the dumping of waste in secondary bins and open points in Jamnagar.

Efficient scheduling of collection needs to be implemented for waste collection vans. Evening collection should be for commercial areas, as it allows shops to give the waste of the day to the vehicles and no waste would be required to be stored overnight.

JMC should re-plan waste collection routes for primary and secondary based on TPM (Time, Place and Material) studies.

JMC should strengthen the waste collection by targeting especially peripheral wards and slums of Jamnagar.

A pay-as-you-throw system should be implemented. At time of collecting waste from households, it can be weighed and noted regularly. It is indeed difficult, but JMC can start this habit on pilot scale in some wards.

It would both allow for proportionate user charging according to the size of the households or shops. It will also trigger waste reduction.

Capacity

Municipal waste collectors do not wear safety kits and protective gears while collecting and manually handling the waste.

Capacity

City administration should enforce the CPHEEO manual and SWM Rules 2016 to ensure that waste collectors wear gears and safety equipment

SWM department of JMC should undertake trainings to municipal waste collectors and waste pickers.

Awareness

Citizens sometimes refuse to give waste, thinking that they will have to directly pay the waste collector.

Awareness

To improve collection, JMC should increase awareness through regular dialogue with shop owners and household members to inform them about the timings, modes and costs of collection.


19

Collection of Hotel and Kitchen Waste There are around 223 hotels and restaurants and Jamnagar generating wet waste. By understanding their sizes and customer catering numbers their waste generation can be estimated to be between 10 and 15 TPD. There is no separate collection for H&K waste. Although Powerline has a special vehicle dedicated to collection of H&K, the vehicle does not operate every day and when it does, it also collects waste from shops and households hence, quality of wet waste collected from H&Ks gets mixed with mixed waste. The H&K waste is not collected through a separate stream and there is no monitoring ensuring that every bulk generator’s waste is collected every day. Both Powerline and DWC are responsible for H&K waste collection in their respective wards of operation. The succession of screenshots shows the route of Powerline’s vehicle dedicated to H&K collection, between the 06 and the 11th of February 2017, during the entire day. The screenshots show that the vehicle did not collect any waste but stayed parked all day on the 6th (Monday) and 11th (Sunday). Although the routes of the others days share similar directions, the GPS shows that the amount of streets covered varied considerably from one day to the other. On the 9th, the vehicle covered two main axis of the city and nothing else. This shows that a precise route covering all bulk generators need to be established and followed every day.

Figure 9 Day wise collection monitoring of H&K waste

Source: Infinium Software

Issues related to H&K waste collection Process

No special collection of H&K waste operating on a daily and regular basis.

There is no route specifically designed to collect waste from the bulk generators of JMC. Collection is variable from one day to the other and timings are not reliable.

Recommendations Process

Regulatory mechanisms should be introduced by JMC to ensure that all hotels, restaurants, food joints, hawkers and vendors of fruit should be covered by H&K collection service.

A comprehensive management information system (MIS) including maps with location of units to be covered by collection vehicles should be prepared by JMC.

Capacity Capacity


20

Collection of H&K is not made in a safe manner and waste collectors often handle the waste manually without wearing safety gears.

Use of appropriate gears and equipment should me made mandatory by the corporation and fines should be enforced in case of no compliance of wearing safety gears by waste collectors.

Collection of Construction and Demolition Waste Jamnagar is a fast expanding city with significant construction activities. As a result, the city generates around 17MT of C&D waste per day, constituting around 5.5% of the waste generated by Jamnagar. According to JMC, the collection of C&D waste is made through a call-based system. C&D waste generators directly contact respective ward’s Sub-Sanitary Inspector (SSI) and SSI contacts Powerline and DWC when they need waste to be picked up. In the supervision of SSI, Powerline or DWC collects the C&D waste. The generators call SSI and SSI informs the contractor concerned of the need to collect the waste at the specific area.

Issues for C&D waste Infrastructure

The vehicles used for C&D waste collection are not mounted with cranes, thus loading is carried out manually by the waste collectors.

Mobile based application is not precise to register a complaint or to inform SSI’s about C&D waste collection.

Recommendations for C&D waste Infrastructure

JMC should buy cranes mounted vehicles dedicated for C&D waste collection.

C&D Waste collection can be done with common contact number and application of JMC can be upgraded enough to register a complaint about C&D waste on immediate basis.

Process

There is no proper mechanism for clearance of C&D Waste.

Process

Suitable reporting mechanism should be devised by JMC whereby street sweepers can report C&D waste dumped in an unauthorised manner.

Capacity

Waste collection staff is not trained to collect C&D waste in safe manner.

Capacity

JMC should give specific trainings should be provided to the staff responsible of C&D waste collection.

SOP should be prepared by the corporation for carrying out collection of C&D waste. JMC can refer the SOP provided in SBM Portal, “Swachh Office Standard Operating Procedures”. It gives few but important steps to be taken during handling of C & D waste.

Awareness

In the absence of information and mechanism of surveillance, many C&D waste generators often dump waste in vacant plots or open spaces.

Awareness

Strict fines should be enforced by the corporation on dumping C&D waste in vacant or open spaces.

Collection of Market Waste In JMC, there are five authorized vegetable markets and one meat market. The waste generated vary from one market to another. Subhash market is the only market for which a special waste collection is organised with allotted 3 cubic meter containers. In all the other official markets (at Gulabnagar, Pradashan Maidan, Khodiyar colony, and Bedi gate), there is no dedicated container to collect the waste. Sellers thus keep the waste and throw it in other bins, usually on their way back from the market. Waste is dumped in secondary bins or in open points.


21

Vendors sometimes have to wait for days before the waste from the markets is collected. In Khodiyar Colony, the sellers claim that all the waste is entirely eaten by cows. However, the plastic waste from the market remains in this very place. The collection of the waste from Subhash market is done by DWC. There is no spot designed for the collection. The container is placed at the heart of the market creating a nuisance spot among the stalls. There is one official meat market in Jamnagar. This market has no special bin or collection for the meat waste, the waste is thrown in other bins and even on the banks of the open body close by in unsafe manner.

Figure 10 Condition of Subhash Market


Issues related to vegetable, fish and meat markets Infrastructure

Some markets have no special bins; the waste is dumped in other secondary bins or open points.

There is no special spot designed for the 3m3 bins of Subhash market.


Adequate bins should be provided by JMC to each specific markets as soon as possible.

Spots for placing the containers and collecting them must be designed properly by JMC it facilitates the collection with minimum disturbance of the markets’ activity.

Process

Only Subhash market has a special collection for its waste. No special collection is organised in the other markets.

Meat markets do not have special collection. The waste is dumped on the bank of the river.

Process

Systematic collection of waste from declared market should be organised by JMC. The collection should take place on every day at the end of the market day.

Special collection with adapted vehicles and bins should be organised for meat markets by JMC.

Capacity

The collection staff is not equipped with appropriate protective gears for handling the waste.

Capacity

The use of protective gear/equipment must be made mandatory for staff by Jamnagar Municipal Corporation and penalties should be imposed in case of no compliance.

Awareness

When there is an open point and a container, people tend to add to the open point rather to dump in the bin itself.

Awareness

Awareness programmes should be organized by city administration and it should target markets for reduction, segregation and proper disposal of the waste.

People coming to markets should be made aware of their inappropriate actions of throwing waste into the open. Corporation can put hoardings in


22

the market regarding dumping the waste in the right bin.

Collection of Dead Animal Waste Lifting of dead animal in Jamnagar is carried out by JMC. It is undertaken against reports received from the citizens or the sub-sanitary inspectors. JMC has provided its citizens with mobile based application through which they can inform JMC about any solid waste management related issues. JMC’s city application allows the citizens to register a complaint to take away dead animal carcases as well. In order to provide this service, two vehicles are dedicated to the lifting of dead animals, operating every day. The animals are disposed at the separate site near Theba chokdi.

Issues related to lifting of dead animals Infrastructure

JMC’s Dead animal van does not allow safe handling of the dead body and JMC’s staff often end up touching the carcass for loading the animal

Recommendation Infrastructure

JMC should use such dead animal van which can provide safe loading of the carcass.

Capacity

Street sweepers often transport the body of dead cats or dogs manually with no proper safety instead of responsible staff.

Capacity

Handling of dead body must be carried out by the responsible staff only and that staff should be well equipped with all required protective gears.

B. Secondary Waste Collection The total road length of Jamnagar city is 2004.30 km from which only 58.36 km length of roads have divider. In the city, street sweeping is done by Jamnagar Municipal Corporation itself. The total number of permanent safai kamdars is 1201 and an additional 600 workers are on contractual basis who are given work upon requirement. The safai kamdars operate in team of 2, each team being provided with one six bin cart, tagara and pavda. As for the broom, the safai kamdars are directly given money and must buy the brooms on their own. During the field visit, it has been observed that the street sweepers do not use safety gears and handle the waste manually. Street sweepers do not have specific insurances, but a free health check-up is provided to them annually. A total of 1675 beats cover 974 km of the roads. Not all roads are covered with beats and the road length is expected to increase in the coming years, thus the number of beats will increase.

Table 8 Details on Street Sweeping Activity

Total road length 2004.30 km

Length of beats 974 km

Number of street sweepers 1201

Frequency of street sweeping Twice per day Source: Jamnagar Municipal Corporation

Each beat measures between 400-500m and represent the surface one street sweeper can clean during one shift. In JMC there is one shift in the morning (7am to 11am) and one in the afternoon (3pm to 6pm).


23

Map 3 Localization of Street Sweeping Beats

Figure 11 Street sweepers of Jamnagar

One street sweeping machine is also operating in Jamnagar, especially for the cleaning of certain roads. The machine operates in area covered with tared road, no open drainage and with a divider. The machine operates at night only, starting around 10 pm.


24

Figure 12 Vacuum Machine for Street Sweeping

The waste collected by the street sweepers is placed in bins or in open points according to the availability. Certain beats cover an area including one to two bins, which facilitates the work of the sweepers. However, in certain beats, no bin is available which creates or reinforces open points. The quality of the street sweeping is not monitored and no systematic attendance system has been implemented. According to JMC data, there are 48 containers of 3 cubic meter 14 containers of 4.5 cubic meter and 315 of 1100 litre capacity. These secondary collection spots often become nuisance spots with garbage strewn around the bin attracting stray animals. A total of 718 nuisance spots were identified in Jamnagar. The city has a negligible number of small bins in commercial or institutional areas to collect the waste, except newly developed projects area like Lakhota talao development and Khambhaliya gate renovation. JMC needs to place small bins especially in commercial areas, transports nodes and close to institution buildings.

1100L bins 3 cum bins 4.5 cum bins Open spots

Number 315 48 14 718

Map 4 Location of Open points and Silver Bins

Secondary collection is very irregular throughout the city. While certain bins are emptied daily, others are left aside. According to residents and shopkeepers, certain bins are emptied only after they call JMC and the vehicles sometimes come only after few days. Collection is thus insufficient and not monitored.


25

The emptying of 1100L bins is undertaken by the Powerline in all areas of the city, they use mini-compactor for this purpose. However, Powerline only has three mini-compactors available for around 315 of 1100L bins which is inadequate. On an average, Powerline is able to empty 51(16%) no of silver bins in a day. Also, the compactors are following the same route each day and emptying the same bins each day, which causes the overflowing and nuisance points in the particular areas.

Figure 13 Condition of Silver Bins and 4.5 cubic meter bin

The city has 718 number of open points. Main cause of these much number of open points are irregular D2D services, street sweeping and drain cleaning waste. As shown in below map, there are inadequate number of silver bins placed to cater the street sweeping beats within a buffer of 300 m.

Map 5 Coverage of beats within 300 m buffer of a silver bin


26

In addition to these, 85% spots are located within 300m of buffer of a secondary collection bin placed. For instance, as shown in map 5, there are many open spots which do not have a container been nearby. Yet the map also shows that some open spots exist although there are container bins nearby. This shows that the bins are both lacking in number and not emptied often enough to avoid overfilling.

Map 6 Ward 1- Buffer of 300 m around silver bins and located open points within the same


27

However, this data does not include newly added areas in which many open points are located. In the newly added areas the low density and the lack of collection leads to the creation of open points. In certain areas there are no open points but waste is found lying everywhere around the streets and not gathered in open points. In some newly built areas, it has been observed that streets have no space available to put 1100L bins. Thus, open spots are created or containers on the border of these area are drowning in waste. The design of the bins is not appropriate as stray cow can eat from them easily.

Figure 14 Condition of Open points

The open points are cleaned by using tractors with trolleys in both Powerline and DWC’s case. During the cleaning of open points, manual handling of waste has been observed since the staff does not use protection gears. The design of the vehicles is also not appropriate.

Figure 15 Cleaning of open points without wearing safety gears


28

Issues related to street sweeping Infrastructure

The fleet is not sufficient to collect all the waste from street sweeping and secondary bins.

The design of bins is not appropriate as cows can eat from most of the bins. They attract strays. It is not convenient for street sweepers to empty the handcarts in the bins. It often results in manual handling of waste without wearing safety gears.

There is a general lack of bins in JMC. Bins are often missing, stolen or not replaced when they are broken. In periphery and slum areas, there is a lack of containers to collect the waste from street sweeping. There is also a lack of small bins for pedestrians especially in commercial areas and transport nodes.


JMC must purchase vehicles to match the requirements for emptying present number of bins.

Bins with appropriate design must be purchased by JMC. All new bins bought will need to be galvanised and provided with adequate lids.

Additional bins are need to be purchased. 1100L bins are required especially in the periphery of the city and in slum areas. Litter bins are required for pedestrians in public spaces and markets.

Processes

There is a general lack of collection of waste and street sweeping, importantly in slums and periphery areas.

Timing of morning street sweeping coincides morning traffic peak hours. Efficiency of sweepers is hampered during these times. It creates hazardous conditions for sweepers and causes hindrance to traffic movement.

There is no spatial database in JMC to plan and monitor routes and road lengths covered by each sweeper. In the absence of such database, efficient management is not possible. The quality of the street sweeping is also not monitored in a systematic manner.

