Jamshedpur Utilities and Services Company Limited ... · one of the few private utilities in India. 1 Tata Steel (formerly the Tata Iron and Steel Company Limited— TISCO) is Asia’s

The Water and Sanitation Programis an international partnership forimproving water and sanitation sectorpolicies, practices, and capacities toserve poor people

June 2006

Field Note

Jamshedpur Utilities and Services Company Limited

Improving WSS Services throughPrivate Sector PartnershipsJamshedpur Utilities and Services Company Limited (JUSCO), a wholly owned subsidiary of Tata Steel,was set up in August 2003 to improve the quality of civic services in Jamshedpur. The intent has been to makeit a model town with world class facilities. This initiative of converting a cost-centric service into a commercialcustomer-oriented company is the first of its kind in India.

The purpose of setting up a separate utility was to provide integratedworld class utility services including water supply, power supply,waste management, and other allied civic services to the citizens.

Executive SummaryThe city of Jamshedpur in India has seen impressiveimprovements in utility services through the establishment ofa commercial and customer-oriented company, the JamshedpurUtilities and Services Company Limited (JUSCO).

Municipal services were provided in Jamshedpur by Tata Steel’sTown Division Unit which operated as a cost-center for over97 years. However, its operations were impacted by financialconstraints, limited human resources and lack of exposure tomodern technologies and processes that hampered the effectiveprovision of essential services like water supply and wastemanagement. The Town Division was under pressure to increaseits scale of operations given the rapid population growth in theperiphery of its service area. In order to address these issuesTata Steel signed a two-year technical partnership with VeoliaWater, an international water company. The tie-up sought toprovide management and technical consultancy to Tata Steel.

Tata Steel’s decision to corporatize the Town Division Unit enabledthe expansion and improvement of services, greater efficiency,and financial viability. Thus was created JUSCO, a wholly ownedsubsidiary of Tata Steel, on August 25, 2003. JUSCO was carvedout of the Town Division for improving the quality of civic servicesand for turning Jamshedpur into a model town with world classfacilities. A partnership between Tata Steel and JUSCO wasformalized through an agreement with clearly definedperformance standards. Under its agreement with Tata Steel,Veolia Water continued to support JUSCO through 2005.

The technical tie-up with Veolia, along with JUSCO’s ownimproved performance, enabled it to implement various measuresfor advancing the management of its services. These resultedin impressive service improvements and efficiency gains forJUSCO. Today, it is the only private operator in India that providescomprehensive municipal services to about 500,000 peoplein Jamshedpur.

This Field Note seeks to capture the initiative of converting acost-centric service into a commercial and customer-orientedcompany. Based on its successful home operations, the privateoperator is also exploring options for expanding its expertisebeyond its own operating areas to other interested towns andcities, while continuously improving services in Jamshedpur.

2

BackgroundJamshedpur is located in the EastSinghbhum district of Jharkhand onthe Chota Nagpur plateau and issurrounded by the Dalma Hills and therivers Subarnarekha and Kharkhai.Home to the first private iron andsteel company in India, Jamshedpuror the ‘Steel City’ spans an area of64 square kilometers.1 The city, initiallyknown as Sakchi, was later namedJamshedpur in 1919 by LordChelmsford in honor of its founder thelate Jamshetji Nusserwanji Tata.2

The areas surrounding Jamshedpur,including Jamadoba, Noamundi andWest Bokaro, are rich in minerals suchas iron ore, coal, manganese and lime.

Jamshedpur is a modern industrial city,with the main industries being iron andsteel, truck manufacturing, tinplateproduction, cement, and other smalland medium scale industries revolvingaround these products. The city has atotal population of approximately700,000 people. Currently all civicamenities are provided by differentsubsidiaries of Tata Steel. JamshedpurUtilities and Services Company Limited(JUSCO), established in August 2003,provides under one roof integratedutility services including water, power,sewerage, drainage, and solid wastemanagement—the first and perhapsone of the few private utilities in India.

1 Tata Steel (formerly the Tata Iron and Steel Company Limited—TISCO) is Asia’s first and India’s largest integrated private sectorsteel company. Envisioned by Jamsetji Nusserwanji Tata andestablished in 1907 in the city of Sakchi, Tata Steel is today a4 million ton steel giant.2 Jamsetji Nusserwanji Tata (March 3, 1839-May 19, 1904) wasa Parsi Zoroastrian pioneer in the field of modern industry. Hewas born in Navsari, Gujarat, India, and founded what wouldlater become the Tata Group of Companies. Jamsetji Tata isgenerally regarded as the ‘father of Indian industry’.

Jamshedpur Utilities and ServicesCompany Limited:Improving WSS Services throughPrivate Sector Partnerships

3

Organization ofService Delivery:Pre-JUSCO daysAs a major industrial base of Tata Steel,Jamshedpur has received unique andsubstantive support from the industrialgiant that has an excellent social ethos,under its overall corporate strategy.Municipal services in the city werebeing provided by Tata Steel’s TownDivision unit for over 97 years. TheTown Division had been consistentlyproviding all essential services includingwater supply and waste management.It faced financial constraints and wasreportedly incurring a deficit of aroundRs 40 crore (US$8.7 million) everyyear in operating various municipalservices that were consideredobligatory duties. The Division alsosuffered from limited exposure tomodern world class technologies andprocesses. Though routine maintenancework was undertaken based onavailable drawings and knowledge, theDivision maintained a decent level ofcustomer satisfaction. Even thoughservice delivery remained a non-corebusiness area of Tata Steel since itran the Division as a cost-center, thequality of potable water produced andsupplied by the Town Division wasconsistent and good.

The 1990s in Jamshedpur saw a rapidpopulation growth in the peripheryof Tata Steel command areas as wellas in private areas. Most of theseareas were being provided with waterthrough handpumps and deepborewells which was leading to alowering water table and poor water

quality. As a result, the demand forservices in Jamshedpur wasgradually on the rise and there wasan additional pressure on the TownDivision to expand its domain ofoperations and enhance the quality ofservices provided.

