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Urban InitiativesVolume 5

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National Institute of Urban Affairs

U November 2011

P E A R L Urban Initiatives, Vol. 5

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

PEER EXPERIENCE AND REFLECTIVE LEARNING (PEARL)

URBAN INITIATIVES Under

JNNURM Volume 5

Submitted To

Ministry of Urban Development

Government of India

Compiled By

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

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

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

www.niua.org

November 2011


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

PEER EXPERIENCE AND REFLECTIVE LEARNING (PEARL)

URBAN INITIATIVES

UNDER JNNURM

Volume 5

Team Members

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

Advisor

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


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

Preface The Jawaharlal Nehru National Urban Renewal Mission (JNNURM) launched in December 2005

focused on higher level of resources, paying management attention to 65 select cities across the

country. Six years since the launch of the Mission, JNNURM has taken a centre-stage in the

overall urban transformation process in the Mission cities. It has triggered the process of urban

renewal by improving urban governance, augmenting civic infrastructure and enhancing effective

delivery of basic services such as water supply, sewerage, drainage and solid waste

management. JNNURM has infused the much needed capital in addressing the deficiencies in

urban infrastructure creation.

As on 23rd June 2011, 533 projects at a total cost of Rs 60,544.73 Cr have been sanctioned

under the Urban Infrastructure & Governance, sub-mission of JNNURM. Out of the total 533

sanctioned projects, 110 projects have been physically completed. Till 23 June, 2011, 423

projects reported in various stages of implementation, with approximately Rs. 26,422.04 Crore

worth of physical works having been implemented. In terms of reforms, significant progress is

noted in state level reforms, where most of the commitments have been achieved. In the 7th

Year (2011-12), it is noted that about 64% of the State level reforms and 82% of the optional

reforms committed have been completed, as against the 6th Year Commitments. Therefore, it is

needless to say that JNNURM does not intend to limit itself to financing infrastructure, but has

taken substantial efforts collectively with State Governments and Urban Local Bodies to integrate

a number of other measures with the urban development process.

It is heartening to note that cities are eager to showcase their achievements, share and learn

from one another. In this context, PEARL has already documented four volumes of urban

initiative report, based on the urban initiatives carried out by mission cities. This is the fifth

volume of Urban Initiatives Report taken out on the eve of the anniversary celebrations for the

flagship programme year 2011. The documentation is expected to showcase the indispensable

work being carried out by cities to make them more livable and healthy for the future to come.

We are thankful to the Ministry of Urban Development for this opportunity of being the National

Coordinator for the PEARL Programme.

Let us all reaffirm our collective commitment to work towards making our cities economically

productive, efficient, equitable and responsive.

Prof. Chetan Vaidya Director NIUA


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

Acknowledgement

This fifth volume of the Urban Initiatives Report is prepared for Peer Experience and Reflective

Learning (PEARL) Project under the flagship programme on JNNURM. As most of the case

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

initiated by the Urban Local Bodies in the sixth year of JNNURM, this document stands as a

testimony accomplished by the programme.

The team would like to extend its sincere thanks to the Ministry of Urban Development for

extending their kind support and help to PEARL Project. We are grateful to Dr. Sudhir Krishna,

Secretary (Urban Development), for his guidance and constant supervision for the project.

Sincere acknowledgments are also due to Ms. Nisha Singh, Joint Secretary & Mission Director,

JNNURM, Ministry of Urban Development, for her valuable inputs, guidance and cooperation in

making the project a success.

We would like to express our special gratitude and thanks to the Contributors, for providing

necessary information and data. Without their assistance and cooperation throughout the

assignment this report would not be possible. Therefore acknowledgements are due to: Mr.

Prashant A. Pandya, Dr. Renu Khosla, Mr. Narinder Nayar, Col. Sunil Saberwal, Sh. M.T.

Krishna Babu, Mr. R.A. Rajeev, Dr. Debjani Ghosh, Dr. Rajesh Chandra,Mr. Naimur Rahman,

Mr. Raj Shekhar, Shri. Mahesh Gohel, Shri Ketan Dave, Shri Praful M Suva, Shri. Manish Kumar

and the Commissioner Municipal Reform Cell, Karnataka State Government.