Containers are not washed or maintained.

Process

JMC should start cleaning peripheral wards and slums by increasing number of beats in the city.

The number of beats must be calculated carefully to cover all the roads of the city and an adequate number of safai kamdars should be employed to cover all such beats.

For commercial areas, night or evening sweeping can be proposed as it would avoid peak traffic hour.

Monitoring of the street sweeping by SSIs can be helpful to ensure safe and efficient cleaning of all beats of the city.

An attendance system must be implemented for the street sweepers by JMC.

Scheduled washing and maintenance of the bins must be organised by JMC time to time.

Capacity

Street sweepers do not wear safety gears.

Street sweepers do not receive specific trainings on the methods for street sweeping.

Capacity

All sweepers should be equipped with required protective gears.

Street sweepers should be well trained on sweeping methods and should be aware on waste segregation.


29

2.4. Transportation As shown in the previous section, JMC has contracted primary and secondary collection of MSW to two private agencies. Vehicles are allotted to specific purposes, mini-tippers are used for primary collection, tractors for C&D waste and open points, mini-compactors for secondary collection of containers. In the case of Powerline, once the waste is collected from door-to-door using mini-tippers, it is then transferred to big compactors of around 10MT capacity. The transfer takes place at an informal transfer point. The compactors then transport the waste to the dump site at Gulabnagar. In the case of DWC, the mini-tippers go directly to the dump site. All the other vehicles, tractors with trolleys, mini and big compactors go directly to the dumping site. JMC is in the process of installing GPS in all its vehicles. The routes can be tracked through a software. So far not all the GPS have been installed or systematically activated in the vehicles. There is no specific system to monitor the routes through the GPS.

Table 9 Existing transportation infrastructure with JMC

Details of JMC Transportation Vehicles Number

Mini-tippers 30

Mini-compactors 7

Big compactors 5

Tractor with trolleys 4

Dumper placer 1

Dead Animal Collection Van 2

Manure lifter 2

Backhoe loader 2

Road Sweeping Machine 1

Six bin handcarts 600 (approx.) Source: Jamnagar Municipal Corporation

Transfer Point Waste collected by Powerline from primary collection is transferred into big compactors. An informal transfer point is located at Saat Rasta Circle. The transfer of waste is not optimal. Indeed, the location of the transfer point is in a particularly busy area. Mini-tippers and big-compactors converge to this spot causing congestion. The transfer point also does not offer the safe conditions to transfer the waste. The space is dedicated to transfer of waste but no infrastructure is available. Waste often spills from the vehicles and no bins are available at this point. At this location, Powerline transfers waste from the mini-tipper to the mini compactors which then goes to the weighbridge. On the other hand, DWC’s mini-tippers go directly to the weighbridge.

Figure 16 Informal transfer station of Powerline


30

Issues related to transportation

Powerline’s informal transfer site is not offering appropriate conditions for the transfer. No infrastructure is available. The location is in a particularly busy area of the city.

JMC’s contract with private weighbridge operator costs JMC about 23 Lakhs rupees in a year.

Recommendations

A proper transfer station infrastructure must be built in appropriate location by the concerned.

Building and operating JMC’s own weighbridge would reduce the cost of monitoring on collected waste by private contractors.

Weighing of Waste at Murlidhar Weighbridge The waste collected by both Powerline and DWC is weighted at Murlidhar Weigh Bridge, situated in Hapa Industrial Area (Map 1 Service area of waste collection agenciesMap 1). JMC has a tonnage based contract with the two stakeholders: they are paid according to the waste they weigh at the weighbridge. Murlidhar Weigh Bridge acts as a monitoring agency. JMC officials are posted at the Murlidhar Weigh Bridge entrance and open dumping site to keep quantitative accounts of collected garbage by the two contractors. According to the supportive documents provided by JMC, it was calculated that JMC is paying Murlidhar weighbridge around Rs.23 lakhs per year to weigh each vehicles before and after they go to the landfill.

Figure 17 Muralidhar Weighbridge

2.5. Processing and disposal Processing of Waste Currently, there is no waste processing implemented in Jamnagar. The only waste recovery takes place through the informal stream of waste pickers collecting dry waste and selling it. Waste to Energy - Abellon A contract has recently been signed between JMC and the company Abellon Clean Energy Limited (Abellon). Abellon proposes to take the entire waste generation of Jamnagar, segregated or not, and turn the dry waste into energy. Abellon is going to use RDF based technology to generate energy from the waste. The plant will be operated in Navagam area, close to Gandhinagar Railway Station.


31

Issues related to processing Infrastructure

No processing plant for wet and dry waste is available in the city

Recommendation Infrastructure

To process the wet waste, decentralized composters or composting centres should be implemented in Jamnagar. Private players or corporation itself can start such centres.

Disposal of Waste at Open Dumpsite – Gulabnagar In Jamnagar there is currently no safe disposal of the waste. All the waste collected is dumped in the dump site of Gulab Nagar, and partially burnt. The site covers an area of about 2.79 Ha. The site does have any boundary wall or fencing. It is an open dump with no impervious barrier, geo-membrane or cover at the top. There is also no storm water collection or evacuation system. Although the site is connected to state highway, there is no proper approach road to the site and a gas cylinder warehouse is located on the same site which is hazardous. It is estimated that about 0.72 to 1 lakh tons of waste is lying in the site since it has started to be used.

Figure 18 Condition of Gulabnagar Dumpsite

Disposal of Dead Animal Waste – Theba Chowkdi Dead animals are dumped at the site near Theba Chokdi. There is no safe facility for the treatment, which creates hazards for the inhabitants and the environment. The site releases foul smells. Urgent measures need to be taken to ensure a safe disposal.


32

Figure 19 Theba Chowkdi

Issues related to disposal Infrastructure

There is no infrastructure for safe waste disposal of municipal solid waste

The location of the dumping site is not appropriate (close to a gas warehouse)

There is no proper disposal site for dead animals


JMC should construct a sanitary landfill at the earliest in an appropriate location.

Present dumping site should be capped as early as possible and JMC should switch on to new sanitary site.

JMC should construct a plant to process dead animal waste in a safe manner.

2.6. Monitoring system GPS Monitoring System Since January 2017, a monitoring system regarding the collection vehicles has been implemented in JMC. In partnership with the company Infinium, a software was designed to track collection vehicles through GPS. GPS has thus been installed in most of the collection vehicles. The vehicle movement can be tracked with the software: the position of each GPS is sent every ten seconds, which allows to follow the movements of each vehicle. For each wards of Jamnagar, points of interest have been identified: secondary bins, open spots, institutions, society, temples etc. For each vehicle, a certain number of points of interest have been attributed. The software allows to verify that each vehicle has collected from all points of interest. At present, almost all the vehicles are equipped with GPS device. But, an important issue is that GPS are not switched on every day, which prevents proper monitoring. Currently there are no precise route attributed to each vehicle, even if the same vehicles usually collect in the same wards, their route vary from one day to another. This absence of process prevents from proper GPS monitoring. The software is also not used systematically to monitor the collection. There is no specific process or staff dedicated to the following of the routes to ensure that all points of interest have been visited by a collection vehicle. Moreover, the contracts with Powerline and DWC does not include any penalty in case of failure of collection.

Issues related to monitoring Infrastructure

Software does not allow for generation of daily report to monitor the collection


JMC should require Infinium to develop the software in order to allow for efficient monitoring


33

Process

No dedicated process of daily monitoring

No possible penalties in case of collection failure from the contractors

Process

JMC should organise a process of daily monitoring, making sure that all points of interest have been visited by the vehicles

Contracts with DWC and Powerline should be modified, introducing penalties in case of failure of collection.

Grievance Redressal System The grievance redressal system in JMC is organised through an efficient process. Citizens can fill in a complaint through mobile application, on the website of the corporation or at the corporation itself. The different complaints that citizens can file under the Solid Waste section are:

Not proper sweeper

Animal carcass

Cleaning of street/road

Collection of garbage

Cleanliness of drainage

Collection of drainage garbage

Provide container

Empty container

No door-to-door garbage collection

Remove excess cement on main road

Others Each complaint must specify the name and number of the complainant, the ward of complaint, the subject and the details concerning the issue. According to JMC, around 483 complaints are registered every day and according to the SWM benchmark, 68% of complaints and redressed.


34

3. Strategy and recommendations

3.1. Objectives of the Litter Free Jamnagar master plan In order to build a litter-free Jamnagar, a series of objectives has been drawn. They should serve as the beacon of the entire strategy of the city, as great principle that should always been kept in mind in each step of improvement of the SWM system. Five objectives have been selected and together they converge in the direction of a litter free city. These objectives stem from government’s rules and guidelines, such as the SWM Rules 2016 or the CPHEEO Manual on Solid Waste Management. They also are the fruit of research and reflection in the field of SWM all over the world. Becoming a litter free city implies that the streets are devoid of litter and that no waste is disposed off improperly. To achieve this status, improvement is required across the entire SWM value chain to provide a public service which is inclusive, sustainable and cost-efficient. The four objectives below summarize these imperatives to propose an efficient solid waste management strategy for Jamnagar. The four objectives of the litter-free Jamnagar strategy are:

1. Segregate, Recover and Reuse along the SWM chain 2. 100% of collection of waste from all waste generators 3. All public areas are free of litter and nuisance spots 4. Litter-free status is sustainable

Objective – 1: Segregate, Recover and Reuse along the SWM chain

What is the waste management hierarchy? A litter-free city is not only a city where no waste is visible at any moment of the value chain, it is also a system in which the hierarchy between the different methods of handling the waste is respected. Indeed, the integrated solid waste management proposes a hierarchy between different means of handling waste, favouring methods and processes which spare resources and reduce the quantity of waste which is disposed off. Thus it “ranks waste management operations according to their environmental, economic, and energy impacts”6. The best approach is the waste reduction at source which includes the avoiding to generate or reuse waste. It is followed by processes which allow for material recovery such as recycling and composting. Waste which cannot be recycled or composted should be used for energy recovery. Finally, the least preferred option is to dispose of waste in sanitary landfill. The figure below shows the hierarchy of all handling possibility.

6 (Municipal Solid Waste Management Manual, 2016)


35

Figure 20 Solid waste Management Hierarchy

Source: CPHEEO Manual on MSWM

The benefits of integrated solid waste management approach are numerous: it reduces the investment and the energy used in the collection, transport and processing of waste. Indeed, to be collected, transported and disposed of, waste requires a high consumption of energy and resources (fuel, water) and emission of greenhouse gases. Landfills emit methane. Preventing waste generation, recycling, composting, can thus reduce the use of resource and energy used to produce the material in the first place (un-necessary packaging for instance).7 Since the cost of transportation of waste is particularly heavy in the overall SWM cost, waste reduction and decentralised processing can considerably reduce the cost for ULBs.8 9 Thus implementing an integrated solid waste management system following this hierarchy is beneficial for JMC as it will reduce the cost of waste collection, treatment and disposal. It is also a long-term investment to improve the living environment and the sustainability of the city.

Environmental Impact Financial Impact

Reduction of energy consumption, greenhouse gases emissions, methane emissions

Cost-reduction for collection, transportation, processing, treatment

Integrating the waste pickers Involving waste pickers in the solid waste management system is a means to provide livelihood, safe working conditions and improve the social acceptance of traditionally excluded communities. But it also brings advantages to the corporation which can involve workers who are qualified in the field of segregation, empower them in recycling more waste can increase resource recovery and decrease the need for processing or disposal facilities10. In Jamnagar, the corporation has started identifying the waste pickers in a ward-wise manner. However, no further step has been taken to involve them in the collection system. Waste pickers can be organised through SHGs or cooperative to empower them as becoming entrepreneurs. They can also be

7 EPA, Greenhouse gas emissions from management of selected materials in MSW 8 OECD Reference annual, Strategic Waste Prevention 9 CPHEEO Manual on MSW, part II 10 CPHEEO MSWM Manual


36

mainstreamed by becoming direct employees of the corporation or through an organisation taking part in the daily collection, transportation, sorting, recycling or processing of waste. Obstacles for meeting the objective The current waste generation of JMC is estimated to range between 260 to 300 TPD (2017). As a rapidly growing city, Jamnagar also has a responsibility to prevent waste generation as much as possible. It is estimated that JMC’s waste generation will reach 390 kg/capita/day in 2026. Efforts to reduce the waste generation should be undertaken. Segregation and recycling is almost non-existent apart from the share collected and sold by waste pickers. There is currently no facility to compost, process or properly disposed off the waste. The main obstacles to waste prevention in Jamnagar are:

Lack of awareness from different stakeholders (citizens, shops, private companies) regarding the need to prevent waste generation, segregate or recycle

No infrastructure for recycling, processing or proper disposal

Waste pickers are unorganised Strategy to meet the objective The main elements of the strategy for waste prevention are: 1. IEC should be organised for all citizens for waste reduction, reuse and segregation 2. JMC should implement source segregation in households, shops and in public spaces 3. Waste pickers should be integrated in the solid waste management system 4. Adequate processing infrastructure should be set up for different types of waste Objective – 2: 100% of collection of waste from all waste generators What is 100% collection of waste?

Primary collection accounts for the collection, lifting and removal of segregated solid waste from source of its generation including households, shops, offices and any other non-residential premises.11 Primary collection is thus any type of direct collection in which the waste is neither thrown in a bin in public space nor left in the open. Achieving 100% of collection from primary sources implies that:

All categories of waste are collected in a segregated manner Different categories of waste require different types of collection. Different streams of collection are thus necessary, whether it be for wet and dry, hazardous, C&D waste, e-waste or animal carcasses. Sufficient means must be allocated to the collection according to the weight of each category in the total waste generation. Waste pickers should be mainstreamed to increase the segregated collection.

Collection reaches out to every waste generator

11 MSW Rules, 2016


37

Streams of collection must be adapted to the waste generators. Households, shops, bulk generators, construction sites all generate different quantities at different frequencies. The collection must be adapted to the needs of each to avoid waste being thrown in public spaces.