Creation of aSeparate Utilityand SupportingInstitutionalArrangementsTo address these issues, meet thegrowing challenges of an expanding city,and further improve service delivery,Tata Steel envisaged a corporatizationmodel that combined improvedservices with financial viability. JUSCO

3 Jamshedpur has the status of a Notified Area Committeewhich is a unit of municipal administration in urban areas in thestate of Jharkhand.4 JUSCO provides services to 500,000 people out of thetownship’s total population of 700,000 people. Though thecurrent coverage is at about 70 percent, it hopes to cover theentire population over the next couple of years.

was thus created in August 2003. Thepurpose of setting up a separate utilitywas to provide integrated world classutility services including water supply,power supply, waste management, andother allied civic services to the citizens.JUSCO was established to evolve intoa full-fledged utilities provider, whosegamut of services would also includethe supply of power in addition toother services, to the entire townshipunder the Jamshedpur Notified AreaCommittee.3 Today, it is the only privateoperator in the country that providescomprehensive municipal services toapproximately 500,000 people in thetownship.4 The initiative of converting an

New River Pump House.

JUSCO was carved out of Tata Steel’s Town Division, with the objectiveof providing ‘Quality Services for Life’ and improving the quality of civicservices in Jamshedpur.

4

obligatory service into a commercialcustomer-oriented company to providemunicipal services with a high degreeof user satisfaction is also the first ofits kind in the country.

JUSCO is a wholly owned subsidiaryof Tata Steel and was created onAugust 25, 2003, under the CompaniesAct 1956, with the objective ofproviding ‘Quality Services for Life’. Itwas carved out of Tata Steel’s TownDivision and spun off as a separatecompany with the mandate ofimproving the quality of civic servicesin Jamshedpur and turning it into amodel town with world class facilities.A partnership between Tata Steel andJUSCO formalized this relationshipthrough an agreement with clearlydefined performance standards.

The initial three-year agreementcomprised periodic half-yearlyreviews and an extension of theagreement period.

As part of this mandate, JUSCOhas its vision set for the year 2008as the preferred provider of civic andallied services, and a national leaderin the water and sanitation business.Guided by Tata Values, it willcontinuously strive to delightcustomers through a team of happyand empowered employees. Today,JUSCO serves as a one-stop shopand provides various civic servicesin Jamshedpur that include water andwastewater services, constructionservices, management of municipalsolid waste, power services, andintegrated facility management.

Managementof Water andSanitation/SewerageServicesJUSCO provides ‘river-to-river’ waterand wastewater management inJamshedpur, including treated rawwater to meet World HealthOrganization (WHO) drinking waterguidelines, as well as the discharge oftreated effluent back into the rivers5

to meet international effluent qualitystandards. It operates over a servicearea of 64 square kilometers andserves a 500,000 population base,with 40,000 water connections.Approximately 20,000 connectionsserve Tata Steel employees andthe balance serve other residents ofthe city. Raw water is extracted fromsurface water sources, primarily theRivers Subarnarekha and Kharkhai and,in an emergency, from its own stand-byreservoir at Dimna.6 The volume ofwater treated is 55 million gallonsper day (MGD), distributed througha network system of 500 kilometersand seven overhead water towers,

5 While JUSCO provides 99 million liters a day (MLD) of raw water and72 MLD of clarified water to industrial connections, its potable waterproduction includes 29 MLD to industrial connections, 19 MLD tocommercial connections, and 120 MLD to domestic connections.Two pumping stations produce water: the New River Pump House(set up 20 years ago) produces clarified water for industrial use; theOld River Pump House (set up in 1932, with many upgradationsthereafter) produces clarified water and raw water for industrial use andfor the Town water works from where potable water is supplied toJUSCO customers via water treatment plants. The Old River PumpHouse has a raw water pumping capacity of 342 MLD and a clarifiedwater pumping capacity of 136 MLD. The Town works has a watertreatment plant that was first commissioned in 1921 with an 11 MLDcapacity and was upgraded subsequently many times. It has a potablewater production capacity of 168 MLD, with potable water qualityconforming to Bureau of Indian Standards (BIS) and WHO norms.6 The Dimna Reservoir has a capacity of 34,000 million liters (ML).

JUSCO’s water works.


5

with a per capita supply of 250 litersper day.7 To ensure quality waterservices, a continuous monitoringof free chlorine from taps and collectionof 5,000 samples is conducted everyyear. While potable water is suppliedprimarily to Tata Steel employeeconnections, non-Tata Steel employees8

and industries, industrial water issupplied to the Tata Group companiesand non-Tata Group companies.9

Two sewerage treatment plants with10 pumping stations of 65 millionliters a day (MLD) combined capacityreceive and treat effluent through anetwork of 550 kilometers.10 WhileTata Steel employees are providedwater for free, other citizens pay a flatfee of Rs 120 (US$3) per monthfor water.11 In some areas wherecontinuous water supply is beingprovided, customers pay betweenRs 1,000-Rs1,200 (US$22-27) on amonthly basis as the water fee forreceiving improved and continuouswater supply services. These compriseapproximately 350 customerconnections that are found in theDistrict Metering Area (DMA) zone inthe Circuit House area.

JUSCO has successfully demonstratedthat provision of water services to the

7 Seven water towers, spread across the town, supply water toJamshedpur through a 500-kilometer water network spreadacross 40 square kilometers. The water towers have a totalcapacity of 46 ML; they are: Tatanagar/Burmamines WT, KadmaWT, Sakchi WT, Central WT, Sidhgora WT, and Sonari WT.8 The non-Tata steel customers include markets, bagan(garden) areas, government, and subleased areas.9 The Tata Group companies include Tata Steel, Tata Power,Tata Cummins, Tata Motors and the non-Tata companiesinclude BOC and Timken.10 The sewerage treatment plant consists of two separate unitswith a combined treatment capacity of 65 MLD and is basedon the Conventional ASP and Extended Aeration process. Thetreated effluent quality is claimed to exceed the requirementsof Pollution Control Board norms.11 JUSCO does not charge for the water that is provided to TataSteel, on the understanding that all deficits in costs of operationand maintenance are covered by Tata Steel.

economically backward classes ispossible by a private water utility.For years Tata Steel’s Town Division,(now JUSCO) provided goodquality and free drinking water to thepoor through 550 public standpostslocated across the city. Besides publicstandposts, poor people have alsobeen provided free water servicesthrough borewells and handpumps.For this purpose, JUSCO has installed,commissioned and now maintainsabout 70 borewells with submersiblepumpsets and more than 200handpumps in various slum areasof the city.

To further improve the quality of waterservices, JUSCO has also undertaken aunique initiative through the Citizen-Corporate Partnership. The partnership,built through several engagementprocesses between the company and

citizens, is based on a cost-sharingmodel for infrastructure developedfor providing piped water services topoor people. To ensure reliable andquality piped water services to poorpeople, JUSCO at its own cost hasdeveloped necessary infrastructurefor raw water intake, enhancedproduction capacity of the watertreatment plant and rehabilitation workof the water distribution network.The initiative, which has been in placefor the last two years, has providedfor 4,000 new water connectionsto poor people, covering a 22,000population. Today, these customershave a reliable service and are willinglypaying a nominal tariff for using it.JUSCO is now replicating theCitizen-Corporate Partnership modelin other identified slum pocketsacross the city.