I would like to acknowledge the hard work and efforts put in by Ms. Nilanjana Dasgupta Sur for

compiling, editing, layout and graphic designing of the entire report. My thanks and appreciations

also go to my colleagues, who had been instrumental in providing services for the successful

completion of the report specially Ms. Poornima Singh and Ms. Indu Senan. The entire work was

immensely benefitted by the guidance and strategic support provided by Prof. Chetan Vaidya,

Director NIUA.

Prof. V. K. Dhar PEARL Project Coordinator


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

List of Abbreviations A M C Ahmedabad Municipal Corporation A N N Agra Nagar Nigam A S I Archaeological Survey of India B M C Bhavnagar Municipal Corporation B O D Biochemical Oxygen Demand B R T S Bus Rapid Transit System C A Cities Alliance C A G Citizens Action Group C A P Centre for Action and Participatory planning C A P Crosscutting Agra Programme C M A G City Managers Association Gujarat C M S Content Management System C S I Computer Society of India C S U P Citywide Slum Upgrading Project C U R E Centre for Urban and Regional Excellence C V S Concurrent Versions System D C B Development Credit Bank D E W A T S Decentralized Waste Water Treatment System D U D A District Urban Development Agency E C Empowered Committee G D P Gross Domestic Product 37 G H M C Greater Hyderabad Municipal Corporation G I S Geographical Information System G O I Government of India G P R S General Packet Radio Services G P S Global Positioning System G S M Global System for Mobile Communications H K Hotel Kitchen I C T Information & Communication Techniques I P T Intermediate Public Transport I T E S Information Technology Enabled Services J C T S L Jalandhar City Transport Service Limited J J S K Jhansi Jan Suvidha Kendra J M C Jabalpur Municipal Corporation J N N U R M Jawaharlal Nehru National Urban Renewal Mission K M Knowledge Managers K M R P Karnataka Municipal Reforms project K N A Knowledge Needs Assessment K N S U Knowledge Network Support Unit M C G C MCG Capital Corporation M G N R E G A Mahatma Gandhi National Rural Employment Guarantee Act M H W Multi Hundred Watt M M R Mumbai Metropolitan Region M O A Memorandum of Agreement


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

M O U D Ministry of Urban Development M O U S Memorandum of Understandings M R T S Mass Rapid Transit System M S W Municipal Solid Waste M T S U Mumbai Transformer Support Unit N A S S C O M National Association of Software and Services Companies N E North East N G O Non Government Organisation N I C National Informatics Centre N I U A National Institute of Urban Affairs N N P Nirmala Nagara Project N R H M National Rural Health Mission N U W A National Urban Water Awards O & M Operational & Maintenance O L V T S On line Vehicle Tracking System O S R T Offsite Real-time Monitoring System P E A R L Peer Experience and Reflective Learning P I S Passengers Information System P P P Public Private Partnership R D F Refuse Derived Fuel R M C Rajkot Municipal Corporation R T E Right to Education S A S Self Assessment Scheme S M S Short Messages System S P V Special Purpose Vehicle S T Q C Software Testing and Quality Centre S W M Solid Waste Management T A S A Technical Assistance and Support Agency T M C Thane Municipal Corporation T P D Ton Per Day T P R Technology Process Re-engineering U C N Unique Complaint Number U G D Underground Drainage U K United Kingdom U L B Urban Local Body U L C R A Urban Land Ceiling and Regulation Act U P Uttar Pradesh U S A United States of America U S A I D United States Agency for International Development W B I World Bank Institute W S P Water and Sanitation Program


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

Our Contributors

1. Composting of Municipal Solid Waste through PPP Model Ahmedabad, Gujarat: Mr. Prashant

A. Pandya, Dy Director, Solid Waste Management Department, Ahmedabad Municipal Corporation.

2. Decentralized Waste Water Treatment System (DEWAT) in Kachhpura, Agra, Uttar Pradesh: Dr. Renu Khosla, Director, Centre for Urban and Regional Excellence and Shri. Manish Kumar, Project

Contact Person, Centre for Urban and Regional Excellence

3. Bombay First, Mumbai, Maharashtra: Mr. Narinder Nayar, Chairman, Bombay First and Col. Sunil Saberwal, Bombay First.

4. Public-Private Partnership for Inclusive and Sustainable Development of Thane City, Maharashtra: Mr. R.A. Rajeev, Municipal Commissioner, Thane Municipal Corporation.