All areas are covered under the collection routes To avoid waste being thrown in the streets, all areas should be covered in an equal manner. Waste collection must reach out to every door and gate. Micro-planning and route planning must thus include central areas as well as periphery, commercial as well as slum areas and urban villages. Waste pickers should be included in the micro-planning to ensure a collection in all areas.

Visual Impact Financial Impact

Reduction of spilling containers and open spots Cost reduction as street collection cost is higher than direct door-to-door cost

Obstacles for meeting the objective In JMC, around 131 TPD (50%) is generated from households, institutions, shops and bulk generators. It means that around 50% of the waste generated should be collected through primary collection. However most of this waste ends up in secondary bins or in open spots. There are several reasons for this phenomenon including insufficient primary collection. The main obstacles are:

Lack of monitoring of the private contractors

No proper route design

Lack of awareness of SWM system by household

Dumping in secondary bins

No stream of collection for hazardous waste from market, H&K or E-waste

Periphery areas and slums left with little collection

Strategy to meet the objective 1. JMC should improve MIS for better monitoring of vehicles and to ensure route rationalisation 2. Specific streams such as H&K, meat market, C&D waste should be established or improved 3. IEC should be conducted on the SWM system and the collection of charges 4. Waste collectors should be trained for safe collection

Objective – 3: 100% of collection of waste from all waste generators A litter-free city requires to have clean streets. In many Indian cities, heaps of garbage and litter are common sight. Eradicating it requires constant efforts of cleaning, proper waste collection and appropriate number and location of bins. All public areas are covered under street sweeping beats

Proper street sweeping is required to achieve litter-free cities. All streets must be covered by sweeping under sweeping beats. Micro-planning and sufficient staff as well as equipment are needed to achieve a total and efficient sweeping coverage. Technology should support the processes for cleaning as well as monitoring.

All public areas are free of heaps of garbage Nuisance spots are insanitary and attract stray as well as pest. Heaps of garbage should be removed systematically. Removal of these spots require both an efficient cleaning as well as prevention through IEC.

Litter bins are placed in all commercial areas, transport hubs and close to institutions


38

Availability of litter bins considerably impact the choice of pedestrians to litter. Litter bins should be available in all public spaces proportionally to their footfalls. Commercial areas and transport hubs must offer a higher density of litter-bins. Steps need to be taken to improve the cleanliness of the city, as well as cut cost. Indeed, waste left in open spots, open plots or drain is significantly more expensive to collect.

Visual Impact Health Impact Financial Impact

No open spots, no spilling bins, clean streets

Less attraction of stray and pest, reduction of unhealthy environment

Reduction of cost of collection

Obstacles for meeting the objective Jamnagar has a total of 718 open spots that require to be eradicated. Street sweeping beats to not cover the entire area of the city, and the number of street sweepers is not sufficient to ensure clean streets. The number of containers and litter bins is not sufficient when compared to the amount of waste thrown in the street and the collection is not successful in resorbing the amount of waste lying in the street. The population has a low level of awareness regarding the street cleanliness. The main obstacles for meeting the objectives are:

Disproportionate amount of waste in the streets and secondary bins as many waste generators do not use the door-to-door collection system but throw their waste in the secondary bins

Insufficient coverage of beats and insufficient number of street sweepers

Insufficient material such as bins, brooms, handcarts etc.

Strategy to meet the objective: 1. It is recommended that the street sweeping system should be reorganised (beats, number of

sweepers, frequency of sweeping) 2. Sufficient material for sweeping as well as containers and litter bins should be provided 3. JMC should develop a MIS including attribution of beat per sweepers, attendance system,

monitoring 4. Training of street sweepers and sub-sanitary inspectors should be conducted.

Objective – 4: Litter-free status is sustainable What does sustainability of litter-free status imply?

A city should not only be litter-free at a given time but remain litter-free over the years. Efficient processes, fining, monitoring are necessary to keep the city clean in the long-term. Sustaining the litter-free status requires to:

Monitor the solid waste management system The solid waste management system should be monitored from the primary collection of waste to the secondary collection and street sweeping. Monitoring is required to sustain the cleanliness of public space and avoid littering. The monitoring should rely on technology such as GPS tracking, SMS alerts, weighbridge etc. Processes for regular monitoring should be in place to allow to gather data. Different types of data are required: some information about the good functioning of the system should be


39

gathered daily while other information about waste generation can be assessed twice a year for instance.

Fine littering Bye-laws should be set to allow fining for littering. The charges in case of littering should then be communicated to the citizens. In order to enforce the bye-law, sufficient staff should be mobilized to fine citizens for littering as systematically as possible.

Implement smooth functioning grievance redressal system The processes for feedback and complaint lodging should be in place. The system can be call-based, app-based or through forms. It should allow citizens to inform the authority of the need to clean, fine or intervene where necessary.

Solid waste management cost is recovered Cost recovery in the field of solid waste is a crucial matter for the finances of ULBs. In India it is estimated that the weight of this public services ranges between 10 to 50% of the municipal budget. Achieving balance in the SWM finance is necessary for JMC to ensure the sustainability of its model. A sound financial model should be in place to insure higher revenue than expenditure. New means of financing infrastructure and programmes should constantly be explored.

Sustainable litter-free status will ensure that the city remains clean over the years. When the monitoring system is in place it allows for flexible cleaning according to the seasons, potential festivals, or presence of waste. Monitoring is necessary to prevent failure of collection and thus complaints from the citizens. Financially, waste which is dumped in open plots, open spots or drains, is much more costly to collect than through the regular collection stream12. Monitoring is thus important to reduce the cost of the overall collection.

Visual Impact Financial Impact

Cleanliness of the city is maintained over the long-term Reduce cost of collection over the long term

Obstacles for meeting the objective in JMC In JMC the overall monitoring system is insufficiently implemented and fragmented:

There is no comprehensive monitoring system or process to monitor the system daily

There is no fining system or enforcement of fines for littering

Grievance redressal system is not connected to an MIS leading to slow and partial response

Current cost recovery of JMC is 3.9%. Strategy to meet the objective: The broad solutions for a sustainably litter-free Jamnagar involve:

1. JMC should strengthen SWM monitoring system (D2D, sweeping, penalties) 2. The corporation requires public health bye-laws to provide a framework to the cleaning processes 3. Community awareness and engagement are recommended to maintain cleanliness

New charges and means of financing the SWM system should be developed.

12 UN Habitat, Collection of MSW in developing countries


40

3.2. Recommendations

3.2.1. Waste segregation Segregation at source is compulsory under SWM Rules, 2016. As there is currently no segregation at source implemented in Jamnagar, a robust new process is required. As explained in Section 2.2, no segregation is formally implemented in JMC, apart from the separate collection and transportation of C&D waste and carcasses. Waste pickers also collect segregated waste which they sell in scrap markets thus contributing to the segregation and recycling system of the city. Segregation at source is about behaviour change of the waste generators. Thus, IEC is a core aspect of JMC’s strategy to implement segregation. Details of implementation of a massive awareness campaign are presented in the overall IEC strategy of Jamnagar (3.2.6). To support the change, JMC should organise the distribution of bins to households and shops, as well as ensure that collection and transportation are also made in a segregated manner. Segregation at Source Level Under Swachh Bharat Mission directive, ULBs are mandated to distribute two dustbins to households to encourage waste segregation at source level. A directive from the Swachh Bharat Mission has rendered distribution of bins compulsory for ULBs (Annexure 1). For each household and shop, two bins should be provided to allow for segregation. This directive should be followed while encouraging citizens to add to those two bins, a bag, in order to segregate their waste not in two but in three fractions: wet waste, dry waste, sanitary/hazardous waste. The distribution of bins should be synchronised with the related IEC campaigns. The distribution should be phased out over several months. Order can be placed for bins with delivery at ward level and distribution can be organised under the supervision of SSI. Slums and slum-like areas should be the primary targets of the distribution along with areas where households and inhabitants cannot afford the expense of two bins. The distribution should then be extended to all areas and sections of the society.

Steps for bin distribution

1. Plan for the distribution in a phased-out manner and in accordance with the IEC campaign on source segregation

2. Place order for bins according to the micro-planning decisions

3. Plan the distribution from ward level

4. Monitor the distribution as it takes place

Even for public places and secondary waste collection, two bins – blue and green should be placed, which should allow segregation at city level also. The details of secondary collection bins are described in sections below. Segregation at source requires the cooperation of citizens, thus a massive IEC campaign should be organised to educate waste generators. The entire population needs to understand the importance of segregation and join in the effort. Children should be made agents of change and leaders of this transition in the city. Practically, bins for segregation should be distributed to households and shops in a phased-out manner, while litter-bins and container should also offer the possibility to segregate in public spaces. Naturally, the collection system needs to be adapted for segregation, therefore an important work of capacity building should be organised in partnership with the contractors responsible of the collection. As the system evolves, the contracts with the collectors should also be adapted to compel the private contractors in ensuring segregated collection and segregation.


41

Ensuring the segregated collection and transportation of waste Source segregation can only have an impact if the waste remains segregated during collection and transportation. There are two different modes of collection of segregated waste. The wet and dry waste can be collected in different vehicles, or it can be collected in vehicles with two separate compartments. The operational decision of collecting with separate or same vehicles should be taken by the contractors. The role of JMC is to ensure that the contractors comply with the segregation directive. The requirement of segregated collection should be specified in the contract of each contractor. When new contracts are issued or renewed, the requirement of segregated collection and transportation should be mentioned as a duty of the contractor. To ensure compliance, penalties can be added to the contracts in case of collection in an unsegregated manner. The penalty system should be linked to the MIS of solid waste management.

Steps for updating contracts to improve the collection system

1. Include the necessity to collect and transport waste in a segregated manner in the contract

2. Include penalties in the contracts:

For failure of collection

For unsafe collection (without wearing gloves and mask)

3. Implement record system to keep records of penalties for each contractor

4. Deduce penalty from contractor payment

Infrastructure required to implement source segregation

Table 10 Infrastructure Required to implement source segregation

Item Comment Short term for SBM (till FY 2019-20)

Long Term (FY 2020-21 to 2027-28)

Total (FY 2019-20 to 2027-28)

Household/shop bins Two bins distributed to each generator for one time

3,65,618 - -

660 L container bins Two containers for each location

953 0 953

3.2.2. Waste collection Projected waste Generation for next 10 years Taking average household size of 5 and total residential property of city, the population is projected for current year-2017. As population increases and the city expands, these figures are also expected to increase in the coming ten years. Having 2017 as a base year and average decadal growth rate, future population is projected from 2018-2026 years. Based on population projection and current waste collection data, projected waste quantity is calculated considering 1.30% increase in waste generation per year (SWM manual-2016, K. Joseph 2002, Prospective of Solid Waste Management in India). The population of current year comes around 7,50,915. Having 2017 as a base year and average decadal growth rate, future population is projected from 2018-2026 years. Based on population projection and current waste collection data, projected waste quantity is calculated considering 1.30% increase in waste generation per year. Table 11 shows the population projection for the city and projected waste generation for 2018-2026.

Table 11 Population and waste projection

Year Population Per capita Generation (gm/day) Total Waste Generation (TPD)

2017 7,50,915 347 261

2018 7,75,402 352 273

2019 8,00,688 356 285

2020 8,26,799 361 298


42

Year Population Per capita Generation (gm/day) Total Waste Generation (TPD)

2021 8,53,761 366 312

2022 8,81,602 370 326

2023 9,10,351 375 341

2024 9,40,037 380 357

2025 9,70,692 385 374

2026 10,02,346 390 391

2027 10,35,033 395 409

The city practices waste collection in a very generous way, where the collection is not separated as per waste generation stream such as households, bulk waste, commercial, etc. As per the weighbridge data JMC officials’ experiences and field experiences, the waste collection system of Jamnagar is bifurcated mainly into three i.e. Door to door collection (from households, commercial establishments, bulk generators, etc.), Secondary collection (from secondary bins, nuisance points) and C&D waste collection. Following table shows the current and proposed stream wise waste collection.

Waste Stream % existing share of total waste

% proposed share of total waste (Short term till FY 2019-20)

Door to Door waste collection (Residential, Commercial)

24% 50%

Secondary waste collection (Street Sweeping, drain cleaning, secondary bins)

69% 43%

C&D waste collection 7% 7%

Currently, city generates 261 metric tonne of waste having per capita waste generation of 347 grams per day. From which, only 24% (64 metric tonne) of waste is collected by D2D services, whereas about 69% (181 metric tonne) of waste is collected through secondary waste collection chain such as from silver bins and open points. This situation directly reflects poor door to door service within city. It has been assumed that, the D2D service would be strengthened by procuring additional vehicles, rearranging the contractual clauses and improving the MIS system. Because of the irregular service provisioning, JMC has demotivated the citizens to actively participate and incorporate with JMC. Thus, it is necessary to initiate the IEC activity to involve citizens by spreading message of source segregation, strengthening of D2D services and waste reduction at source. Strengthening of primary collection chain, will automatically distress secondary collection and help to initiate the segregation practices at various level in compliance with MSW rules-2016. A. Primary Waste Collection Separate out the waste collection streams with route rationalizing Primary collection involves direct waste collection from various waste generators such as residential, commercial, institutions, bulk waste, dead animal waste and construction-demolition waste. The waste collected should be transported either to secondary transfer station or it directly goes to waste processing facility or waste disposal site. Currently, JMC do not practice generator wise separated waste collection system. The waste characteristics differ along with waste generators. Commercial properties such as corporate offices, shops, banking services, etc. majorly generates dry waste such as recyclables like paper, plastic, glass, etc. Wherein residential properties majorly generate wet organic waste such as food waste. Bulk generators


43

such as hotel and restaurants, religious places and big institutions also generates homogenous waste that can be processed solely with better efficiency. Hence, it is necessary to separate out the collection system that ease out the sorting of waste and sustain the quality of waste for further processing. Following section describes recommended collection system. 1. Door to Door Collection: Door to door collection mainly involves waste collection from residential properties and commercial properties. Currently door to door collection system has many loopholes such as lack of infrastructure, improper planning, irregular service and lack of monitoring of the service on a daily basis. It is recommended that, door to door collection chain should be bifurcated into three: Non slum areas, slum areas and commercial areas. The dedicated vehicle should be deployed to collect the waste from these areas in the particular ward. The residential waste would be collected by two means. For residential apartments, gate to gate collection system should be adopted, wherein the JMC waste collectors have to collect the waste from the gate of the residential apartments. Current bell system of waste collection should be continued for residential societies, individual bungalows and slum areas. For commercial areas, dedicated waste collection vehicles will collect the waste two times in a day. Improvement of collection through route rationalising The improvement of collection starts by route rationalisation in Jamnagar. Currently, each vehicle has a designated area, but the vehicles do not have to follow a precise route as long as they collect all the waste. This lead to several issues: not all areas are covered, some areas are covered irregularly and the collection does not take place at fixed times. Another important issue is that vehicles collect by going twice to each area, once to collect from houses and society and a second time, when shops are open, to collect from them. This organisation is inefficient, uses resources unnecessarily and creates congestion. Careful planning of the routes followed by collection vehicle can speed up collection and increase vehicle and labour efficiency. Route rationalisation is a process which can be organised by JMC in partnership with the contractors and in consultation with the stakeholder (RWAs, shop owner associations, etc). Although route organisation is a process internal to each contractor, JMC can provide support in route organisation to rationalize the collection. Indeed, efficient route management can decrease cost, reducing the needs in terms of staff as well as vehicles. As the collection improves, the number of complaints and overtime demand can decrease. It also allows for a more balanced workload during the different vehicles and adjustment during seasonal variation of waste generation.13 Although it can be made through software, it is a process that requires analysis and adjustments. Route planning involves a careful study of each collection area in order to maximize each vehicle’s daily collection capacity. The table below presents criteria that should be respected when designing routes to make the organisation as efficient as possible.