Booster pumps at the water works.

Planningfor Transitionto ImprovedWater ServicesAs part of its vision, JUSCO isconstantly improving water andwastewater services through variousperformance improvement measures,some of which have included:

• The establishment of ISO 9001 and14001 standards.

organizational restructuring andhuman resource planning.

This has meant that the companyhas had to invest significant capital innew equipment, technology upgradesfor underground asset management,modern metering facilities, andonline process monitoring equipmentfor the technology being used.

The operator has also implementeda remarkable round-the-clock customercomplaints center with specificservice standard guarantees. As seenin Figure 1, all of these efforts haveresulted in improvements not just inwater supply coverage levels, but alsoin the daily hours of availability of water.

All capital expenditures for JUSCO’stransformation have been routedthrough Tata Steel funds. Investmentproposals for performanceimprovement measures have had togo through a financial analysis andonly proposals that satisfied conditionswere put up for approval. A studygroup of experts from variousdisciplines studied these proposalsand analyzed the technical, financial,environmental, and regulatory aspectsof the investment proposals. Besidescapital expenditure, the operation andmaintenance costs for JUSCO’soperations are met from Tata Steelfunds, apart from its own internalrevenues. However, the intention isto make JUSCO a commercial andrevenue-generating unit that couldbecome a financially sustainableand viable operating unit. Theagreement between JUSCO andTata Steel stipulates that the parentcompany will provide all necessary

Tata Steel signed an agreement with Veolia Water to provide managementand technical consultancy for improving efficiency in the delivery ofWSS services.

6

Source: JUSCO. January 2006.

Figure I: Coverage and availability of water supply servicesin JUSCO

Water Availablity24

18

12

6 5.0

0

hour

s/da

y

2.0 2.5

10.0

5.68.0

1.5

Del

hi

Che

nnai

Ahm

edab

ad

Ban

galo

re

Cha

ndig

arh

Indi

an a

vg.

Jam

shed

pur

Dev

elop

edna

tions

avg

.

Mum

bai

24

Water Services—Coverage

%

6164

6771

FY 0

2

FY 0

3

FY 0

4

FY 0

5

FY 0

6til

l Q

3

40

50

60

70

80

90

100

66

4

• The implementation of TotalProductive Maintenance (TPM) forefficiency improvements in thedelivery of WSS services.

• A technical tie-up with Veolia Waterin 2003 for improving themanagement of drinking watersupply and wastewater services.

• The implementation of a GISfor an improved distributionnetwork management.

• The introduction of moderntechnology combined with


7

support in the initial years, until thenecessary infrastructure, resources,and operations are ready to makeJUSCO self-sustainable.

Technical Tie-ups

To improve the management of drinkingwater supply and wastewater servicesand its own economic performance, TataSteel signed a two-year partnershipagreement with Veolia Water12 in July2003. The objectives of the tie-up werethat Veolia Water would providemanagement and technical consultancyin order to improve service efficiency,optimize the efficiency of the drinkingwater supply system, help Tata Steelreduce its service operation deficit, anddefine a customer management policy.Accordingly, Veolia Water helped TataSteel (and later JUSCO, after it wascreated in 2003) in a number of waysthat included the installation of meters,analysis of the water network operation,upgradation of laboratory technology foranalyzing drinking water and wastewatersamples, provision of advice andassistance on the development of anefficient customer management system,setting up a GIS, and training sessionsfor staff on subjects such as jar tests,leakage detection, hygiene and safety.It also provided project managementand supplied modern operatingequipment, including gas detectors,electronic metal detectors, andlaboratory apparatus. The tie-up alsoassisted in setting up and training twoleakage detection teams since waterlosses of 27 percent were found in thesupply network during the first year ofthe agreement.

Unaccounted-for-WaterManagement and Metering

JUSCO is undertaking an Unaccounted-for-Water (UFW) monitoring programthrough systematic electromagneticbulk metering at various points of itsdistribution network. As part of itsstrategy, the company has undertakenmetering of the inlet connections ofthe system, bulk consumers, industrialconnections as well as the key outletsof the system. These bulk metersare periodically read and the datadownloaded for analysis. The dataalso form the basis for calculationof UFW in the water treatment plant,rising mains and distribution system,which is then monitored regularly tokeep UFW under control.

The bulk metering program has beenundertaken by JUSCO in two phasesat an estimated cost of Rs 3.75 crore(approximately US$0.8 million), where

Phase I involved (over 13 months)the installation of 41 bulk meters atthe supply end and up to watertreatment including metering of all inletsand outlets at the River Pump Housefor raw and clarified water, inlets andoutlets at the water treatment plant,branches from the rising mains andof the tower inlets. Phase II involvedthe installation of 89 bulk meters overeight months including metering thereservoir outlets (distribution mains)and the connections to the otherassociated companies.

The exercise has helped JUSCO analyzeand understand the factors that affectUFW. Once bulk meters were put inplace, the various components andcauses of UFW were estimated andanalyzed. Leakage was identified as amajor component of UFW and, as aresult, the analysis included breaking upthe rising mains into smaller sections for

Water conservation tips displayed at various locations in the city.

12 An international water services company.

The operator has also implemented a remarkable round-the-clockcustomer complaints center with specific service standard guarantees.

8

ease of analysis, installing insertionprobes (portable type electromagneticmeters) at strategic points in the risingmains, monitoring readings of insertionprobes, and then analyzing data tofurther identify and understandwhere the losses were taking placein the system.

Constant monitoring of JUSCO’s risingmains through electromagnetic bulkmeters indicated that major lossesexisted in the system. To identify theprecise location of these losses, certainsections were prioritized and surveyedfor any visible leakages and unknownconnections. Once these leaks werevisible, the exact location of thepipelines was identified with the help ofElectronic Pipe Locators and theGround Penetrating Radar. Theseleakages were then immediatelyrepaired. The company also undertooka meticulous survey program of therising mains for illegal and unknownconnections and also sought to

regularize these. As a result of thissurvey, many unknown connectionswere found in different rising mains.These connections were immediatelymetered or relocated after whichJUSCO constantly monitored thesystem. As seen in Figure 2, JUSCO’sloss control and management effortshave resulted in a reduction of UFWin the rising mains and the industrialwater network.