5. Jalandhar City Bus Service, Punjab: Dr. Rajesh Chandra, Research Officer and Dr. Debjani

Ghosh, Senior Research Officer; "Urban Transport Initiatives in India Best Practices in PPP", NIUA, March 2011.

6. Jabalpur City Bus Service, Madhya Pradesh: Dr. Rajesh Chandra, Research Officer and Dr.

Debjani Ghosh, Senior Research Officer; "Urban Transport Initiatives in India Best Practices in PPP", NIUA, March 2011.

7. Reforming Agra by Re-imagining through Slum Up-gradation, Uttar Pradesh: Dr. Renu Khosla, Director, Centre for Urban and Regional Excellence and Shri. Manish Kumar, Project Contact Person,

Centre for Urban and Regional Excellence

8. Jhansi Jan Suvidha Kendra Jhansi, Madya Pradesh: Mr. Naimur Rahman, Director, OneWorld South Asia Office OneWorld International Foundation and Mr. Raj Shekhar, District Magistrate/

District Collector, Jhansi.

9. Offsite Real-time Monitoring System (OSRT) - Greater Hyderabad Municipal Corporation, Andhra Pradesh: Sh. M.T. Krishna Babu, I.A.S, Commissioner, Greater Hyderabad Municipal

Corporation. 10. m-Governance: An Efficient Way to Meet Citizens Expectations Rajkot, Gujarat: Shri. Mahesh

Gohel, Computer Department, Rajkot Municipal Corporation.

11. Development of Software for Computerised Tax Administration at Upleta Municipality, Gujarat:

Shri Ketan Dave, Chief Officer and Shri Praful M Suva , Tax Superintendent, Upleta Municipality,

Rajkot, Gujarat.

12. Aasthi - GIS Based Property Tax Information System State of Karnataka: Commissioner

Municipal Administration, Municipal Reform Cell, Karnataka State Government.


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

Index P R E F A C E I I I

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

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

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

I N D E X V I I I

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

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

* Composting of Municipal Solid Waste through PPP Model Ahmedabad, Gujarat

S E W E R A G E / D R A I N A G E 8 - 1 2

* Decentralized Waste Water Treatment System (DEWAT) in Kachhpura, Agra, Uttar Pradesh

P U B L I C P R I V A T E P A R T N E R S H I P 1 3 - 2 6

* Bombay First - Mumbai, Maharashtra * Public-Private Partnership for Inclusive and Sustainable Development of Thane City ,

Maharashtra

P U B L I C T R A N S P O R T S Y S T E M 2 7 - 3 3

* Jalandhar City Bus Service, Punjab * Jabalpur City Bus Service, Madhya Pradesh

U R B A N P O V E R T Y 3 4 - 3 9

* Reforming Agra by Re-imagining through Slum Up-gradation, Uttar Pradesh

U R B A N R E F O R M S 4 0 - 7 1

* Jhansi Jan Suvidha Kendra Jhansi, Madhya Pradesh * Offsite Realtime Monitoring System (OSRT) - Greater Hyderabad Municipal

Corporation, Andhra Pradesh

* m-Governance: An Efficient Way to Meet Citizens Expectations Rajkot, Gujarat * Development of Software for Computerized Tax Administration at Upleta Municipality,

Gujarat

* Aasthi - GIS Based Property Tax Information System State of Karnataka

A N N E X U R E S 7 2 - 8 0


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

Introduction Background The Mission aims to encourage reforms and fast track planned development of identified cities. Focus is on efficiency in urban infrastructure and service delivery mechanisms, community participation, and accountability of Urban Local Bodies (ULBs) / Parastatal agencies towards citizens. On completion of the Mission period, it is expected that ULBs and parastatal agencies will have achieved modern and transparent budgeting, accounting, and financial management systems, designed and adopted for all urban service and governance functions; city-wide framework for planning and governance will be established and become operational; access to a basic level of urban services; Financial self-sustainability and established service delivery mechanisms through reforms to major revenue instruments; transparent and accountable services and governance system. At the end of the sixth year, it is inspiring to see the cities improve the quality of life and infrastructure within cities. There has been immense improvement in the urban reforms, governance and administrative structure of the ULBs. This has led to the continuation of the mega project as Phase II in the following years to come. The second phase of the Jawaharlal Nehru National Urban Renewal Mission (JNNURM) will not be much different from the first phase. Capacity Building of Municipal Staff, Elected Representatives and State Level Nodal Agencies is also recognized as an urgent imperative under the programme. In this direction, MoUD shall continue to provide its support to the cities through Peer Experience and Reflective Learning Programme. Peer Experience and Reflective Learning Programme Peer Experience and Reflective Learning (PEARL) programme is for sharing knowledge on planning and implementation of urban reforms and projects in mission cities under JNNURM. Mission Cities with similar socio-economic