Steps for route rationalization

1.

Establish a list of points of interest according to the category of waste generators:

Households/societies

Shops, temples, schools, institutions

Hotels and restaurants

Secondary bins and open/spots

Party plots Points of interest should be listed in separate categories for each collection stream

2. Consult relevant stakeholder and involve contractors in the road design

13 EPA, 1999, Getting More for Less, Improving Collection Efficiency


44

3. Include potential change in the location to include processing and disposal infrastructure: location of the transfer station, Waste to Energy plant, new sanitary landfill.

4. Gather all required data (see methodology above), geo-reference it and generate routes according to parameters decided with the stakeholders

Timing and Shifts Timings of collection in Jamnagar are variable. Collection usually starts around 7 in the morning and continues throughout the day. Waste collection should occur at regular timings so that waste generators know and can rely on the collection. It should avoid peak traffic time. Collection can also be organised at night. Night and day collection have different pros and cons. The decision should be taken by JMC based the context of the city and requirements regarding collection should be communicated to the contractors. In addition to these, it is recommended that in commercial areas, collection should be made in two shift, that is in morning 10 a.m. to 1 p.m. and in night 8 p.m. to 10 p.m.

Advantages of day collection Advantages of night collection

No disturbance of neighborhood in terms of noise

Adequate light

Less risk of accident

No feeling of insecurity

Requires little supervision

Avoid congestion

Avoid people and shops to store waste over night

Temperature is lower than during the day

Steps for timing organisation

1. Organise fixed timings for each route in collaboration with the contractors

2. Make sure that collection in commercial area takes place at appropriate timing

2. Bulk Waste Collection- Especially Hotel and Kitchen waste and markets: In JMC, different streams of waste are mixed and collected in the same trucks. For instance, waste from hotels and kitchens is often collected with door-to-door collection. Meat waste from slaughterhouses do not have specific processes of collection. Other issues persist in the means of collection: collection is not made in a safe manner or with the appropriate equipment. Hotels and kitchen, also called bulk generators, generate a high share of wet waste every day. Having a specific route of collection for these bulk generators allows to easily collect a high quantity of waste readily segregated. A separate level of solid waste management charge for hotels and kitchens should be implemented. For bulk waste collection, transportation and disposal, JMC has contracted Maxim Agencies Pvt Ltd. However, JMC has to do an exercise for listing out all the bulk waste generators and handed over to the agency for better services. Steps for route rationalization

1. Based on the Food license and registration data, locate and geo-reference each bulk generator.

2. Use GIS to establish the most efficient routes of collection of bulk generators to minimise the number of vehicles required and maximise the load they can carry

3. Notify the contractors of the new H&K routes, vehicles should be dedicated to this collection every day.

Reorganisation of the collection from markets In Jamnagar there is only one main market which has and requires a dumper placer: Subash market. All other markets are of very small size and often do not have dedicated bins. Specific containers should be allocated to these markets only and collection vehicles should come at the end of each market day. A specific stream for collection of meat waste from markets should be organised. A vehicle has to be dedicated for collection of this waste and a special collection organised.


45

Steps to implement market waste collection

1. Establish a clear list of markets with their timings, equipment and need for bins

2. Allocate specific bins for the markets which do not require a dumper placer

3. Collection vehicle should come at the end of each market to collect the specific waste.

3. Construction and Demolition Waste Collection: C&D waste is one of the only collection types taking place in a segregated manner, through a call-based system. However, there are no specific measures implemented for safe collection. One of the main issues related to C&D waste is the dumping of this particular type of waste in secondary bins or in open plots. A Standard Operating Procedure (SOP) should be prepared and communicated to the waste collectors. In order to prepare it, JMC can use the “Swachh office standard operating procedure” available on the Swachh Bharat Mission portal. The phone number dedicated to the collection of C&D waste should be clearly communicated along with information regarding the rates of collection and transportation. Penalties related to improper dumping of C&D waste should be established and communicated. A booklet of information with the number to call when generating C&D, rates of collection and penalties could be issued and distributed to all potential C&D waste generators, for instance, when issuing construction permits. The link with the Town Planning department of JMC should be strengthen to make any potential C&D waste generator aware of the proper collection method. Staff responsible for inspection of new construction should also make sure that the waste has been disposed of properly. A process of payment of the collection charges prior to the construction could also be designed in partnership with the Town Planning Department of JMC. According to the size of the future building, a system to estimate the C&D waste which is to be generated could be implemented. Any entity should then pay the waste collection charges prior to the beginning of the construction. This system could not only increase the collection of charges but also incentivise the builders in using the collection system. The grievance redressal system should be directly linked to the MIS of solid waste management collection, in order for JMC to immediately communicate to the contractor the spots where C&D waste collection is required. Safe collection of C&D waste is integrated in the trainings for waste collector described in the capacity building section 3.2.8.

Steps to improve C&D waste collection

1. Prepare a SOP on safe and efficient collection of C&D waste

2. Prepare specific trainings on C&D waste collection for contractors

3. Prepare clear information document with the charge for C&D waste collection, number to call and penalty

3. Link with the Town Planning department to share the document for each building permit emitted

4. Connect complaint redressal system with SWM MIS to organise immediate collection of C&D waste

5. Include module on safe C&D waste collection in training programme for waste collectors

4. Dead Animal Waste Collection: Dead animal waste is one of the collection types taking place in a segregated manner, through a call-based system. It is undertaken against reports received from the citizens or the sub-sanitary inspectors. A mobile based application has been in use through which citizen can inform JMC about any solid waste management related issues and that application allows the citizens to register a complaint to take away dead animal carcases as well.


46

One of the main issues related to dead animal waste is that sometimes people dump it in secondary bins or in open plots. It shows that citizen has been not aware about the clear process to be follow or a point of contact for dead animal waste disposal. In order to provide this service, two vehicles shall be dedicated to the lifting of dead animals, operating every day. The animals should be disposed at the separate site near ‘Theba chokdi’. A Standard Operating Procedure (SOP) should be prepared and communicated to the waste collectors to follow. The phone number dedicated to the collection of dead animal waste should be clearly communicated along with information regarding the times of collection and transportation. Penalties related to improper dumping of dead animal waste should be established and communicated. A booklet of information with the number to call when found any dead animal, rates of collection and penalties could be issued and make available to citizens, for instance. The grievance redressal system should be directly linked to the MIS of solid waste management collection, in order for JMC to immediately communicate to the contractor the spots where dead animal waste collection is required.

Steps to improve Dead Animal waste collection

1. Prepare a SOP on safe and efficient collection of Dead animal waste

2. Prepare specific trainings on dead animal waste collection for waste collectors

3. Prepare clear information document with the number to call for dead animal waste collection and penalty

4. Connect complaint redressal system with SWM MIS to organise immediate collection of dead waste

5. Include module on safe dead animal waste collection in training programme for waste collectors

5. Infrastructure Required for Primary Collection and Transportation

Table 12 Infrastructure Requirement for Primary Waste Collection


Long Term (FY 2020-21 to 2027-28)

Total (FY 2019-20 to 2027-28)

4-wheeler mini tipper (1 MT)

Dedicated for door-to-door collection other than narrow access area, should allow for segregation

138 221 359

3-wheeler Auto tipper (0.5 MT)

Dedicated for door-to-door collection in narrow access area, should allow for segregation

13 13 26

Automated dead animal lifting vehicle

Dedicated to collect big dead animal waste such as buffalo, cow, etc. and disposed at Theba Chokdi

1 1 2

Small dead animal lifting vehicle (TATA 407)

Dedicated to collect small dead animal waste such as cat, dog, etc. and disposed at Theba Chokdi

1 1 2

Open Body Truck with crane arm for C&D waste (10 MT)

Dedicated to collect C&D waste and disposed at sanitary landfill site

1 1 2

Open Body Tractor trolley with crane

Dedicated to collect C&D waste from narrow access area and disposed at sanitary landfill site

3 3 6


47


Long Term (FY 2020-21 to 2027-28)

Total (FY 2019-20 to 2027-28)

arm for C&D waste (5 MT)

Big (Refuse) Compactor (12 MT)

Dedicated for secondary transportation form transfer point to processing plant

7 13 20

B. Secondary Waste Collection Secondary waste collection system mainly involves street sweeping, drain cleaning, waste collection from secondary bins placed in the city and public places and cleaning the waste from open points. The street sweeping waste is dumped either into secondary waste collection bins or open points. Which is then transported either to transfer station or processing plant. 1. Street Sweeping and Drain Cleaning Street sweeping takes place daily in Jamnagar through the work of safai kamdars and the organization of sub-sanitary inspectors. Yet as developed in section 2.3 the coverage of the city is not total, and many nuisance spots remain lying due to inadequate material and poor planning. The system of street sweeping should be reorganised with beats covering the entire area of the city and attributed to each sweeper. Sweepers should all be provided with the adequate equipment to sweep efficiently and safely. An attendance system should be implemented ward-wise along with attendance and reporting processes organised by the sub-sanitary inspectors. A comprehensive MIS will then link this data with the daily reports of sweeping and transfer it to the corporation. This system will offer robust monitoring. Procurement of material and infrastructure are also required to eradicate nuisance points. The location of container bins should be adapted as more bins will also be deployed to cater to the daily generation of waste in the streets. Bins should be sufficient in numbers, allow for segregation and be at a reasonable distance of each sweeping beat. More collection vehicles are also required to collect all the waste generated in the streets. Improvement of beat organisation and number of street sweepers Currently the beats of the city cover 95% of the roads of JMC and measure close to 1 km in average and hence sweepers do not efficiently clean the streets. Beats should be organised to cover 100% of the streets of the city with a length of 600 m. This operation can be easily made through GIS, as JMC already possess the GIS file of beats in the city. JMC has already prepared the street sweeping micro plan in which the street sweeping is divided into two spells: 5 hours in morning spells known as morning safai beats and 3-4 hours in afternoon known as pin point area. Based on the density and frequency of sweeping the morning safai beats and afternoon pin points are distributed for the city roads. The morning safai beats has average length of 600 m and covers main residential area, commercial street and major roads of the streets. Whereas the afternoon/evening beats has average length of 300-400 m and covers inner streets which has to be swept alternate day or so. The drain cleaning is also in a purview of Solid Waste Management Department. Based on these reallocations the city requires total 1264 no of street sweepers and 592 drain cleaners for efficient street sweeping.


48

Steps to increase beat coverage

1. Determine the location of the new beats using GIS beats file and ensure that 100% of streets are covered by street sweeping

2. Link the new beat organisation to the general street sweeping MIS (see MIS in this section below)

Process for attendance system and efficiency monitoring Currently attendance is taken manually in the ward offices. A biometric attendance system should be implemented at ward level to facilitate the attendance and avoid any proxies. Biometrical information of sweepers will first be collected. This data will be linked to the MIS of the sweeping monitoring. Before each collection, all safai kamdars will report at the office and attendance will be taken using the biometric method. After the attendance, all safai kamdars will take the material stored at the ward office to their respective beats. Sweeping is monitored by each SSI who supervise the sweepers during the sweeping and assess the sweeping when the work is completed. At the end of each shift, the SSI is responsible to send a report of the sweeping. Currently sweepers are directly paid on their bank account. The payment system can be linked on pay-roll basis to the MIS in order to link attendance and payment.

Steps to implement biometric attendance system

1. Collect biometrical information of each sweeper and link it to the comprehensive MIS of street sweeping

2. Ensure that SSI send a daily report by shifts, of the quality of the sweeping

3. Start biometric attendance at the ward offices

Provision of sufficient material for street sweeping Currently JMC is not providing cleaning or safety material to the safai kamdars. Instead the corporation gives money to the sweepers who buy the equipment themselves. However, workers often choose to keep the money and work without safety gears or with overused sweeping brooms. The process needs to be changed: JMC should to provide the material directly and offer storing space for it at ward level. Prior to equipment distribution, a survey can be conducted to analyse the most appropriate type of equipment for the sweepers of Jamnagar. In addition to brooms and safety gears, safai kamdars also have to be provided with uniforms to be recognized as sweepers and avoid proxies. Each sweeper should also have an ID card.