The drive to constantly reduce UFWlevels followed JUSCO’s realizationthat every kiloliter (KL) of water lostresults in huge revenue losses for thecompany. Given that the total potablewater production is 180 MLD, evena 1 percent reduction in UFW perday amounts to a saving of 1,800 KLper day, which translates to a savingof Rs 4.25 lakh (US$9,444) permonth.13 This ‘saved’ water could

then be redistributed to serviceareas that are not receiving adequatewater supply. JUSCO is nowworking on a plan to implementcustomer meters for all its 40,000household connections.

Setting up a DistrictMetering Area

Besides rigorous monitoring of UFWand installation of electromagneticbulk meters at all points of thedistribution and network system,JUSCO has also implemented theconcept of a District Metering Area(DMA) in certain pockets of the systemto provide continuous water supply.The principle is based on themeasurement and monitoringof total flows into a pre-defined areathat has a metered source of waterand hydraulically closed boundaries,where the area must be ‘segregated’from the network through theoperation of valves to ensure thatmetered supplies are the only

13 This is calculated as water saved per month being 54,000 KLat a cost of Rs 7.90 (US$0.18) per KL.

Figure 2: Unaccounted-for-Water levels in JUSCO


Water Operations—UFW (Potable Water)

Raw Clarified

FY 04 FY 05 FY 06 till Q3

Water Operations—UFW (Industrial Water)

37.0

29.0

5.7

35.0

23.0

9.4

40

30

20

10

0

%%

WTP

FY 06 till Q3

30

24

18

12

0

6

Rising Mains

9.66.4

12.110.1

23.0

6.3

FY 05FY 04


9

water source. JUSCO has createdone DMA zone with continuouswater supply in an area that spansover 1.83 square kilometers andserves 350 households and thenetwork in the DMA is over 75 yearsold. This area is constantly monitoredto check if the pressure and leakagelevels through continuous watersupply are at the optimum. JUSCOreports that there have been nocustomer complaints of water scarcityand poor pressure in the area sincethe implementation of the DMA.

It took JUSCO approximately sixmonths to design and implementthe DMA. The area mostly compriseshigh-end consumers who payRs 1,000-Rs 1,200 (US$22-US$27)a month for continuous supply of safedrinking water.

GIS Mapping

JUSCO has also set up a GIS forestablishing detailed knowledge ofits underground assets that wouldalso eventually enable the efficientoperation of the network and helpcontrol water loss levels. The GIS hashelped JUSCO establish the assetdatabase and enables it in planningfuture network rehabilitations andexpansions, besides helping inmodeling for analyzing low waterpressure. The GIS technology alsohelps JUSCO in improving preventivemaintenance and planning for capitalinvestments. The system is linkedto the complaint resolution system sothat once a complaint is made, it helpsin identifying the source of the problemand the exact details of the networkthat are causing the problem in service.

• Zero accidents and enhance employee morale.• Zero breakdowns/interruptions to increase production and productivity.• Zero customer complaint through enhancing service levels.• Hundred percent conformance to quality norms.

Table 1: Total Productivity Maintenance Objectives set upby JUSCO

• Keep the plant clean.• Stop water leakages, spillage of lubricants, chemicals.• Increase availability of equipment.• Follow safety rules.• Follow procedures and work instructions.• Eliminate hard-to-access areas.• Maintain clarified water quality within 15 Nephelometer Turbidity Units.

• Reduce chemical costs.

Table 2: Total Productivity Maintenance Objectives for‘Kargil’ Circle


Total ProductiveMaintenance andComputerized MaintenanceManagement System

JUSCO has adopted the TPM principle,a manufacturing-led initiative thatemphasizes the importance of peoplein operating technology and is a ‘cando’ and ‘continuous improvement’philosophy demonstrating theimportance of production andmaintenance staff working together.TPM is a unique Japanese system,which has been developed basedon productive maintenance conceptsand methodologies, a technique thatlooks at categorizing maintenance ascorrective maintenance, preventivemaintenance, predictive maintenance,

and detective maintenance. Currently,the technique is carried out by all staffthrough small group activities.Implemented since December 2004,the initiative targeted the involvementof the lower level staff in maximizingwater production so that they felt asense of ownership of the machinerythat they worked with.

The TPM principle divides the entireservice operating area into smallerareas of operation, called Circles. EachCircle has its own specific objectives(Table 1) based on an analysis of itsshortcomings and problem areas. Forinstance, one of the Circles—named‘Kargil’—specified its objectives forimproving its operational efficiencies(detailed in Table 2).


JUSCO is also undertaking a monthly benchmarking exercise of its ownoperational performance for the water services that it provides. Thesebenchmarks include employee productivities achieved in terms of water andsewage treated per employee.

10

Based on these objectives, specificactions are taken so that the Circlesuccessfully meets its specifiedperformance targets. These targetsare monitored continuously on amonthly basis to understand the impactof the actions and whether anyimprovements are being realized as aresult of these interventions. Besidesconstant monitoring of machineryperformance standards, the TPMinitiative also stresses the importanceof recording the status of themachinery prior to and after specificactions are undertaken for improving

plant machinery. For instance, someinitiatives undertaken in the ‘Kargil’Circle for bringing about improvementsin machinery efficiency includedmonitoring the availability and efficiencyof pumps on a monthly basis andcomparing efficiency levels to theprevious year’s achievements,undertaking various measures forimproving efficiency of pumps likestopping spillage and leakages,constant repairing of pumps to arrestwear and tear, and so on. A monthlymonitoring of these efficiency levels andperformance targets helped the ‘Kargil’

Circle further improve the efficiency ofpumps and other machinery.

Whether these improvement initiativesare having an impact on the overalloperations of water services is alsobeing monitored by JUSCO on aperiodic basis through productivitybenchmarks. These benchmarksinclude employee productivitiesachieved for water and sewagetreatment by looking at the quantity ofwater and sewage treated peremployee. These indicators are alsocompared with international benchmarkstandards so as to further driveperformance improvements to reachinternational benchmarks.14

Besides TPM, the ComputerizedMaintenance Management Systemensures efficient management of dailytasks and resource allocation whilerecording the experience of maintenancetechnicians on a day-to-day basis. Thesystem also helps capture and analyzedata through work order modules aswell as monitor asset condition andserviceability through EquipmentModules. The initiative helps in inventorycontrol, equipment management andwork order details, and to keep a tightercontrol over work obligations of variousvendors that JUSCO engages with.