profile have been divided into six groups, namely: (a) Mega Cities; (b) Industrial Cities; (c) Mixed economy; (d) Cultural Cities; (e) Cities of Environmental Importance and (f) North-East Cities Group. A Network Convener and potential Knowledge Managers (KMs) have been identified for each group to help the groups to peer-pair with each other. The National Institute of Urban Affairs (NIUA) has been nominated by the MoUD to function as National Network Coordinator, to coordinate the overall PEARL activities among the JNNURM cities. Progress So Far This programme has achieved the following activities till date:

* Two National (New Delhi and

Hyderabad) and six Group Workshops (New Delhi, Madurai, Ahmedabad, Shillong, Chandigarh and Varanasi) were held. A North-East (NE) Group Cities workshop was held in Shillong for awareness creation and to bring NE cities under a common network.

* PEARL website www.indiaurbanportal.in with new Content Management System (CMS) was operational. An average monthly hit of >2,10,000 is received. Tracking of Urban Advertisements is uploaded on website on fortnightly basis. New features of e-Discussion Form, e-Group, Helpdesk and other Information, Education and Communication (IEC) Materials.

* Four Volumes of Urban Initiatives Report has been published. A booklet Handbook on Primers was published during the period. A study on Urban Services and Impact of JNNURM: Study of Nagpur, Rajkot and Vishakhapatnam had been published.

* Six Issues of PEARL Update Newsletter both in English and Hindi each.

* The Cities Alliance (CA) is providing knowledge support to PEARL through


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

Knowledge Network Support Unit (KNSU) -

NIUA-World Bank Institute (WBI)-CA had organized an experience sharing workshop on horizontal learning and way forward for enhancing operationalisation of PEARL on 18th - 19th June 2010 at Goa.

A Knowledge Needs Assessment (KNA) study for JNNURM cities is underway. Three pilot studies on KNA were undertaken and a workshop was held in April 2011 at Ahmedabad to discuss the findings and develop a template that can best serve to other JNNURM cities.

* The Water and Sanitation Program (WSP) has initiated the creation of a Knowledge Management Resource Centre in the area of strategic communications.

* United States Agency for International Development (USAID) and Department of International Development (DFID) has extended support to the sponsorship between CA and NIUA.

* ADB agreed to provide knowledge products to the network.

* The WBI provides support on capacity building for urban officials and KMs.

Urban Initiatives Report: Volume 5 State Governments and ULBs have initiated reform processes to improve the level of financial sustainability, urban governance and service delivery. These success stories are being encouraged by the MoUD through various initiatives like the National Urban Water Awards and the JNNURM Awards to the Cities. These urban initiatives are also being documented for horizontal learning among cities. The first best practices report, included a cross-section of categories such as Sectors/ Services (Water Supply, Solid Waste Management, Sewerage/ Drainage, Roads/ Flyovers, and Public Transport System), Urban Reforms, Public-Private Partnership, Urban Poverty, Disaster Management and Environment (Annexure 2).

The second best practices report was a tribute to the successful achievements made by the Mission Cities in achieving the goals, on the eve of the fourth anniversary year of JNNURM. The motivation has been to focus on good practices in Urban Reforms at State and City Level. This included case studies from State level (Karnataka, Andhra Pradesh, Orissa, and Tripura) to ULB levels (Ahmedabad, Surat, Pimpri Chinchwad, Bangalore, Hyderabad, Kanpur and Pune) to cover optimum level of convergence and synergy from JNNURM cities (Annexure 3). The third best practices report was another stepping stone in the process. This document had covered the success stories of various state ULBs from Andhra Pradesh, Gujarat, Haryana, Karnataka, Maharashtra, Orissa, Punjab, Uttar Pradesh and West Bengal (Annexure 4). The forth Urban Initiatives report highlighted some of the admirable and creditable work done by the cities in India. This covers initiatives undertaken by cities in the fields of water supply, sewerage, solid waste management, public transport, heritage, urban poor, urban reforms, etc. from different mission cities like Vijayawada, Pimpri Chinchwad, Nashik, Madurai, Kurali, Panaji and so on (Annexure 5). The fifth volume of the Urban Initiatives Report is an aspiration to the fact that cities are eager to showcase their achievements, share and learn from one another. The documentation is expected to display the indispensable work being carried out by the cities to make them more livable and healthy for the future to come. These are structured in the standard format as developed under PEARL that includes the process, results achieved, sustainability, lessons learnt, recognition, and replicability of the urban initiatives (Annexure 6).