Steps to distribute sufficient material

1. Survey sweepers to estimate what safety gears or types of brooms are appropriate for sweeping in Jamnagar

2. Order sufficient material: brooms, tagara and pavda, uniforms

3. Distribute the new material and store it at the ward offices where attendance is taken

2. Procurement and Placement of Secondary Waste Collection Bins The nuisance points could be reduced, door to door collection service will be improved. It is assumed that by improving door to door collection service both in residential and non-residential area, JMC can be able to reduce 40% location of nuisance point and silver bins. However, after reducing nuisance points and ensuring cleanliness approximately on 477 locations, two 660L bins should be provided in different colour to allow proper segregation. In total 953 secondary bins are required for 477 locations and it will be gradually decrease in long term. The colours of the containers should match the colours of the bins distributed to households and shops. The use of each bin should also


49

be clearly explained on the bin themselves with representation of all the waste that can go in the bin. Boards explaining segregation can also be installed at the bin location. The implementation of segregation bins should be made in parallel with IEC campaign. Citizens need to be made aware that the new method of segregation is also applicable to public space and that waste should be segregated even when thrown away in secondary bins. Location of bins need to be rationalized to avoid the emergence of open spots, to match with the street sweeping beats and to allow for efficient collection. To rationalise the location of bins and the collection routes, route rationalisation of secondary collection should be organised following the method described in the figure below. In addition to this, litter bins of 90 litre capacity should be provided mainly in commercial streets and public places such as parks, lakhota lake, etc. In commercial streets, every 200 m two litter bins should be provided on both the side in staggered way. The requirements should be established by JMC and placement of bins should be decided as per the following framework.

Table 13 Methodology for secondary bins placement

Methodology for bin placement

Gathering data:

Detailed plan of the Urban area

Study area boundary

Number and types of vehicles used and their capacity

Existing routes if any for collection and transportation of waste

Time taken for collection and disposal of solid waste

Vehicle speed, fuel consumption of dumper places

Location of all points of interest (waste generators, secondary bins)

Area that is served by the existing containers GIS Methodology for performing route rationalization: 1. Geo-referencing the maps and images and digitization of required entities like routes, locations of existing

facilities for waste collection 2. Mapping the service area of existing containers, route mapping of secondary bin collection network 3. Analysing efficiency of existing routes and service area of containers by deriving the cost and time required

because of existing network 4. Deciding the parameters that would lead to optimisation of routes such as distance travelled by vehicle, fuel

required, costs involved, service area covered by existing containers 5. Relocation of facilities and addition (if required like waste containers) and then rerouting of paths as per

CPHEEO manual and obtaining rationalized routes. Analyse the best route according to the criteria

• Cost required for transportation of waste from source to destination • Time and fuel required for the vehicles to transport waste

Source: (Route Optimmization of Municipal Solid Waste for Devangere City Using GIS)

Steps to increase number of bins and reorganise location

1. Rationalise the location of bins through GIS mapping

2. Order sufficient bins allowing for segregation

3. Place the bins at appropriate location


50

3. Infrastructure Requirement for Secondary waste collection

Table 14 Infrastructure Requirement for Secondary Waste Collection


Long Term (FY 2020-21 to 2027-28)

Total (FY 2019-20 to 2027-28)

Six-bin Handcarts For street sweepers and drain cleaners to collect the waste

1,103 1,103 2,205

Set of six bins To be procured at each year 1,103 7,719 8,821

Protective gears for drain cleaners

To facilitate drain cleaners for cleaning and safety

1,084 2,016 3,110

Protective gears for street sweepers cleaners

To facilitate street sweepers cleaners for cleaning and safety

2,528 10,112 12,640

Litter bins of 90 litre capacity

For commercial streets and public spaces to avoid littering

2,446 9,783 12,229

Secondary waste collection bins of 660 litre capacity

Two bins at each location to avoid nuisance points and allows segregation

953 - 953

Big (Refuse) Compactor (12 MT)

Dedicated for emptying the secondary bins

10 8 18

Small Compactor (5 MT)

Dedicated for emptying the secondary bins in narrow areas

5 4 9

Street sweeping machine (Big)

Dedicated to sweep the streets for wider metallic road

2 2 4

Street sweeping machine (small)

Dedicated to sweep the streets for smaller metallic road

1 1 2

3.2.3. Transportation Transportation in Jamnagar can be optimised and should be adapted to the coming changes of location of the transfer stations, future sanitary landfill site and as well as the Abellon Clean Energy plant. Reorganising the wards attributed to each contractor can increase the efficiency of the transportation of the waste. Transfer stations would also help cut the cost of transportation and increase the speed of collection. Thus, the transportation system can be optimised and its reorganisation can include the future important sites of processing and disposal of the city. The final sub-part of this section discusses the best contract model for collection/transportation. 1. Location of Transfer Points and Reorganisation of Wards of Collection Currently the wards of operation of Powerline and DWC are not organised in a rational manner: all wards of collection from one contractor should be located in one zone to avoid unnecessary transportation. The attribution of wards should be revised to increase efficiency: all wards of operation of one contractor being in one zone of the city and others wards attributed to the other contractor. The re-attribution of the wards of operation should be made according to the location of transfer station, trip length of each waste collection vehicle and location of the future Abellon plant and sanitary landfill site. Considering average trip length of each waste collection vehicle should be considered as 15 km, the location of the transfer stations has been finalized. The city needs two transfer stations for efficient waste collection and transportation which minimizes the operational expenses of primary collection. According to the locations of transfer station, future Abellon plant and sanitary landfill site, three waste collection zones can be demarcated. The two zones have one transfer station in each zone, which will facilitate the secondary transportation of the waste to final disposal site which will be either Abellon or sanitary landfill


51

site. For instance, the proposed Abellon plant and sanitary landfill site are located in the northern part of the city. Considering these locations, three waste collection zones are demarcated as follows.

Table 15 Proposed waste collection zones and location of transfer point

Waste Collection Zones Wards Covered Waste disposed to

Zone -1 1,2,3,4,5,9,10 Abellon plant or Sanitary Landfill Site

Zone -2 11,12,13,15,16 Transfer point located either in ward-12 or 16

Zone -3 6,7,8,14 Transfer point located either in ward-6 or 7

Map 7 Map of Proposed waste collection zones

The transfer point will facilitate secondary transportation for mini tippers and reduce the recurring cost of transport for JMC. Each transfer point will have 3 big (refuse) compactors, and each mini tipper will be emptied in compactors. Than the waste will be transported to Abellon plant or centralized waste treatment facility. 2. Provision of Weighbridge Waste monitoring for the payment of the contractors is currently made at Murlidhar Weighbridge. In the proposed plan the waste should be weighed at each secondary transportation point of the respective waste collection zones of the primary collection vehicles. Such as three weighbridges will be set up, two at the two transfer points and one at Abellon plant or other centralized waste treatment facility. The weighbridge will be either operated on contractual basis or operated by JMC itself at transfer stations. However, at waste treatment facility, it would be in the purview of the treatment facilitator and JMC should have to monitor the daily functioning and weighing reports. In that manner, the waste reaching the plant or going to the future sanitary landfill could be monitored very close to the processing and disposal site, avoiding unnecessary transportation cost and proper monitoring of the waste collection in the entire city.

1 4

2 3

5

910 11

12

13

16

15

6

7

8

14

Transfer point-1

Transfer point-2


52

3.2.4. Processing and disposal A. Processing of Waste With the arrival of Abellon Clean Energy’s refuse derived fuel (RDF) plant, the organisation of the transportation, processing and disposal system should be adapted. Abellon offers a good opportunity to process much of the waste of the city at no cost for JMC. This new plant should not prevent JMC to thrive and develop processes and infrastructure for waste reduction, segregation and decentralised processing. On the contrary, the new plant will be complementary with the effort of the city to become more sustainable and reduce its waste. The plant will process JMC’s waste, considerably reducing disposal at the landfill site. JMC’s role is thus to ensure a smooth integration of the new plant in the value chain. On the other hand, JMC has assigned Maxim energy Pvt Ltd to process the bulk waste such as bulk homogeneous organic waste of the city and will generate electricity by biomethanation process. Whereas, the carcasses and construction-demolition waste of the city will be directly dumped at Theba chokdi and landfill site respectively. With the two plants, JMC will be well-armed to maximise waste processing and reduce the amount of waste reaching the landfill. 1. Implementation of Abellon Clean Energy Ltd RDF Plant In 2017, a contract was signed between JMC and Abellon Clean Energy Limited. It is important for JMC to adapt its strategy to the new plant in order to organise and efficient transportation and processing system around it. According to the contract with Abellon, JMC is bound to provide 250TPD of waste or penalties will have to be paid by the corporation. However, it was estimated that the waste generation of the city is of 260-270 TPD in average. Moreover, the waste generation should increase over the years as the population will increase. Thus, even though there is a minimum of waste amount that JMC has to provide to Abellon, the city can safely work towards reducing its waste generation, increasing recycling and decentralised processing without fear of falling short of waste to provide to Abellon.

Table 16 Waste accepted by Abellon

Waste accepted in the RDF plant Waste not accepted in the RDF plant

Organic waste Inorganic recyclable

E-waste Hazardous waste Carcasses C&D waste Waste from the street sweeping machine – Inert Waste

The table above shows which waste Abellon accepts in its future plant, which would be rejected and have to be collected again by JMC. Although Abellon would accept mix waste, JMC has to segregate its waste to comply with SWM Rules. It is important for JMC to organise its streams and transportation system to avoid waste being rejected by Abellon which JMC would then have to collect once again and process on its own. Streams must thus be organised to make sure that only waste which Abellon would accept reaches the plant. This can be achieved by the implementation of sorting centres at local level and by integration of the waste pickers in the collection system. Abellon’s plant will function by collecting the current legacy waste of the open dump site of Gulab Nagar. JMC should not carry on dumping the waste at the dumpsite but rather transport it directly to Abellon’s plant. Abellon can still collect the waste from that dumpsite, which would help the rehabilitation of that site.


53

The post-processing waste generated by Abellon should be disposed off at the new sanitary landfill site as soon as it will be operational. Before it is operational, the post-processing waste should be stored.

Steps for connecting SWM system to the new plant

1. Develop the sanitary landfill at the earliest to allow for disposal of the post-processing waste which Abellon will generate

2. Ensure storage for this waste if the sanitary landfill is not operating

3. Redirect the routes of the collection vehicles of wet and dry waste towards the Abellon plant instead of the open dump site

2. Processing of Bulk Homogeneous Waste JMC is currently negotiating for the implementation of a bio-methanation plant to process the waste form dead animals and from meat market. This plant will allow to process a hazardous share of waste in a dedicated infrastructure. It should be implemented at the earliest. JMC has deployed Maxim Energy Pvt. Ltd. to process the bulk waste generated in the city. All hotel and kitchen waste, cow dung from panjarapols, septage from public and community toilets of the city, organic waste from five major markets will be collected and transported to the plant site by the Maxim only. The waste will be processed in the stages at the plant. Firstly, the segregation of plastic and non-organic matters will take place, then sorted organic waste will go to the shredder and mixer. After proper mixing the waste and maintaining moisture level of organic waste, it will go to the bio-digester, where it will be processed and bio-gas will be generated. The residual of bio-digester will be converted into manure and either sold out or used by the agency in their own organic farm. From the bio-gas, electricity will be generated and transferred to the grid. It is also planned that the plastic waste will be processed and liquid plastic monomers will be sold out in the industries.

Figure 21 Site condition of Maxim

The plant is designed for 20 MTPD waste processing capacity and can be generated about 125 kw energy every day. The total land area of the plant is 1.61 Ha. It is also proposed that to run on full capacity, Maxim will also collect the organic waste of nearby villages and process it in the same plant. Currently, the plant is under construction and it will be operated soon. Following figure shows the site condition of the waste processing plant. B. Disposal of Waste Disposal is the final stage of the solid waste value chain. Only waste which has gone through the net of recycling and processing should reach the disposal stage where it should be dealt with in a safe and environment-friendly manner. Different types of residual waste should be disposed off in different manner. The non-hazardous municipal solid waste should, after processing, be disposed off in a sanitary landfill, as per the SWM rules. Sanitary waste from households (sanitary pads, medicine, diapers etc.), dead animal carcasses and waste from meat market should be disposed off in separate infrastructure.


54

JMC has no proper disposal sites: the open dumping site located in Gulab Nagar offers no environmental protection and was never designed as a landfill; as for the carcasses they are disposed off at the site of Theba Chokdi without any safety measures. The main priority of JMC should be to build a new sanitary landfill. It is imperative that the use of the Gulab Nagar site cease at the earliest to stop any further contamination, and reduce future expenses of site remediation. The landfill site should be selected to answer safety criteria as well as reduce the transportation cost. The construction and operation can be made through a PPP model such as BOT. The remediation of the open dump of Gulab Nagar can be undertaken as soon as the new sanitary landfill site will be ready. Site remediation consists in removal of the waste and re-attribution of the land to its owner. 1. Dumpsite Remediation Presently, Municipal solid waste of Jamnagar city is directly dumped at Gulabnagar Dumpsite without considering any scientific measures. On an average, daily 260-300 tone of solid waste is dumped at Gulabnagar dumpsite. The total area of the dumpsite is 2.79 Hectare. The height of waste dump is in the range of 3-6 m and total waste accumulated till now is about 0.75 - 1 lakh tone. In addition to these, the nearby habitation is about 100 m away from the Dump site, which creates unhygienic condition. The site does not offer any kind of environmental protection or infrastructure and belongs to a private party. Hence, it is necessary to close the dump site and construct a new sanitary landfill site at proper location (nearby Sewage Treatment Plant) in order to protect the environmental condition over there and give the land back to its owner. Aligned with Abellon’s strategy, the rehabilitation process of Dumpsite should be taken up. Firstly, heaps of dump should be evenly spread out in the entire area. Than the material recovery process should be undertaken and dumpsite should be closed in a scientific way. Once it environmentally protected, it should be given back to the owner of it restricted use and compensation. The main objective of Gulabnagar open dumpsite rehabilitation are as follows:

In compliance with new MSWM Rules-2016, it is necessary to have a scientific disposal of municipal solid waste to minimize the environmental hazardous.