Benchmarking OwnOperational Performance

JUSCO is also undertaking a monthlybenchmarking exercise of its ownoperational performance for the waterservices that it provides. This is being

One of the seven water towers in the city.

14 These benchmarks were adopted from the QualserveBenchmarking Program—a joint program of the American WaterWorks Association (AWWA) and the World Economic Forum(WEF)—on benchmarking 202 American water utilities.


11

undertaken through the BalanceScorecard that helps JUSCO monitorits performance on four aspects, that is,financial aspects, service deliveryaspects for the customer, internalbusiness processes, and communityconcerns. Each aspect is definedthrough an objective that is to be

achieved on a yearly basis as part of abusiness operating unit, with specificindicators or strategic measure areasthat are to be monitored to bring aboutperformance improvements within theoperating practices of JUSCO. Eachindicator or benchmark is monitoredagainst the previous year’s data and

also against target levels that areset by JUSCO on a yearly basis. Thedata are published and are commonknowledge to the consumer as well.Details of the Balance Scorecard alongwith the specific measures to introduceoperational and commercial efficienciesare given in Table 3.

Table 3: Details on JUSCO’s Balance Scorecard

Perspective Business Unit Objective Strategic Measure Unit

Financial Maximize revenue generationfrom water supply withinJamshedpur service area

Revenue from potable water in command area

Revenue from other businesses

Revenue from potable water in bagan area

Revenue from clarified water

Revenue from raw water

Rs lakhsa

Rs lakhs

Rs lakhs

Rs lakhs

Rs lakhs

Improve quality and speedin service levels

Customer-related servicedelivery

Customer Satisfaction Index

Complaints related to water supply andsewerage services

Repeat complaints (water supply andsewerage)

Compliance within time (water supplyand sewerage)

Potable water quality at customer’s tap(free chlorine content = 0.2 mg/l)

Potable water quality at customer’s tap(bacteriological [coliform] content<2.2 MPN/100 ml)b

%

% water & sewerageconnections

% of total complaints

% of total complaints

% conformance

% conformance

Modernize and upgrade potablewater distribution networkand ensure equitable potablewater supply

Maximize/expand potable waterservice coverage in Jamshedpur

Service availability water supply

Number of 24x7 customers

UFW (distribution network)

Leakage pipe breaks/pipe bursts

Water supply service coverage

New customers (includes regularization)

Sewerage service coverage

Hours per day

Numbers

%

Breaks/km/year

% of population

Numbers

% of populationEnsure 100% sewage collectionand treatment in Jamshedpur

Notes: (a) 10 lakh = 1 million; (b) MPN stands for ‘Most Probable Number’ of coliform bacteria. Continued on next page

12

To meet international standards, and specific water quality tests,JUSCO also conducts regular surveys on water quality and customersatisfaction to bring about customer focused improvementsin service delivery.

Pump availability (overall)

Drawn from Dimna

Potable water production

Raw water production

Clarified water production

Sewerage blockages

Sewage treated

SPC potable watera

SPC raw water

SPC clarified water

SPC Bara Sewerage Treatment Plant

SPC Kharkhai Sewerage Treatment Plant

Power costs

Expenditure on capital

Processing of contractor’s bills

Chemical cost at Water Treatment Plant

Chemical cost at River Pump House

UFW (rising mains)

UFW (raw water to associated companies)

UFW (clarified water)

Number of reportable accidents

Employee skill enhancement

Personal Development Plan complianced

Small Group Activities (Total ProductiveMaintenance Circles) involvement

Circles solved

Knowledge Management Index

Knowledge ManagementSub-community Index

Suggestions accepted

Suggestions implementation

Savings from suggestion implementation

Implement rain water harvesting projects

%

MLD (annual average)




Blockage/km/year


MWh/MLb

MWh/ML

MWh/ML

MWh/ML

MWh/ML

% of operating costs

% of approved expenses

% processed w/i 15 days

Rs/MLc

Rs/ML

%

%

%

Numbers

%

%

%

Numbers/Circle/quarter

Index/Officer

KnowledgeManagement Index

No/employee/year

No/employee/year

Rs/employee

Number of locations

Modernize and upgradeoperating facilities for sustenance(water production and sewagetreatment)

Develop skills to provideemployees with saleable skills

InternalBusinessProcesses

Conserve water resourcesin community

Community

Perspective Business Unit Objective Strategic Measure Unit

Improve operation andmaintenance efficiencies andpractices with optimized cost

Notes: (a) SPC stands for Specific Power Consumption; (b) MWh/ML stands for million watt hour per million liter; (c) Rs/ML stands for rupees per million liter;(d) Personal Development Plan refers to training programs undertaken for staff to address and improve their functional and management gaps.Source: JUSCO. January 2006.


13

Table 4: Categorization of the various water quality sampletests undertaken by JUSCO


Sample Type Prior to 2004 2004 Onwards

Bacteriological samples 3,500 5,650

Chlorine analysis 3,500 11,500

Chemical analysis (water) 1,000 3,000

Chemical analysis (sewage) 700 1,600

Service Standard Monitoring

JUSCO’s water managementservices are ISO:9001-2000 certified.To ensure that water quality is upto the mark, the company analyzesover 5,000 samples every yearfrom customer taps, storage tanks,treatment works, and water tankers(Table 4) to ensure consistent waterquality that conforms to the Bureauof Indian Standards and World HealthOrganization guidelines. Some ofthe water quality indicators that aremonitored include Biological OxygenDemand, turbidity, pH, TotalSuspended Solids, Total DissolvedSolids, alkalinity, hardness, chloride,iron, calcium, magnesium, sulphate,flouride, ammonia, nitrate, nitrite,Dissolved Oxygen, arsenic, cadmium,cyanide, E. Coli, fecal coliform andChemical Oxygen Demand. Asdemonstrated in Figure 3, therehas been a continuous improvementin water quality and, currently, more than95 percent of the potable watersamples tested for free chlorine andbacteriological quality conform to thestandard norms.

Besides specific water quality tests,JUSCO also conducts regularcustomer satisfaction surveys tobring about customer focusedimprovements in service delivery.JUSCO has so far conducted threesample surveys. The specific areasof service satisfaction are thenmonitored by comparing performancestandards from international andnational best practice utilities so asto drive and trigger performanceimprovements within JUSCO to meetthese best practice standards.

Figure 3: Water quality standards

Potable Water: Free Chlorine

(BIS Norm—95% samples free chlorine 0.2 ppm)

Potable Water: Bacteriological Quality

(BIS Norm—95% samples conforming to standard)

% s

ampl

es(M

PN

of c

olifo

rm/1

00 m

l <2.