Urban Initiatives, Vol. 5P E A R L

SSOLID OLID WWASTEASTEMMANAGEMENTANAGEMENTMMANAGEMENTANAGEMENT

National Institute of Urban Affairs (NIUA), New Delhi



Title of Best Practice: Excel Composting of Municipal Solid Waste through PPP Model State/City: Gujarat Ahmedabad BP Code: SSS-SW-03-0812-0511 Previous Status Ahmedabad is located in the north of the state of Gujarat in western India. It is the seventh largest metropolis in India and the largest in the state having a growth rate of 22.20% (1991-2001). The city is divided into 6 Zones and 57 Wards for administrative convenience. The Municipal Solid Waste (MSW) generated from these Wards and Zones consists of about 2600 metric ton (mt.) /day, which characterizes of 20% of non-biodegradable (non-recyclable) waste, 56.23% of biodegradable waste and 23.77% non-biodegradable (recyclable) waste. Ahmedabad Municipal Corporation (AMC) for 100% MSW Treatment for the city had tied up with private partners to execute this service. The partners are Excel Industries Ltd, UPL DJAI and Creative Co. Ltd. Figure1:HouseholdwastecollectionsystematAMC

To promote derivation of organic manure from waste and to reduce the quantity of waste going to landfill site and also to help agricultural production; AMC has tied up with Excel Industries, Mumbai, since 2000, for processing of 500 mt. of MSW daily; out of which 75 mt. of Compost per day are produced by Microbial Composting plants. Excel Industries Ltd is the oldest, largest, survived MSW treatment and compost plant in Ahmedabad as well as in India. Excel has entered into 15 Years agreement with AMC in 1997 to process 500 ton per day (tpd) of MSW into Organic Compost and started its operation from the year 2000. AMC has given a 10 hectare of land on token lease rent of ` 1 per sq. mt. per annum. Excel is paying 2.5% royalty on sale of compost for entire lease period. The compost produced by the company is called CELRICH: Bio Organic Soil Enricher.

Table1:TotalRevenueGainedbyAMC Sr. No

Duration Total Sales

in MT.

Amount of

Sales `

2.5% Royalty

on Sales

`

YearlyLease Rent

`

Total Revenue

to AMC

` 1

1998

100,0

00

100,000

2

1999

100,0

00

100,000

3

2000

100,0

00

100,000

4

07/01-03/02

1218.

60

24371

06

6138

6

100,0

00

161,386

5

04/02-03/03

2429.

47

48589

34

1214

75

100,0

00

221,475

6

04/03-03/04

4072.

90

81457

98

2036

55

100,0

00

303,655

7

04/04-03/05

4736.

20

94724

00

2368

20

100,0

00

336,820

8

04/05-03/06

2688.

00

53760

20

1344

12

100,0

00

234,412

9

04/06-03/07

4891.

15

97823

00

2445

78

100,0

00

344,578

P

4

Figure2:C

* Imped

Excel Excel

becausLow grcompoorganicwhile Eper mdemanreimbuMSW by the proces

The remachinthe raiplant fr

Organiheavilymajorly

Mix MS Sale o

monthsMSW cost to

Considand amanuredistanc

MoreoverAMC didnThereforewas onus closes theto bear adfor furthecan help mainly co

E A R L

CELRICH:B

diments to el Ind. Ltd.

could not acse of the mireen waste coost producedc manure is Excel could nt. for its pro

nded tipping fursement for from AMC wCorporation.

ss were egular mainteneries within n water that rom nearby oic manure y subsidizedy used by farmSW producesf organic mas in a year which adds

o company. dering the bulalso low prie had to be ce.

