Bangalore improvements BM II

7/30/2019 Bangalore improvements BM II

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OVERVIEW OF THE PRESENTATION

• Purpose : To share Bangalore’s experiencein addressing the needs of the urban poor

• Structure - Overview of Bangalore

- Challenges in Service delivery and EconomicEmpowerment of the urban poor

- Strategic approach to improve servicedelivery/examples

- Strategic approach to economicempowerment / examples

- Achievements

- Future Directions



BANGALORE CITY

• Population : 5.7 million

• Asia’s Silicon Valley & Knowledge capital

• Top Ten techno cities of the world



THE BANGALORE MAHANAGAR PALIKE

• 100 member elected Council for 5 year

term and Elected Mayor for one year term

• Responsible for 55 obligatory and

discretionary functions• 13,000 employees with a Chief Executive

appointed by the State Government

• Annual Budget : US$226 million of which 60%is allocated for development



CHALLENGES IN SERVICE DELIVERY

• Underserved urban poor

• Absence of long term planning

• Citizen not involved in :

- determining needs- planning and setting priorities

- design and implementation

• Budgets not linked to priorities

• Lack of feedback surveys

• No performance management



CHALLENGES IN ECONOMIC EMPOWERMENT

• 25% of city population below poverty line

• No systematic approach to identify

urban poor

• Empowerment programs not necessarily

linked to job opportunities

• Trainees not coming out fully skilled

to secure jobs

• Absence of long term planning

• Budgets not linked to priorities• No performance management



STRATEGIC APPROACH TO IMPROVE SERVICESNIRANTARA - Continuous Improvement

• Owned, led and managed by politicaland administrative leaders

• Special institutional arrangement involvingpublic representation

• All services covered with priority to

urban poor• Implementation in a phased and

prioritized manner• Prioritized services linked to budget• Institutional arrangements involving

public representation• Contains principles of benchmarking

to measure performance• Taking a long term view• Prescribes minimum service standards



NIRANTARA IMPLEMENTATION

• Established and empowered SteeringCommittee and Working Group

• Secured commitment and resourcesthrough sensitisation programs

• Capacity building on the principles of

NIRANTARA • 10 services prioritized and 2 ranked for

immediate improvement : footpaths andtoilets

• Key activities included : - Study of existing service levels

- Design and implementation of a system tocapture citizen needs and priorities

- Determining service level requirementsbased on citizens’ needs

- Secure citizen feedback : post

implementation and after period of usage



NIRANTARA IN ACTION- FOOTPATHS

• Most of 2000 kms of footpaths not in

walkable condition

• Survey revealed 80% of the users were

urban poor

• Survey also reaffirmed the high priorityaccorded to footpaths

• Determined service level standards based

on user needs

• Service level standards were used todetermine engineering design and costing

• High quality project submission reduced

time taken to secure finances

• Achieved 93% user satisfaction levels



NIRANTARA IN ACTION

- COMMUNITY TOILETS

• No specific policy / dedicated budget toaddress the needs of the urban poor

• Ad hoc attempts did not deliver

accessible, affordable and sustainablesolutions

• NIRANTARA surveys revealed :

- significant social needs andenvironmental problems

- 80% of urban poor willing to pay



NIRANTARA IN ACTION- COMMUNITY TOILETS

• NIRANTARA service delivery policy in place

• Key features of policy include :- Planning, location and design on basis of

survey results

- Affordable pricing policy for urban poor- Implementation supported by dedicatedbudget

- Program to promote awareness on hygieneand public health

- Outsource maintenance with stipulatedservice level standards- Encourage corporate/ institutionalsponsorship

- Ensure regular feedback for continuousimprovement



STRATEGIC APPROACH TO

ECONOMIC EMPOWERMENT

• Recognised as a valuable resource forgenerating urban economic activity

• Identified women as priority group• Selection of programs based on skills

required by market• Design and components of the

program include :- vocational training- provision of tools of trade

- access to potential employers- promoting entrepreneurship- monetary assistance during training

• Monitoring quality of programs• Budgets to support long term approach



Economic Empowerment in action

- TAILORING

• Growing demand for skilled women

by the garment industry

• Tailoring is one of the 6 vocational

training programs• 300 training centers located in urban

poor habitats

• 4000 women gain professional

certification annually

• Survey results reveal :

- 60% fully employed

- 32% part-time work



ACHIEVEMENTS

• Institutionalised continuous improvement andbenchmarking within BMP – but work inprogress

• Organisational and attitudinal change of management and staff in delivery of services

• Citizen involvement in defining service levelstandards

• Participation of NGOs and urban poorrepresentatives in policy formulation anddecision-making



THE FUTURE DIRECTIONS

• Sustain the momentum of NIRANTARA

• Strengthen benchmarking practices

• Develop a “Poverty Reduction Strategy”(PRS) • The annual action plan from PRS linked to budget

• Adopt principles of NIRANTARA in other programs

• Share the NIRANTARA experience with other cities





Disclaimer

The views expressed in this Toolkit are the views of the authors and do not

necessarily reflect the views or policies of the Asian Development Bank (ADB) or Asian Development Bank Institute (ADBI), or their Board of Directors, or the governments they represent. ADB and ADBI do not guarantee the accuracy of the data included in this CD-ROM and accepts no responsibility for any consequences of their use. Terminology used may not necessarily be consistent with ADB official terms.

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Bangalore improvements BM II