2)

100

90

80

70

60

50

93 9395.6



71

86

97.4100

90

70

80

50% s

ampl

es (f

ree

chlo

rine

0.2

ppm

)

60


14

Table 5: Categorization of water management complaints by JUSCO Sahyog Kendra

Service Category Sub-category Complaint Area Job Code

Water Management Water Management Jobs Plumbing outside the house WPW01

Contamination of water WPW02

Water scarcity WPW03

Pipe leakage outside the house WPW04

Pipe burst outside the house WPW05

Masonry work outside the house WPW06

Sewer obstruction outside the house WPW07

Repairs to drains behind the house WPW08

Repairs to manhole WPW09

Overflow from overhead tank WPW10

Inlet pipe leakage coming from outside WPW11the house

Cleaning of overhead tank WPW12

For instance, an area where customerfeedback is received is inadequatewater supply or customerdissatisfaction with the duration ofwater supply. In such a case, feedbackis sought on the areas of dissatisfactionwith water supply services.Simultaneously JUSCO also identifiesthe related process that could beimpacting the water service network,and hence services, including the waterdistribution network, the managementof water service delivery, andinfrastructure refurbishments. Each ofthese identified related processes arethen looked into and the performanceof each process is monitored through‘in-process’ indicators like UFW, pipebreaks, and compliance to plans orthrough ‘end process’ indicators suchas daily hours of water supply, per

Source: JUSCO Sahyog Kendra. January 2006.

capita water consumption, andproportion of investments in operatingrevenues. These ‘in-process’ and‘end-process’ indicators are thencompared to similar nationalbenchmarks to see where JUSCOstands, so that constant operationalimprovements can be undertaken forbettering these benchmarks.

A Best Practice Example onCustomer Grievance Service

JUSCO also set up an effective round-the-clock complaint resolution cell inNovember 2004 for effectivelyaddressing the grievances of its500,000 customers. Prior to theinitiative, customers had to lodgecomplaints through 15 differentcomplaint numbers to different unitsthat were responsible for the various

services being provided. This causeddissatisfaction among consumers ascomplaints were being redressed butwith varying response time and qualityof service response. JUSCO SahyogKendra (or JUSCO Assistance Center)was hence set up as a single windowcomplaint logging and follow-up systemthat would provide greater care to theresidents of Tata Steel’s service areawith the facility being available 24 hoursa day, seven days a week. Set up as aninterface between the customer and theservice provider, the initiative ensuresthat all requests are lodged, tracked,and monitored from a single point toenable the creation of a centralizeddatabase that provides facts andfigures about the service levels that arebeing provided by JUSCO, so thatservice deficiencies can be identified and

Besides the customer keeping a check on whether the complaints are beingredressed, JUSCO Sahyog Kendra has an effective monitoring system tounderstand the effectiveness of such a system and its compliance tospecific service standards.


15

service quality continuously improved.The entire operating area is divided intoseven customer complaint zones basedon the physical proximity of the deliverypoints.15 There is an efficient follow-upsystem for customers to check thestatus of their requests, with effectivetracking of customer feedback forcontinuous improvement of servicesand for improvements in response timefor redressing complaints.

A consumer makes a call to thecomplaint number—2146000—and isrequired to identify herself/himself by aphone number, a customer ID, and thelocation from where she/he is calling.The location is GIS mapped to any oneof the seven consumer complaintzones. Next the consumer lodges thecomplaint by specifying the details andthe particular complaint code as listedin the JUSCO Sahyog Kendra complaintbooklet.16 The complaint booklet listscomplaints according to eight differentservice categories classified as TownElectrical, Integrated Customer Service,Water Management, PlanningEngineering and Construction, PublicHealth, Fleet Management, Billing andCustomer Care, and Horticulture. Eachof these service categories are furthercategorized into respective areas ofwork. For instance, the servicecategory Town Electrical is furthersubcategorized into four categories—House Maintenance, Street Light,Meter in House, and Service andTransmissions—which then have

15 These complaint zones include Sonari, Kadma, Central,Bistupur, Sakchi, Sidhgora, and Burma Mines.16 The JUSCO Sahyog Kendra customer complaint bookletcontains a comprehensive listing of services/jobs that are beingprovided by JUSCO. It helps the consumer give the exact jobcode details while lodging her/his complaint.

A team of senior government and utility officials from Pakistan andBangladesh visited Jamshedpur in January 2006 to see the operations of thetown’s private water supply provider, JUSCO. This Field Note is based ontheir findings and experience gathered during the exposure visit.

Regional team’s visit to Jamshedpur

Water utility managers from cities in Bangladesh and Pakistan with WSP staff.

particular job codes for each area.The management of water services isalso similarly categorized, details ofwhich are found in Table 5 along withtheir respective job codes.

After the consumer has made acomplaint regarding a particularservice that she/he is dissatisfied with,the JUSCO Sahyog Kendra firstregisters the complaint in its centraldatabase, with a customer ID and thenature of the complaint as identified bythe relevant job code. It then puts in arequest for addressing the complaint

by categorizing the complaintaccording to the relevant departmentand sending it to the relevantdepartment for consideration. Ajob card is simultaneously printed atthe concerned zone and is sent tothe allocated employee/contractorfor complaint redressal. In case ofinfrastructure problems, thecomplaint resolution system isinked to the GIS mapping systemof JUSCO, which helps to pin downthe location specifics of the complaint.This helps in identifying the exactarea of concern and taking

corrective action to prevent theoccurrence of similar problems inthe future. Once the job is completed,the job card must be filled in bythe consumer indicating her/hissatisfaction with the actions taken toresolve the complaint. The job cardmust also be signed by the concernedemployee contractor before beinghanded back to the department/employee who was responsiblefor resolving the complaint. Theemployee/department regularlyupdates the database for the reviewat the Kendra.