Improve the quality of life of people around Gulabnagar dumpsite.

Improve the quality of environment by capping the dumpsite

Improve the quality of ground water and surface water by completely preventing the flow of leachate into the water sources.

Reclamation of dumpsite to the maximum extent possible, for use by the JMC in the future and give it back to its actual owner.

The rehabilitation process should be outsourced on a PPP mode, which has to have following steps (table) in the obligations of the private party. Assuming, daily 180 MT legacy waste could be processed on the dumpsite, the dumpsite closure will require 403 working days with 10 hr of daily work by a labour.

Steps for dumping site remediation

1. Site Investigation : Topographical surveys, Geotechnical investigation, Environmental modelling – Groundwater, surface water quality, extent of soil pollution

2. Delineation of Scientific closure footprint area

3. Legacy waste processing – Shredding, material recovery, windrow composting, etc.

4. Leachate collection and management mechanism

5. Landfill gas collection, conveyance and Gas flaring system

6. Storm Water Drainage system

7. Scientific closure cover with HDPE liner and Geo-Textile Material

8. Landscape Work – Green cover, etc.


55

2. Sanitary Landfill Site Landfill disposal should always be the last option for waste treatment. Yet, according to the SWM Rules 2016, some waste cannot be disposed off but in an appropriate manner in a sanitary landfill. Currently Jamnagar does not possess any sanitary landfill but only a dumping site. A sanitary landfill must be built. Site selection for the future landfill should be made based on criteria of safety as well as cost efficiency (Figure 22). A sanitary landfill is a highly technological infrastructure which should be built through a partnership with the private sector. It is recommended by the CPHEEO to outsource the construction of landfills to the private sectors through two types of contracts: build and transfer (BT) contract model or build, operate and transfer (BOT) contract model. The decision of the type of contract should be made according to the ability of the municipal corporation to operate such an infrastructure, especially in terms of staff and skills. JMC should use a BOT contract model which will allow the operation to be made by professionals of the field. The contract should include all the duties of the contractor in terms of compliance to SWM rules, safety, environmental protection and all aspects of the landfill cycle from construction, operation to closing. The contract should require the company chosen to provide monthly reports to JMC including tests and volume reports. The contract should include a strict termination procedure in case of no compliance with CPHEEO and CPCB standards. Penalties can also be introduced in case of failure to comply with the contract.

Waste suitable for sanitary landfill Waste unsuitable for sanitary landfill

Non-biodegradable and inert waste

Mixed waste unsuitable for waste processing

Pre-processing and post-processing from waste processing plants

Non-hazardous waste not being processed or recycled

Biodegradable waste or garden waste

Dry recyclables

Hazardous waste

The new sanitary landfill should be the main priority of JMC. Before it is constructed, the waste will still be disposed off at the current open dump site. If Abellon’s plant is operating before the new sanitary landfill is operating, the waste can be directly handed over to Abellon instead of dumped in the site of Gulab Nagar. Following figure shows the criteria for sanitary landfill site selection.


56

Figure 22 Criteria for sanitary landfill site selection

In total 22% (15% of residuals and 7% C&D waste) of total waste will be facilitated at landfill site. Required land area for construction of new sanitary landfill site has been estimated based on CPHHEEO manual with 20 years of design period. It has been calculated that JMC requires about 6.35 Ha land area to construct the landfill site having designed capacity of 20 years. The landfill should have following components:

1. Site fencing and security infrastructure 2. Weighbridge 3. Leachate and gas collection system 4. Liner and cover system 5. Surface water drainage system

Sanitary Landfill Construction Process

1. Submit all the criteria to the land assignment department for selection of sanitary landfill site according to SWM Rules 2016

2. Establish the best location for landfill site according to safety criteria (SWM rules) and optimisation of the collection/transportation system

3. Bid Process to select the private party for provision of sanitary landfill site on BOOT model

4. Post Bid processes with private party and construction of landfill site under the monitoring of JMC.

3. Disposal of Sanitary waste Sanitary waste is the waste collected from households such as sanitary napkins, needles, medicine, diapers, which cannot be processed or disposed in a sanitary landfill. Since JMC has currently no specific infrastructure to dispose of this waste, it could be handed over to the private company which currently collects the hazardous waste from the hospitals of Jamnagar. This company is called Dev-Biomedical. Once the segregation starts to be implemented in JMC, sanitary waste can be collected by waste collectors in a segregated manner and handed over directly to Dev-Biomedical. A contract or Memorandum of understanding can be signed with the company against payment.


57

If no such agreement is possible, JMC will require to build a specific disposal site for this waste which has to be buried in safe conditions. This can be made through a PPP in the same manner as explained above for the sanitary landfill.

Steps for sanitary waste disposal

1. Ensure segregated collection of sanitary waste

2. Estimate the possibility of partnership with Dev-Biomedical for disposal of sanitary waste.

3. Organise partnership through contract or float tender for partnership with another company

4. Disposal of other waste Considering the present scenario and possibilities of future development scenario, city will generate minimal construction and demolition waste around 7-10% of total waste and hence, it is not possible to process the C&D waste and recycle it at such a small scale. Hence, it should be directly dispose at sanitary landfill site. The location map of all existing waste processing and disposal facility is attached in Annexure 5. C. Infrastructure requirement for waste processing and disposal:

Item Comment Short term for SBM

(till FY 2019-20)

Long Term

(FY 2020-21 to 2027-28)

Total

(FY 2019-20 to 2027-28)


Dedicated to dumpsite for levelling and other operations

2 2 4

Front End Loader with Back Hoe - 30x Type for dump site

Dedicated to dumpsite for levelling and other operations

1 1 2

Sanitary Landfill Site NA 1 - 1

Dumpsite Remediation

NA 1 - 1

3.2.5. Monitoring

Proper monitoring requires the implementation of smooth functioning processes. Since a GPS-based software has already been implemented, the link between this software and a comprehensive MIS should be established to daily monitor the collection of all defined points of interest. More points of interest should also be added to the system to account for all waste generators and ensure that their waste is collected. Specific routes for particular streams such as market waste, H&K waste, C&D waste should be strengthened. Collectors should be trained to collect this specific waste safely and in a systematic manner. Finally, it is crucial to inform citizens about the functioning of the collection system, to ensure that no waste ends up in open spots when it could have been properly collected by the contractor. Since waste collection is not directly undertaken by JMC but outsourced to private contractors, its main role to improve the collection of waste lies in the monitoring. Having strong monitoring processes allow to control that the contractors are collecting from each waste generator in each area of the city.


58

Improvement of GPS tracking system A GPS tracking software has been implemented in Jamnagar since November 2016 as a tool to monitor the collection. The current system functions with geo-localisation of points of interests from which waste is to be collected: large societies, shops, temples, open spots etc. If the tracked vehicles drive and stay near collection points long enough (20 secs for primary collection, 2 minutes for secondary bins and open spots) the collection is validated. Although the system in place could allow for efficient monitoring two main issues spoil the proper use of the software. First, the software has not been coupled with a proper process of monitoring or linked with a penalty system to compel the contractors to collect from each point. Secondly, the points of interest currently geo-localised were defined with the drivers of the collection vehicles themselves. This means that the drivers identified the points from which they are used to collect waste that is generator who are aware of the collection system and who are willing to use it. Shops, households or institutions who are unaware or who prefer to throw their waste in secondary bins/open spots were not included in the points of interest of the system. Points of interest should be mapped according to the property data and the location of all waste generators, in order to ensure 100% of door-to-door collection. The points of interest determined should be confirmed through consultations with the stakeholders directly involved (owners of hotels or restaurants, representatives of shop associations, RWAs etc.) Once the software allows to monitor the collection of all waste generators, secondary bins and open spots, a process needs to be implemented to monitor the system.

Steps for improvement of monitoring of waste collection

1.

Establish a list of points of interest according to the category of waste generators:

Households/societies

Shops, temples, schools, institutions

Hotels and restaurants

Secondary bins and open/spots

Party plots Points of interest should be listed in separate categories for each collection stream

2. Establish all points of interest through consultation with the stakeholders Transfer the list of points of interest and routes established for collection into the software

3. Include all points of interest in the GPS-tracking software

4. Establish process of daily monitoring of the software: everyday all failure of collection should be reported and brought to the knowledge of JMC

5. Establish penalties for the contractors if they fail to collect waste.

Comprehensive MIS of Primary Waste Collection A comprehensive MIS for SWM should be designed. It would link data from the GPS tracking software and records of failures of collection. Currently failures of collection can be brought to the attention of the corporation through JMC’s application in the complaint section or on JMC’s website. The data received by JMC regarding complaints should be linked to the MIS. In order to easily link this data and generate reports and analysis of this data, a powerful tool prepared by UMC called Public Grievance Redressal System (PGRS) can be used.

Table 17 Summary of data linked with MIS for Primary collection

Data linked in solid waste collection MIS Means of gathering/generating data

1. Points of interest covering all generators Data from property tax, Consultation with stakeholders, Experience of drivers

2. Daily reports of collection GPS tracking system

3. Failure of collection/complaints Grievance redressal information

4. Penalties in case of uncollected waste GPS tracking system reports

5. C&D waste requiring collection C&D call based system


59

Dedicated staff should be trained to monitor the system daily. With this system, penalties can be applied to the contractors in case of uncollected waste. The penalty system should be included in the collectors’ contracts.

Steps for comprehensive MIS

1. Develop a comprehensive MIS linking the data of the GPS tracking software-complaint data

2. Establish process of daily monitoring through the MIS

3. Collect penalties through the system

Comprehensive MIS for Street Sweeping A complete MIS needs to be designed to ensure the efficiency and to monitor the street sweeping activity. Prior to setting up such system, each sweeper should be attributed two beats. The reports of the sweepers’ attendance will also be directly linked to the system, to monitor the sweeping and replace workers that might be absent. The system is also linked to the account information of the sweepers, paying them directly according to their attendance. Penalties can also be implemented in case sweepers fail to clean the streets properly, or if they do not wear safety gears.

Table 18 Data linked with MIS for secondary waste collection

Data linked in the street sweeping MIS Means of gathering/generating data

1. Extended street sweeping beats GIS data of roads GIS data of existing beat

2.

Information about street sweepers

Name, date of birth, address

Aadhar and account number

Ward of work

Collection from each worker by the SSI

3. Beat attributed to each safai kamdar SSI responsible of attributing a beat for each worker and providing data to JMC

4. Attendance of safai kamdars Daily reporting of SSI

5. Monitoring of sweeping Daily reporting of SSI Grievance redressal data linked to street sweeping

6. Payment of safai kamdars According to attendance, monitoring report and account data gathered

Steps to implement a street sweeping MIS

1. Gather and generate all data listed above

2. Train SSI in reporting of safai kamdars attendance and daily reporting of cleanliness of streets

3. Organise process of daily reporting from the SSI and gathering data by JMC

4. Link all data through MIS

5. Design penalty process in case of failure of proper sweeping or no use of safety gears.

3.2.6. IEC In order to change life-long habits in the way citizens throw waste away, a massive and sustained IEC campaign is required. The success of the involvement of citizens lies in the consistent follow-up over a long period of time and the ability of the municipal corporation to show its commitment by the side of the citizens. IEC campaign can take many forms such as:

Providing access to information (database, libraries, website)

Training (directly, on-line)

Consultation (coaching, facilitating)

Publications


60

Coordinating alliances

Web based forum of interaction Micro planning for IEC implementation In Jamnagar, IEC should attempt to reach to all citizens and focus on the following area:

Segregation at home, in shops and in public spaces

Functioning of the SWM system

Cleanliness in public spaces (littering, spitting etc…) The IEC campaign should be phased out not only in time but also in space. A roadmap should be designed to ensure a comprehensive and long-term IEC program. Trainings should be conducted ward by ward, following a schedule communicated to the citizens prior to the intervention. An efficient IEC campaign should start by putting the objectives of the campaign at the centre of the discussions and preoccupations of the citizens. Before conducting direct information or training sessions, information should start to be spread in the city through newspaper articles, banners, pamphlets and boards. Information such as the need to segregate, the means of collection, the importance of not littering have to be communicated. JMC should also provide clear information on its website and on its mobile application. Citizens should be informed that direct information and training will be conducted within a particular timeline. Firstly, trainings on segregation should be conducted in municipal school while private schools should be invited to do the same. Children should be taught about the need for segregation and how to segregate their waste at school and at home. Children should be made agents of change in the field of segregation and they should be made aware that they have the power to trigger change in their city. As children will be more aware, their relatives will also start to be conscious about waste segregation, collection and cleanliness. They should also be given trainings on the importance of not littering and handing over the waste to the collection vehicles. Direct trainings should be conducted to teach households and shop owners about the need for segregation and the functioning of the waste collection system. The citizens should be informed that the collection will now be done in a segregated manner and that if they do not comply with the new system their waste will not be collected. Trainings on how to segregate should be conducted at the same time as bins are distributed. Booklet on solid waste for household A booklet to present the functioning of the SWM system to household should be edited and distributed to every household. The booklet should include the following information:

General information about waste and the collection system in Jamnagar

How to segregate and why segregation is important

Importance of handing over waste to the generator and not throw waste in secondary bins

How do collection charges work and calendar of charge collection?

Awareness regarding public cleanliness and fines for littering, spitting or urinating in public.

Games on how to segregate for the children Booklets should be distributed during trainings and can be used during awareness campaign in schools or other institutions.