, agreementnt have any e, successful

of Excel ande plant for cedditional costr transportatExcel by prontains bio deg

BioOrganicS

efficient Ope

ccept 500 tpix nature of ontent reduced. Cost of around ` 4,2not grasp evoduct. Therefee of ` 220 the cost of s

which was noOther hindra

enance/repairthe compostgushed straigpen dump sithad to com

d Chemical mers.

s low quality cnure happen against dailyto logistics a

lk volume of ce realizatiosold within

t between clause for ti marketing not of AMC.

ertain durationt / loss of ` 1ion and disp

oviding wastegradable was

SoilEnricher

erations by

pd of MSW the waste.

es quality of producing

200 per mt. ven ` 2,250 fore, Excel per mt. as

segregating ot accepted ances in the

ring cost of t plant from ght into the te. mpete with

Fertilizers,

compost. only 2 to 3

y supply of and storage

the product on, organic

200 km of

Excel and pping fees. of product If company

n, AMC had 150 per mt. posal. AMC e which has ste.

National In

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Table Duratio

Apr 07 tMarch

08

Apr -08 March

09

Tableaccep Period

2008-

09

New A Therefcertainfrom rnaturea part from vslaughcompawaste dedicaExcel. by AMAMC by proinert w

nstitute of Urb

stproducedb

2:TotalRev

on Total Sales in MT.

AmounSale

`

to -

2,378 47,56,

to -

2,340 38,94,

3:AnnualQptedbyExce

Annual Qty in MT. of MSW accepted by Excel Ind.

11,035

Approach

fore, to avoin initiatives aresidential pre, was collect

of door-to-dovegetable mahter houses any. On certa

generated ated vehicles

Green wasteMC is also dhas supporteoviding Dumwaste to land

Urban In

an Affairs (NIU

byExcel

venuegaine

nt of es

2.5% Royalty

on Sales `

YLR

,600

1,18,930 1,

,000

97,355 1,

QuantityofMlIndustries

Avg. Daily QtyAccepted by

Excel Ind. (MT.)

30

d the probleat its end. Waroperties, moted in the mooor collection arket, fish andwere given ain occasions

was also and was hae from 200 gdelivered to ed Excel as a

mpers for tradfill site for s

nitiatives, Vol.

UA), New Del

edbyAMC

Yearly Lease Rent `

Total Revenuto AMC

`

,00,000

2,18,93

,00,000

1,97,35

MSW

y

)

No of Days PlaRemain Close

183 Days

em, AMC tooaste generateore of a greeorning hours asystem. Was

d meat markestraight to ths like Bakri-I

collected anded over

gardens ownethe compan

a special casansportation short period

. 5

lhi

ue C

30

55

anted

ok ed en as

ste et, he d, in to ed ny. se of of



time although it was not a part of the agreement. Goals of the Project The goal of AMC was to survive the plant and process the MSW as maximum as possible without any new financial burden on both the parties, i.e. AMC and EXCEL. This would also lead to promote derivation of organic manure from MSW thereby reducing quantity of waste going to landfill site. Implementation Strategies In the area of waste treatment, Excel Industries Ltd has set up a mechanized plant on 25 acres of municipal land allotted at a nominal lease rent of ` 1 per square meter per year for a period of 15 years. In return for 500 mt. of waste provided free of cost at the plant site, the corporation expects to receive ` 35 per mt. of compost produced as a royalty. The plant is operational since 2001.The responsibility for Operation and management (O&M) of the facility as well as marketing of the product rests with the Excel Industries. The plant is functioning at 50-60% of installed capacity due to problem in marketing the compost. In January, 2008 AMC had taken few initiatives and came out with tender procedure (two bids) to collect green waste from hotels and restaurants (kitchens) of the city. Consequently, work order was issued to two agencies, namely, Sahara Public Health Organisation and Abhishek Sanitation Mart for collection of green waste from the hotels and restaurants. The total number of Units expected to be covered by the agencies was 1613 that had Hotels, Restaurants, Canteen, Food Streets/Markets, Marriage Halls Party Plots, Malls, etc. under its supervision. Other conditions set in the bid were: All the Rules of Environment Protection Act,

1986 and MSW (M & H) Rules 2000 are to be complied strongly

Closed body vehicles to be used for collection and transportation of waste

100 lts or 200 lts Bins are to be utilized inside the collection trucks

All the staff members are to be provided uniform and all the safety equipments like Gum boots, Gloves, Mask, Cap, etc. to be provided to the staff members

Contractor needs to deliver waste at the site indicated by AMC. On breaching the contract the contractor will be levied ` 500/-

as penalty for each instance or he can be banned from executing the contract.