16

Job Type Service Level Guarantee

Overflow from overhead tank 3 days

Drinking water scarcity 3 days

Inlet pipe leakage coming from outside the house 3 days

Pipe leakage/burst outside the house 3 days

Sullage water/wastewater/backside drain 15 days

Cleaning of overhead tank 3 days

Storm water/rain water/front side drain repair 15 days

Table 6: Service Level Guarantees for watermanagement services


In addition to the customer keepinga check on whether the complaintsare being redressed, JUSCO SahyogKendra has an effective monitoringprocess to understand the effectivenessof such a system and its complianceto specific service standards. Theunit randomly picks up about 100cards daily and calls the concernedcustomers to check if the problemwas addressed and whether thecustomer was satisfied with the actionthat was taken for addressing thecomplaint. Typically about 850complaints are registered on a dailybasis, and the time taken, in peakhours, to register a complaint isabout 90 seconds. Of the totalcomplaints received, about 85 percentare related to civil works and theremaining are engineering complaints.JUSCO Sahyog Kendra also hasa system for registering repeatcomplaints and recurrence ofalready addressed complaints.In such a case, a detailed analysisis undertaken of when the complaintwas initially addressed, what the

A unique feature about the working of complaint resolution under JUSCOSahyog Kendra is that, once the complaint is registered, the consumeris given a Service Level Guarantee that is the maximum time that therespective service department is expected to take to redress the complaint.


17

Table 7: Indicators for monitoring the complaint resolution system

Indicator Definition

SLG: Service Level Guarantee Maximum time that service departments expect to take to redress acomplaint. Also called expected compliance time

SLP: Service Level Performance Actual performance against SLG, called compliance within time

Number of complaints within SLG

Total number of complaints with defined SLG

SLE: Service Level Expectation Average time a customer can tolerate to get his complaint redressed

ATAT: Actual Turnaround Time Time taken by JUSCO service departments to resolve a particularcustomer complaint

CG: Capability Gap Inability of JUSCO services to promise a service level thatmatches customer expectationCapability Gap = SLG-SLE

SG: Service Gap Gap between ATAT and SLG, also called compliancebeyond timeService Gap = ATAT-SLG

QG: Quality Gap Sum total of capability gap and service gapQuality Gap = ATAT-SLE


SLP =

perceptions of the customer wereand why the complaint was notsatisfactorily addressed.

A unique feature about the workingof complaint resolution under JUSCOSahyog Kendra is that once thecomplaint is registered the consumeris given a Service Level Guarantee(SLG) that is the maximum time thatthe respective service departmentis expected to take to redressthe complaint.

In April 2005, 8 percent complaintslogged by the Kendra fell off thesystem since there was either nodefined SLG for some complaints orno review mechanism was instituted for

them. These SLGs are defined fora specific set of complaint redressalbeing undertaken by JUSCO SahyogKendra. SLGs for the water servicescomplaint redressals are indicated inTable 6.

The customer is also given acomplaint reference number to checkon the status of complaint redressal.Tata Steel employees can checkthe status of the complaint on thecompany’s intranet. Besides this, theunit also monitors the compliancetime within which customer complaintsare being solved. Once the SLGs areindicated on the job cards and in thedatabase system, JUSCO SahyogKendra also monitors Service Level

Performance which indicates theactual performance against SLG.This is also termed as compliancewithin time and is defined as the ratioof the number of complaints that wereresolved within the SLGs to the totalnumber of complaints with definedSLGs. Another means of monitoringwhether complaints are meeting theSLGs has been to track and monitorthe Service Gap which is the gapbetween Actual Turnaround Time, forexample, how long it took JUSCO toresolve the complaint and therespective SLG.

The unit also tries to estimate theService Level Expectation (SLE) whichindicates the average time a customer

18

Table 8: Monitoring complaints for water management services

Job Type Service Service Actual Capability Service QualityLevel Level Turn- Gap Gap GapGuarantee Expectation around (SLG- (ATAT- (ATAT-

Time SLE) SLG) SLE)

Overflow from overhead tank 3 days 1 day 3 days 2 days 0 days 2 days

Drinking water scarcity 3 days 1 day 6 days 2 days 3 days 5 days

Inlet pipe leakage coming from 3 days 1 day 4 days 2 days 1 day 3 daysoutside house

Pipe leakage/burst outside 3 days 1 day 5 days 2 days 2 days 4 daysthe house

Sullage water/wastewater/ 15 days 5 days 21 days 10 days 6 days 16 daysbackside drain

Cleaning of overhead tank 3 days 3 days 4 days 0 days 1 day 1 day

Storm water/rain water/frontside drain repair 15 days 5 days 16 days 10 days 1 day 11 days


tolerates the problem before it isredressed. Constant feedback from thecustomer, either from job cards or fromcustomer surveys undertaken byJUSCO periodically, helps estimate the

SLE. JUSCO Sahyog Kendra monitorsthis continuously by keeping track of theCapability Gap, which is defined as thedifference between the SLG and theSLE. The Capability Gap is a result of

the inability of JUSCO servicesto promise a service level thatmatches customer expectation.Finally, the unit also monitors theQuality Gap, which is the sum totalof Capability Gap and the ServiceGap and is the difference betweenActual Turnaround Time and SLE.This indicator is constantly reviewedand revised so that service levels canbe brought closer to customerexpectations. These indicators, asmonitored for water servicesoperations, are given in Table 8.

In fact, after receiving continuouscustomer feedback, and after reviewingand monitoring each of these serviceindicators, JUSCO has taken stringentmeasures. In many cases, SLGs havebeen revised to bring them closer tocustomer expectations. As seen inSource: JUSCO. January 2006.

Figure 4: Compliance of overhead tank overflow complaints

Compliance

JUSCO’s operations have demonstrated that the provision ofurban services needs to be looked at as a viable business activityand not merely as an obligation.

% w

ithin

80

100

60

40

20

0

66.4 70.5

96.788.083.6 86.9

96.5 97.4 95.0

Dec 05Nov 05Oct 05Sep 05Aug 05Jul 05Jun 05May 05Apr 05

TAT = 1 day TAT = 3 days


Figure 5: Compliance with customer complaints on water supply and sewerage services

19

Figure 4, after monitoring responsetime to resolving complaints onoverhead tank overflows, JUSCO hasnow amended its Actual TurnaroundTime from three days in the first threequarters of 2005, to the present levelof one day.

By closely monitoring the complaintsbeing registered for the services thatit provides to its customers, JUSCOis able to identify the operationalinefficiencies of many of its servicedepartments. For instance, for watermanagement services, 62 percentcomplaints in this fiscal for water


% (o

f tot

al c

ompl

aint

s)

61

7580

46

6170

7889 89

96 97

FY 06(Target)

FY 06(YTD)

Apr 05 May 05 Jun 05 Jul 05 Aug 05 Sep 05 Oct 05 Nov 05 Dec 05

1009080706050403020100

96

FY 05(Actual)

FY 05(Actual)

7.1

4.1

2.7

1.94 1.92

1.32% (o

f tot

al c

ompl

aint

s)

3.22.88

8

7

6

5

4

3

2

1

0FY 06

(Target)FY 06(YTD)

Apr 05 May 05 Jun 05 Jul 05 Aug 05 Sep 05 Oct 05 Nov 05 Dec 05

0

2.92.54

Figure 6: Repeat complaints for water supply and sewerage services

1.42

services were of the waterwastage type, of which 31 percentcomplaints were due to overflow.This has helped the companyfocus more strongly on measuresto reduce UFW. As a result ofconstant monitoring of servicestandards, JUSCO has improvedits services.