61

When it comes to littering, IEC should be coupled with public health bye-laws defining fines for spitting, littering or urinating in public spaces. These fines should be communicated to the citizens with boards and signs reminding that littering, spitting, urinating are forbidden and specifically mention the fines. Sustaining the effort is often a tricky but necessary part of IEC. JMC could develop specific platforms for information and trainings on segregation, organising special events such as ward-wise competitions of segregation etc. The Swachh Bharat Mission Urban has published an SOP for IEC to implement source segregation which can be used as support. http://www.swachhbharaturban.in:8080/sbm/content/CIRCULARS/SOP_Segregation_Book_ArtworkFri_Mar_17_14:37:29_IST_2017.pdf

Table 19 Areas of implementation for IEC

Area of implementation IEC strategy

Segregation at source Massive awareness campaign, with information, children as agent of change, training and follow-up

Segregation in public spaces Information regarding proper segregation

Collection of waste Information regarding current waste management system, contractors, cost, and timings of collection

Street cleanliness Awareness regarding littering, spitting, urinating in public spaces

Steps for IEC regarding segregation

1.

Plan the IEC campaign on segregation on a defined time-period (3months for instance). Phase out the different steps of the campaign within a timeline:

1. General information of the public 2. School awareness campaign 3. Ward by ward information campaign with bin distribution

2.

Prepare a booklet presenting the collection system covering the following points:

how to segregate

how does the collection system work, timings?

charges for collection

penalties for littering, urinating, spitting in public spaces why is it important to give the waste to the collection vehicle

3. Implement the segregation campaign

4. Sustain by organising events related to segregation, having a dedicated space (online, swachh park) for segregation information

3.2.7. Public health bye-laws Public health bye-laws are a useful tool for urban local body. While infrastructure and processes are required to improve and sustain the solid waste management system, public health bye-laws provide a necessary framework to the rules laid by the corporation for solid waste. Bye-laws are a means for a ULB to appropriate national and state guidelines and apply them to their city according to the local context. Bye-laws are also required to establish fines citizens for infraction to the cleanliness of the city such as littering or spitting in public spaces. Bye-laws should be used to draw the framework of the SWM system of the city. Segregation, proper collection and disposal of waste should be stated in the document with associated fines. Specific fines for improper disposal of C&D waste should be mentioned and fines should be established. Any hampering on public cleanliness should also be detailed and fined. JMC has prepared draft public health bye-laws and would enforce it upon the final approval. JMC has proposed to set up a mobile sanitation court and its cost has been included in this DPR.

http://www.swachhbharaturban.in:8080/sbm/content/CIRCULARS/SOP_Segregation_Book_ArtworkFri_Mar_17_14:37:29_IST_2017.pdf

http://www.swachhbharaturban.in:8080/sbm/content/CIRCULARS/SOP_Segregation_Book_ArtworkFri_Mar_17_14:37:29_IST_2017.pdf


62

3.2.8. Capacity building Capacity building is necessary to provide skills and information to municipal staff regarding segregation. All members of the Solid waste management department from officials to safai kamdars should be involved in different capacity building programs and training to ensure a complete inclusion of segregation within the value chain of Jamnagar. Capacity building should focus on a wide range of fields such as:

Human resource development (skills, access to information, knowledge)

Organizational development (management structures, processes and procedures)

Institutional and legal framework development (legal and regulatory changes to enable enhancement of capacity)

Financial capacity building (cost recovery, lowering cost, increasing revenue…) Capacity building of JMC officials Achieving all the objectives presented in this strategy require JMC’s SWM department to be highly trained. Municipal staff working in the solid waste management department should undergo trainings regarding the different waste streams and their requirement in terms of specific collection, organisation, vehicle use and challenges. As collection is outsourced to private contractors, monitoring is the main role of JMC to ensure proper condition. Specific staff should be trained in monitoring the contractors through the GPS tracking system. This staff should be permanently dedicated to this task of ensuring the proper collection, keeping records of collection failures and linking complaints related to the collection to the contractors so that they can intervene at the earliest. It is important to keep in mind that capacity building is not only about training programmes but can take multiple forms such as skill building, ward level campaigns, setting up resource centres etc. Different trainings should be conducted according to the type of stakeholders concerned, the type of skills required and whether it aims at introducing the target group to new concepts/practices or strengthening of existing skills and capacity. A training matrix and a training course module for one week is provided in Annexure 2.

Table 20 Training of SWM officials

Target groups Modules Types of training

Mayor/Chairperson, Standing committee, chairperson in charge of SWM

General orientation in SWM

Technical aspects of reducing, recycling, technology options

Institutional aspects (collection, transportation, transfer station)

Institutional aspects (budgeting, cost recovery)

Legal aspects SWM Rules, bye-laws

SWM department senior officers, engineers, division head

General Orientation on SWM plan preparation and implementation

Need for panning present inadequacies and shortfalls

How to prepare SWM plan

Data gathering, survey

Implementation of SWM plan

Technology options

Financial management Budgeting for SWM

Cost recovery for SWM service

Legal policy aspects SWM Rules 2016

Monitoring and evaluation Record keeping and documentation


63


Importance of monitoring

Use of MIS

Human resource management for SWM

Organisation skills, knowledge and ability of staff

Capacity building for street sweepers and sub-sanitary inspectors Capacity building regarding street sweeping should address two dimensions, first improving the current system especially in terms of safety for the sweepers, second implementing segregation during the sweeping in the six-bin handcarts and in the secondary bins. This implementation of new processes can only be made by training street sweepers and sanitary inspectors.

Table 21 Training of SSI and street sweepers


Sub-sanitary inspectors

General orientation on solid waste

Technical aspects of reducing, recycling, technology options

SWM Rules 2016

Importance of segregation

Organisation of street sweeping

Staff management and supervision

Attendance system and daily reporting processes

Supervision of segregation during street sweeping

Safety during street sweeping

Street sweeper

General orientation on street sweeping

Different types of MSW

Handling of hazardous dangerous items

Methods of street sweeping

Segregation during sweeping Recognizing different types of waste


Health and safety aspect Health risk during collection

Precaution for safe handling

As a new biometrical attendance system will be implemented to register attendance of sweepers, the training can also include orientation on the functioning of the new system. Capacity building for waste collectors It is important to provide trainings for the contractors. The trainings can be organised for the person responsible of organising the collection, JMC should also facilitate trainings for the collection staff to ensure not only safety but also efficiency. Staff should be trained to identify different types of waste and ensure that waste is segregated when they collect. They should follow particular safety measures when collecting sanitary waste, e-waste, meat waste from market and C&D waste. Importance of wearing appropriate safety gears should also be explained. Requirement for trainings in JMC regarding collection are represented in the table below:

Table 22 Training required for waste collectors


Operation and staff manager

General orientation on solid waste

Different types of MSW

SWM Rules 2016

Handling of waste and hazardous waste

Staff safety during collection


Collection staff General orientation on solid waste Different types of MSW

SWM rules 2016


64


Orientation functioning of the collection system in JMC

Understanding different waste generators

Collection of waste

Do’s and don’ts of waste handling

Different method of collecting

Ensuring proper transportation

Segregated collection Recognizing different types of waste

Ensure segregation during the collection

Special waste collection Safe collection of C&D waste

Safe collection form meat market

Capacity building for waste pickers As they are progressively integrated in the solid waste management system of JMC, waste pickers should be trained. They should be provided general understanding of the SWM system of the city, trainings in recognizing safely handing different waste and sorting it. Hygiene and communication skill trainings should also be provided. A complete curriculum for training of waste pickers is presented in Annexure 3.


65

4. Financial Proposal

4.1. Financial assessment of JMC The financial assessment of Jamnagar Municipal Corporation has been carried out to assess the financial sustainability of the Master Plan. The financial budget of last five years has been assessed thoroughly. As shown in below graph, it has been seen that JMC is in deficit since past two years.

Figure 23 Financial Status of JMC

Source: Jamnagar Municipal Corporation

Since last two years, JMC has relied on Grants more than its own revenue from taxes, user charges and penalties (Figure 23). For basic infrastructure and service delivery, the JMC primarily relies on Swarnim Jayanti Mukhyamantri Shehri Vikas Yojana (SJMMSVY), AMRUT, SBM, MP/ MLA grants and the 14th Finance Commission grants. However, JMC uses the 14th FC’s untied grant for salaries largely.

Figure 24 Last five year Income receipt of JMC



66

JMC is not financially self-sustainable and has relies heavily on grants for its operations. The budget document of FY 2016-17 evidences that JMC relied on external grants more than its own revenue income. Out of a total of INR 871 crore, JMC has budgeted 53% from grant receipts while only 28% was envisaged to come from own revenue sources. Financial assessment of Solid Waste Department of JMC JMC is spent about INR 53.36 crore in 2015-16 to provide solid waste collection and transportation service in the city. About 80% of the total expenses are administrative staff’s and street sweepers’ salaries, while the rest is paid as tipping fees to contractors. A small share of 1% is spent towards additional fuel and maintenance cost of vehicles owned by JMC.

Figure 25 Financial status of SWM Department


The above graph shows that the SWM Department has been in deficit for the last five years. The total revenue of SWM Department is low due to low user charges and poor tax and user charges collection efficiency.

Figure 26 SWM Department’s Capital Income (left) and Revenue Income (right)

Source: Jamnagar Municipal Corporation As shown in above graphs, it is evident that the capital income is reduced for consecutive past three years, whereas revenue income is increased except year 2013-14. The main source of capital income of SWM is SJMSSVY, 14th FC, MP/ MLA grant and SBM grants.


67

In the last three years, the SJMMSVY grant (INR 72 crore per annum) is allocated largely to the Project and Planning Department (50%), Roads and Footpath (31%), Water/ Wastewater (14%), and lastly a mere 1% to SWM.

Figure 27 Breakup of SJMMSVY Grant (left) and MP/ MLA grant (right)


Likewise, allocation of the MP/ MLA grants (INR 5 crore per MP per year and INR 2 crore per MLA per year) is made at the discretion of the respective MPs/ MLAs. Mostly, these grants are utilized for services like roads, footpath, water, wastewater, slums and lastly lighting.

Figure 28 Expenditure of SWM Department -2015-16


The revenue receipt of SWM is insufficient to recover the cost of operations. The property tax collection efficiency has increased from 63% to 79% over the last three years but SWM tax collection has reduced from 59% to 55%. The reason of lower collection efficiency than property tax is, the SWM tax is collected along with the property tax, many people pay part taxes, and JMC prioritizes deduction of taxes in the order of property tax, followed by water, education cess, and lastly, sewerage and conservancy tax.


68

Figure 29 Collection Efficiency of SWM Tax


Moreover, the SWM user charges are highly subsidized at INR 120 annually or INR 10 monthly for each property. As a result, the cost recovery was as low as 3.90% in FY 2016-17. Following figures shows the collection efficiency of solid waste collection charges along with efficiency of property tax and cost recovery in this particular sector for past 3 consecutive financial year.

Figure 30 Cost Recovery of SWM Service


In order to implement projects as per the recommendations of this master plan, JMC would have to develop new cost recovery options by revising the user charges/ tariff and taxes, optimize grant utilization, and land monetization.


69

4.2. Financial Proposal and Investment strategy Investment for Master Plan 2017-26 This financial proposal outlines requirements of Door-to-Door and public areas waste collection service for Jamnagar. JMC requires INR 114.56 crore of capital investment over the next 10 years (i.e. till FY 2027-28) to successfully implement and run the projects as per recommendations. Following figure summarizes the investment requirement.

Figure 31 Total Investment

Capital Investment As described above, JMC requires INR 114.56 crore as capital investment. For first two years (FY 2018-19 and 2019-20), i.e. the period of the SBM termed as Short Term, JMC needs INR 44.10 crore for procurement of vehicles and establishment of relevant infrastructure. For Long Term, i.e. (FY 2020-21 to 2027-28), JMC requires INR 70.46 crore. The investment is categorised as

3. Primary collection and transportation 4. Secondary collection and transportation 5. Waste processing and disposal 6. Miscellaneous items for SWM

Figure 32 Breakup of total capital investment for master plan- INR 114.56 crore

CAPEX INR 114.56 crores

Short Term under Swachh Bharat Mission Period(till FY 2019-20)

INR 44.10 crores

Long Term (FY 2020-21 to 2027-28)

INR 70.46 crores

36%

48%

15%

1%

Primary Waste Collection Secondary Waste Collection

Waste Processing and Disposal Miscellaneous


70

As shown in above figure, the primary waste collection has a 36% share of total capital investment. Primary collection includes, procurement of household level dustbins for segregation, procurement of door to door collection vehicles, C&D waste collection vehicles and dead animal waste collection waste vehicle. The total investment required over the period of 10 years is estimated about INR 40.97 crore. Out of this, INR 15.18 crore is requested under the SBM period (till FY 2019-20). Following table shows the details of investment requires for primary waste collection.

Table 23 Capital Investment required for Primary Waste Collection

A. Primary Waste Collection


Long Term (FY 2020-21 to 2027-28)

TOTAL (FY 2019-20 to 2027-28)


Dustbins for distribution to properties

3,65,618 4,02,17,980 - - 3,65,618 4,02,17,980

Mini Tipper (1 MT) 138 7,11,52,500 221 17,14,32,736 359 24,25,85,236

3-Wheeler Auto Tipper (0.5 MT)

13 39,00,000 13 57,30,379 26 96,30,379


Dead Animals Lifting Van (Big)

1 20,00,000 1 29,38,656 2 49,38,656

Dead Animals Lifting Van (Small) Tata 407

1 15,00,000 1 22,03,992 2 37,03,992

Open body truck with crane arm for C&D (10 MT)

1 30,00,000 1 44,07,984 2 74,07,984

Open body tractor-trolley with crane arm for C&D (5 MT)

3 22,50,000 3 33,05,988 6 55,55,988

A. SUB-TOTAL (Primary Waste Collection)

15,17,64,480 25,79,50,336 40,97,14,816

The secondary waste collection and transportation requires 48% of total capital investment (Figure 32). INR 55.48 crore is required to procure street sweeping equipment and safety gear, secondary waste collection bins, secondary waste collection and transportation vehicles such as compactors, street sweeping machine etc. Out of total investment, INR 12.50 crore is requested under the SBM period (till FY 2019-20). Following table shows the details of investment required for secondary waste collection and transportation.