Contract of Hotel Kitchen waste collection has been given to two Contractors. Critical details of performance have been tabulated below.

Table4:DetailsonHotelKitchenWasteCollection

Sl.No.

Name of Agency

No of Zones

Allotted

HK Units

Covered

Charge per Kg.

Approx Monthly

Collection in MT.

No of Vehicles

1

Sahara Public

Health Org.

2 Zone

456

0.27

Paisa

1531

8

2

Abhishek Sanitation

Mart Sahakari Mandali

2 Zone

222

0.49

Paisa

491

4

2 Zone

58

Rs. 1/-

Outcome of the Project During 2008 2009, Excel Industries mechanised plant had remained closed for 183 days, resulting into 10% loss on the year over year return to AMC. In 2009 2010, the plant however had remained closed for 30 days only, resulting into 91% gain on year over year benefit to AMC. During this time, Companys sale had also grown by 85%, thus earning ` 1.80 Lacs as royalty to AMC than the year earlier.

Table5:ImprovedOperationsofExcelIndustries

Period

Annual Qty in MT. of

MSW accepted by Excel Ind.

Avg. Daily Qty Accepted by

Excel Ind. (MT.)

No of Days PlantRemain Closed

2008-09 11,035 30 183 Days

2009-10 24,270 67 31 Days

Table6:ResultingImprovements

Duration

Total

Sales in

MT.

Amount of Sales

`.

2.5%Royalt

y on

Sales`

Yearly Lease Rent `

Total Revenu

e to AMC

`

Year over Year

Performance

Improvement (%)

Apr -08 toMarch -

09

2,340

38,94,000 97,355

1,00,000

1,97,355 -10%



Apr -09 to March -

10

6,324

1,11,14,900

2,77,881

1,00,000

3,77,881 91%

Improvement

2009-10 against 2008-09

+ 3,98

4

+ 72,20,90

0

+ 1,80,5

26 - +1,80,526

Achievements/ Results One of the main factors for the success of the Excel Industry Plant at AMC was the Memorandum of Agreement (MoA) under Public-Private Partnership (PPP) mode for Treatment Plant. Care had been taken while preparing the Memorandum of Agreement (MOA) in the following issues: Financial capacity and experience of a

Company Period of Agreement and Annual Lease

Rent Processing of daily MSW in tpd Amount of bank guarantee for entire lease

period Period for commencement of operations

after Land Allotment / Lease Deed Tipping fee payment Carbon Credit getting procedure done Royalty on sale of revenue / quantity of

production Transportation of inert waste / post process

waste to landfill site If support of viability gap funding or any

other assistance

If grants / aid / any assistance is available from Government or any other Agencies

In the case of failure of any clause of the MOA than clear indications of actions to be taken mentioned in the MOA.

Impact of the Reform Going green seems to be the buzzword for the AMC ever since the plant started making benefits. After the success of the Excel Industry Plant, AMC is flooded with environment-friendly proposals from companies across the country to use the city's solid waste to generate power or manufacture fertilizers. The companies come up with a proposal that the AMC give them land where they would set up a plant for manufacturing fertilizers or generating energy in an environment-friendly way. The city generates around 2,300 tons of solid waste daily, of which around 600 to 700 tons of waste is construction debris which cannot be used to generate energy or to manufacture fertilizers. Companies demand around 300 to 500 tons of waste, depending on their capacities for waste regeneration or making fertilizers. If the construction debris are left out from the generated waste, than that leaves with 1800 tons of solid waste that can be used for the activity. So, AMC is careful in choosing the best companies using the best technology in the plant so that maximum benefit can be availed of. However, the AMC has made the norms more stringent. The civic body has also made it compulsory to deposit ` 50 lakh as bank guarantee, so as to be on the safer side.

Figure3:Processofcollectionofwetgreenwaste

Sustainability Better Technologies for screening and

further segregating of MSW into wet waste and dry waste for better quality output like

Compost, Refuse Derived Fuel (RDF), Pallets, Electricity, etc.

Dedicated Wet / Green waste collection channel can run successfully in bigger cities for generations to come.