As seen in Figure 5, JUSCO’scompliance with the stipulated SLGfor water supply and sewerage hasincreased over the last two yearsand, in fact, in the current fiscal hassuperseded its own target level.

There has also been a fall in thenumber of repeat repair complaintsregistered with JUSCO Sahyog Kendra,as demonstrated in Figure 6.

ConclusionPerformance improvement measuresimplemented by JUSCO have resultedin impressive service delivery outcomesincluding increase in water servicescoverage, availability, reliability,efficiency, and customer orientation.

JUSCO’s operations havedemonstrated the benefits of treating

Compliance Within Time

Repeat Complaints

Water and Sanitation Program-South AsiaWorld Bank55 Lodi EstateNew Delhi 110 003India

Phone: (91-11) 24690488, 24690489Fax: (91-11) 24628250E-mail: [email protected] site: www.wsp.org

June 2006

WSP MISSIONTo help the poor gain sustained access toimproved water and sanitation services.

WSP FUNDING PARTNERSThe Governments of Australia, Austria,Belgium, Canada, Denmark, France, Ireland,Luxembourg, the Netherlands, Norway,Sweden, Switzerland, the United Kingdom,the United States; the United NationsDevelopment Programme, The World Bank,and the Bill and Melinda Gates Foundation.

AusAID provides WSP-SAprogrammatic support.

PREPARED BYPronita Chakrabarti Agrawal

ACKNOWLEDGMENTSThe author would like to acknowledgethe valuable peer review provided by:Khawaja M. Minnatullah, Masroor Ahmed,G.S. Basu, Sanjiv Paul, Catherine J. Revels,and Anup Wadhawan.

Photographs: Provided by JUSCOCreated by: Write MediaPrinted at: PS Press Services Pvt Ltd

The findings, interpretations, and conclusions expressed are entirely those of the author and should not be attributed in any manner toThe World Bank, to its affiliated organizations, or to members of its Board of Executive Directors or the companies they represent.

the provision of urban servicesas a viable commercial activity andnot merely as an obligation.This was enabled through theestablishment of a separateprofessional and focused groupin JUSCO with civic and alliedservices as its core business thatwas to deliver and manage municipalservices in Jamshedpur. However,JUSCO does not yet providecontinuous water supply in allareas of operation due to theabsence of customer meters and

consumption-based tariffs in mostof its service areas.

As a result of its commercializedoperations, JUSCO’s revenues forwater service operations haveincreased by more than 35 percentfrom Rs 15.5 crore (approximatelyUS$3.4 million) in fiscal 2005 toRs 21 crore (approximately US$4.6million) in fiscal 2006, and it isimplementing a program forimproved cost recovery andfinancial viability. Currently JUSCO’sparent company, Tata Steel,subsidizes any revenue shortfall dueto free provision of water to itsemployees and provides an operatingsubsidy to JUSCO until it achievesfinancial viability.

The experience in Jamshedpur isalready benefiting other cities andtowns in the region. Some of the studytour participants from Bangladeshand Pakistan (see Box on page 15)report that they are implementingcustomer service improvements basedon what they saw in Jamshedpur.Further, other government and semi-government bodies like the HaldiaDevelopment Authority along with thePublic Health Engineering Department,West Bengal, have recognized thebenefits of JUSCO’s initiatives and areexploring options for tying up withJUSCO to improve their own water andwastewater management.

ABOUT THE SERIES

WSP Field Notes describe andanalyze projects and activitiesin water and sanitation thatprovide lessons for sector leaders,administrators, and individualstackling the water and sanitationchallenges in urban and ruralareas. The criteria for selectionof stories included in this seriesare large-scale impact,demonstrable sustainability,good cost recovery, replicableconditions, and leadership. Thepurpose of this series is todocument and draw on thesuccessful private sectorexperiences being undertakenin the WSS sector in the region.

1. Is the format of this field note easy to read? � Yes � No

2. Is the field note a comfortable length to read? � Yes � No

3. If no, would you prefer � more details/data � less details/data

4. Do you find the information contained in this field note relevant to your work? � Yes � No

If yes, how would you use this information in your work? (Use extra sheets of paper if required)

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

What impact, if any, does this information have on:

•You: ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

•Your organization: ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

•Your colleagues: ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

What are the main lesson(s) you have learnt from the information contained in this field note?

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

Would you like to share any study/research similar to the information in this field note?

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

If no, give reasons why(Use extra sheets of paper if required)

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

Jamshedpur Utilities and Services Company Limited:Improving WSS Services through Private Sector Partnerships

FEEDBACK FORM

Water and Sanitation Program-South Asia

E-mail: [email protected] Web site: www.wsp.org

E 32 Agargaon, Sher-e-Bangla NagarDhaka 1207, BangladeshPhone: (880-2) 8159001-14Fax: (880-2) 8159029-30

20 A Shahrah-e-JamhuriatRamna 5, G-5/1Islamabad, PakistanPhone: (92-51) 2279641-46Fax: (92-51) 2826362

55 Lodi EstateNew Delhi 110 003, IndiaPhone: (91-11) 24690488-89Fax: (91-11) 24628250

5. Give up to three subjects/issues in the Water Supply and Sanitation sector that interest you and you would like toknow more about:

i) ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

ii) ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

iii) ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

6. Do you know anyone else who might benefit from receiving our publications?If yes, provide the following details (optional)

Name: ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

Designation: ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

Organization: ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

Address: ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

Phone Numbers: ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

E-mail: ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

Area of work: Government / NGO / Private Sector / Academia / Consultant / Bilateral Agency / Dev Bank / any other

7. Please provide your particulars:

Name: ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

Designation: ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

Organization: ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

Address: ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

Phone Numbers: ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

E-mail: ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

Area of work: Government / NGO / Private Sector / Academia / Consultant / Bilateral Agency / Dev Bank / any other

8. Indicate your area of interest:

� Water

� Sanitation

� Rural

� Urban

Documents

Jamshedpur Utilities and Services Company Limited ... · one of the few private utilities in India. 1 Tata Steel (formerly the Tata Iron and Steel Company Limited— TISCO) is Asia’s