Table 24 Total capital investment required for secondary waste collection and transportation



Long Term (FY 2020-21 to 2027-28)

Total (FY 2019-20 to 2027-28)


6-bin Handcarts 1,103 82,70,000 1,103 1,21,51,343 2,205 2,04,21,343

Set of 6-bins 1,103 10,71,792 7,719 1,08,54,111 8,821 1,19,25,903

Protective gear for drain cleaners

1,084 37,18,322 2,016 96,89,086 3,100 1,34,07,407

Protective gear for street sweepers

2,528 1,01,48,403 10,112 6,05,32,115 12,640 7,06,80,518

Big compactors (12 MT)

10 3,40,00,000 8 3,99,65,724 18 7,39,65,724

Small compactors (5 MT)

6 99,00,000 4 96,97,565 10 1,95,97,565

Street Sweeping Machines (Big)

2 1,08,00,000 2 1,58,68,743 4 2,66,68,743


71



Long Term (FY 2020-21 to 2027-28)

Total (FY 2019-20 to 2027-28)


Street Sweeping Machines (Small)

1 16,50,000 1 24,24,391 2 40,74,391

Litter bins 2,446 30,52,358 9,783 1,82,06,382 12,229 2,12,58,741

New bins to be procured (660 litres)

953 4,24,09,600 - 25,03,70,565 953 29,27,80,165

B. SUB-TOTAL (Secondary Waste Collection)

12,50,20,475 42,97,60,025 55,47,80,501

The waste processing and scientific disposal of waste needs about 15% of total capital investment i.e. INR 18.12 crore. The major investment is required to set up the scientific landfill site, that is INR 11.08 crore. The closure of existing dump site costs about INR 4.19 crore. Out of total investment, INR 16.43 crore is requested under the SBM period (till FY 2019-20). Following table shows the details of investment requires for waste processing and disposal.

Table 25 Total capital investment required for waste processing and disposal

C. Miscellaneous


Long Term (FY 2020-21 to 2027-28)

Total (FY 2019-20 to 2027-28)



2 30,00,000 2 44,07,984 4 74,07,984

Front End Loader with Back Hoe - 30x Type for dump site

1 35,00,000 1 51,42,648 2 86,42,648

Sanitary Landfill Site 1 11,08,57,436 - - 1 11,08,57,436

Dumpsite remediation 1 4,19,39,459 - - 1 4,19,39,459

C. SUB-TOTAL (Miscellaneous)

16,42,96,895 - 1,68,97,273 - 18,11,94,168

The details of the proposed Sanitary Landfill Site (SLF) as per the CPHEEO design manual have been provided below:

Sr No. Estimate Amount (INR)

1 Earthwork 6,20,42,750

2 Liner System (HDPE 1.5 mm thick) 2,09,15,960

3 Leachate drainage system 1,99,90,900

4 Site development infrastructure 54,07,826

4.1 Internal access 3m wide roads 10,80,000

4.2 Barbed wire fencing 2,28,800

4.3 Landscaping 50,000

4.4 Site Office Building 8,87,040

4.5 Construction of Store room 3,50,000

4.6 Weigh Bridge 5,00,000

4.7 Other support structures such as pump house, street lighting, water and power connections, toilet and septic tanks etc.

5,00,000

4.8 Approach Road of half kilometre 18,11,986

5 Site machineries (Landfill Compactor) 25,00,000

Total Cost 11,08,57,436


72

The details of the proposed dumpsite remediation have been provided below: S. No. Estimate Amount (INR)

1 Site preparation, site services 1,50,000

2 Rental/Purchase of Plant and equipment 10,00,000

3 Shifting, levelling and excavation work 2,00,88000

4 Material Handling Facility 1,23,32,483

5 Final closing cover of the site - HDPE liner, Geotextile liner, vegetation, etc. 83,68975

Total Cost 4,19,39,459

Apart from this, miscellaneous items such as mobile sanitation court van and power bucket for cleaning waste from drains are required. This costs around INR 1.23 crore over the period of 10 years. Miscellaneous items comprise only 1% of total capital investment. INR 0.5 crore is requested under the SBM period (till FY 2019-20). Following table shows the details of investment requires for waste processing and disposal.

Table 26 Total capital investment required for miscellaneous works related to SWM

D. Miscellaneous Items


Long Term (FY 2020-21 to 2027-28)

Total (FY 2019-20 to 2027-28)


Mobile Court Van for Sanitation 1 30,00,000 1 44,07,984 2 74,07,984

Power bucket cleaning machine set for clearing waste from drains

2 20,00,000 2 29,38,656 4 49,38,656

D. SUB-TOTAL (Miscellaneous items)

50,00,000 73,46,640 1,23,46,640

Sources of Capital Investment JMC requires INR 114.56 crore for successfully implementation of recommended projects. Towards this, JMC requests funding from the SBM as per the table below.

Source of funding % share Amount (INR)

Central + State Share 70% 30,26,32,295

JMC Share 30% 12,96,99,555

TOTAL 43,23,31,850

For the remaining funds, JMC may explore the following: 1. MP/MLA Grant: The MP/MLA grant is tied grant and can be used for procurement of infrastructure

only. However, till now, the MP/MLA grants has been used mainly for road, street lights and footpaths. Thus, to procure the vehicles funds can be pooled in from MP/MLA grants. The roads, footpaths, street lights could also be financed through other modes such as donations, central grants, etc. for some time and the priority for SWM should be explained by JMC and these grants should be pooled for a year or so.

2. Land Monetization: JMC should prepare an inventory of land parcel owned by JMC. After that, strategies have to develop for renting out, selling out or economic development of that land parcel. Which can be used for capital investment or operational investment of SWM services. These will also help JMC to increase its capital receipt and strengthen the financial status.

3. Swarnim Jayanti MukhyaMantri Shehri Vikas Yojana (SJMMSVY): Currently SJMMSVY has a very minimal share for SWM in JMC. The SJMMSVY grant is more focused on water, waste water, urban mobility, social infrastructure, etc. However, JMC can pooled in some percentage of it in procuring the infrastructure facility for SWM service.


73

4. CSR Funding: Another way to decrease the burden of the solid waste management system on the municipal budget is to use CSR funding to fund several actions. Within the action plan proposed in this document, several measures can be funded by CSR such as IEC projects, provision of bins, training of staff etc.

In order to facilitate the implementation of CSR, the online platform http://swachh.org.in/ can be used. On this platform, the ULB can post its projects linked to the Swachh Bharat Mission. The companies can select the projects in which they are interested and can connect with the ULB via the platform. An online course explaining the functioning of the tutorial was made by UMC on the website www.swachhbharat.cloudapp.net. Operational Investment: The operational expense of solid waste management is crucial in any city. In accordance with the recommendations of this DPR, total operational expense of SWM is estimated about INR 197 crore over the period of 10 years. If JMC does all the operations of primary and secondary waste collection and transportation, it would cost around INR 11.91 crore for FY 2018-19. This can be read as the tipping fees of INR 1,195 per tonne. This estimated OPEX and tipping fees can be considered as a reference or inviting private contractors for primary and secondary waste collection and transportation.

4.3. Operations and sustainability of SWM services To efficiently provide SWM services, JMC has to ensure that tipping fees should be paid regularly to the contractors as per contractual clauses as well as penalties and fines should be regularized for the contractor based on MIS. In lined with these, for financial sustainability JMC has to adopt revised user charges and explore the option of and monetization. Integration of waste pickers in Collection System Involving waste pickers in the solid waste management system is a means to provide livelihood, safe working conditions and improve the social acceptance of traditionally excluded communities. It also brings advantages to the corporation which can involve workers who are qualified in the field of segregation, empower them in recycling more waste can increase resource recovery and decrease the need for processing or disposal facilities14. Involving waste pickers and supporting their organisation has also been made mandatory under SWM Rules 2016. It is important that “waste pickers” can refer to people working at different level whether by collecting directly from households, sometimes door-to-door or even floor-to-floor, collecting from bins and open spots or collecting from dumpsite. Behind the waste pickers, a whole value chain of middle-people, workers who are sorting, cleaning, recycling the waste and companies buying this recovered waste usually exist15. In Jamnagar, the corporation has identified 274 waste pickers, registered them and provided them ID cards. Supporting waste picker organisation through NULM As part of the solid waste management system, waste pickers should be supported. Currently waste pickers of JMC are not organised or supported by any NGO. However, JMC could draw a link with the National Urban Livelihood Mission to organise waste pickers to help them access resources. Indeed, one of

14 CPHEEO MSWM Manual 15 Palitkar, S.,The Wealth of Waste: Waste Recyclers for Solid Waste Management

http://swachh.org.in/

http://www.swachhbharat.cloudapp.net/


74

the component of NULM aims at helping weaker sections of the society and especially women get organise by forming self Help Groups. SHG are usually groups of ten individuals who can be trained and access bank loans. This first step in organisation is accompanied by a financial support of INR 10,000 for each SHG formed. In order to foster this option, JMC should float tenders for NGOs to support SHG formation. Contract updating for including waste pickers In order to help formalise waste pickers and provide them with substantial livelihood, JMC can formally include them in the SWM value chain as waste collectors or working at sorting waste. This involvement in the current SWM system can be made through contracts with stakeholders such as Powerline, DWC or Abellon. Waste pickers are indeed very skilled in the field of collection and segregation; they can be assets to the contractors. Following the model of Exnora, implemented in Chennai, waste pickers can collect from door-to-door and bring the waste to a point for the contractor to collect. Such a model can help cut the transportation cost for the private contractor responsible of collection. If the waste pickers are provided with appropriate safety gears, equipment (handcart or tricycle as in the Exnora model) and proper salaries, the system can benefit from their skills as well as offer them better working condition and safe livelihood. JMC could implement such a system by compelling the contractors to employ a certain number of waste pickers when updating their contract. Both Exnora and Nepra model are the topic of online courses preparer by UMC which are available on the Swachh Bharat e-course platform swachhbharat.cloudapp.net. The waste pickers can be provided with safe livelihood, proper equipment to handle the waste and a fixed salary. Such a model is currently implemented by the company Nepra-Let’s recycle in Ahmedabad successfully, providing livelihood to former waste pickers.


75

Annexures Annexure 1 Letter from MoUD for colored bin provision


76

Annexure 2 Training matrix and capacity building on SWM

Source: MoUD, Capacity building for Solid Waste Management,

http://cedindia.org/wp-content/uploads/2013/08/Capacity-Building-for-Solid-Waste-Management.p


77

Annexure 3 Model curriculum for recyclable waste collector and segregator


78

Full document: http://sscgj.in/wp-content/uploads/2017/06/SGJ_Q6101-Recyclable-waste-collector-and-segregator-Model-Curriculum.pdf

http://sscgj.in/wp-content/uploads/2017/06/SGJ_Q6101-Recyclable-waste-collector-and-segregator-Model-Curriculum.pdf

http://sscgj.in/wp-content/uploads/2017/06/SGJ_Q6101-Recyclable-waste-collector-and-segregator-Model-Curriculum.pdf


79


Annexure 4 Jamnagar Development Plan for 2031


80

Annexure 5 Location map of waste processing and disposal site


81

References Asian Institute of Technology, ARRPET. (n.d.). Dumpsite Rehabilitation and Landfill Mining. Chennai:

Centre for Environmental Studies.

Central Pollution Control Board & Neeri. (2005). Status Report on Solid Waste Management. Retrieved

from Central Pollution Control Board: http://moud.gov.in/pdf/57f1e55834489Book03.pdf

Centre for Environment and Development. (2011). Centre of excellence in urban developement in the area

solid waste management and waste water management . Thiruvanathapuram.

CPHEEO, GIZ. (2016). Municipal Solid Waste Management Manual. Retrieved from

http://moud.gov.in/pdf/57f1e55834489Book03.pdf

D. Zhu., et. al. (2008). Improving Solid Waste Managment in India. Retrieved from www.tn.gov.in:

http://www.tn.gov.in/cma/swm_in_india.pdf

DARASHAW. (n.d.). Draft Detailed Project Report for Kakinada, Andhra Padresh.

Dr S. Palitkar. (2002). The Wealth of Waste : Waste Recyclers for Solid Waste Management - A Study of

Mumbai.

Excel Industries Limited. (2017). Excel's Initiative on Capacity Development Program in Environment

Managment .

FACILE MAVEN PVT. LTD. (2016). Swachh Bharat Mission Proposal for Surat City. Surat: Surat Municipal

Corporation.

ISWA. (2013). Guidelines for Design and Operation of Municipal Solid Waste Landfills in Tropical Climates.

K. B. Hareesh, et. al. (n.d.). Route Optimmization of Municipal Solid Waste for Devangere City Using GIS.

SBM, MoUD. (2016). Handbook of Technologies on Solid Waste Management.

SBM, MoUD. (2017). Standard Operating Procedure on Segregation at Source. Retrieved from

www.swachhbharaturban.in:

http://www.swachhbharaturban.in:8080/sbm/content/CIRCULARS/SOP_Segregation_Book_Artwo

rkFri_Mar_17_14:37:29_IST_2017.pdf

SBM, MoUD. (2017). www.swachhbharaturban.in.

SBM,MoUD. (2016). Draft Model Municipal Solid Waste (Management & Handling),Cleanliness and

Sanitation. Delhi: MoUD.

Self-Government, A. I. (2012). Municipal Solid Waste Managment Refrence Material for Urban Local Body.

UMC. (2013). Master Plan for Solid Waste Managemnet, Ahmedabad. Retrieved from www.umcasia.org:

http://www.umcasia.org/UserFiles/umc/file/Preparation_of_Master_Plan_for_SWM_Ahmedabad

_Municipal_Corporationpdf%20(1).pdf

United States Environmental Protection Agency. (1999). Getting More for Less, Improving Collection

Efficiency.

Urban Management Centre

For more details, contact:

Manvita Baradi A 202, GCP Business Centre

Opposite Memnagar Fire Station, Navrangpura Ahmedabad – 380009; Gujarat

T: +91 79 26400306; E: [email protected]

Documents

DPR for Door-to-Door & Public Areas Waste Collection Jamnagar …umcasia.org/search_pdf/services/Publication/DPR for D2D and Public... · NGT National Green Tribunal NULM National