For successful implementation of PPP model specifically for MSW treatment, any Corporation has to create tailor made Win Win Situation (as AMC has done by creating waste system and similar other initiatives).

Replicability 30% of the municipal solid waste generated in cities is bio-degradable. Dealing with the huge quantum of MSW, is a common concern for all the Urban Local Bodies (ULBs). In such a situation, if an environment-friendly option of converting organic waste to compost is worked out, a large part of MSW can be reduced. This initiative of AMC, which was one of the first initiatives in this sector, has paved the path for other city governments in India. Due to its success in AMC, the practice got transferred to other Municipal Corporations. In Gujarat, in a similar initiative, Bhavnagar Municipal Corporation (BMC) has partnered with Excel Industries to set up an organic waste converter. BMC had provided land to set up the infrastructure behind the vegetable market near Gangajaliya Talav while other

costs are borne by the private partner. The waste from the market is collected by BMC workers and deposited at the office waste collection shed. This initiative by AMC proves that the process of generating compost from organic waste is a viable option, economically as well as environmentally. One major glitch that could arise is proper marketing of the product i.e. the soil enricher in this case. Promoting the soil enricher by creating awareness about its benefits as well as giving subsidies for its production would give further boost to the sales of the soil enricher. Recognition This initiative of the AMC has been documented and recognized by several state and national organizations. This initiative has been shared with several national and international city mangers as well.

Contact for Details:

Mr. Prashant A. Pandya Dy Director, Solid Waste Management Department, Ahmedabad Municipal Corporation Sardar Patel Bhavan, Danapith, Ahmedabad - 380 001 Office: 079-32982385, Mob-0932703882 Fax: 079-25321484 E-mail:[email protected]


SSEWERAGE/ EWERAGE/ //DDRAINAGERAINAGE



National Institute of Urban Affairs (NIUA), New Delhi | 8

Title of Best Practice: Decentralized Waste Water Treatment (DEWAT) System in Kachhpura State/City: Uttar Pradesh - Agra BP Code: SSS-SD-03-2854-0511 Previous Status Kachhpura, a historic settlement of Agra is located across the Tajmahal along the river Yamuna. It borders the Mehtab bagh and is home to the lesser known Humayun Mosque, predating the Taj Mahal. Kuchhpura is also by the side of a large city drain that cuts across the northern part of the settlement carrying wastewater from Kuchhpura and from 5 settlements upstream of the drain and creating highly unsanitary environments with high health risk for its residents. Therefore, a Decentralized Wastewater Treatment (DEWAT) system was designed and constructed on the Kachhpura drain by the Centre for Urban and Regional Excellence (CURE) in partnership with the Agra Nagar Nigam (ANN), USAID FIRE (D), Cities Alliance and financial assistance from Water Trust, United Kingdom and London Metropolitan University. Figure4:Kachhpurapriortoimplementationofproject

New Approach A DEWAT had been designed and constructed using organic and natural water treatment processes. The objective being to treat and bring down the Biochemical Oxygen Demand (BOD) levels for reused water and recycling

the processed waste water for irrigation and safe disposal of compliant effluent into the River Yamuna. The DEWAT has a community management plan and has been built using local labour and suspension. It has made a significant improvement in the quality of Kachhpura environment. Goals of the Project DEWATS is a natural treatment system using bioremediation put together in different conditions according to specific requirements. The goal of the project was to improve significantly the quality of environment of poor families in Kuchhpura. Implementation Strategies The DEWAT was designed to treat 50kl of waste water to bring down BOD levels to acceptable levels prior to reuse in urban agriculture and safe disposal of the compliant effluent into the river, towards a cleaner Yamuna. * Community participation and management

The DEWAT was designed in consultation with the community. Discussions were held with the community on site selection and construction aspects. Community was involved in the overall construction (labour), supervision, comm. unity coordination. A community managed operation and maintenance plan was prepared to ensure effective system functioning. Community was involved in area clean up, child safety, safe guarding construction material/equipment, marking the area, discussing flooding issues, etc. * Construction The concept, planning, design, approvals, funding and construction of DEWAT can be categorised into 3 main phases; pre construction, construction and post construction.


9 | National Institute of Urban Affairs (NIUA), New Delhi

* Pre construction The preconstruction phase, besides focusing on the development of engineering plans, site visits and consultations with the community also included identification of land for construction, getting approvals from the concerned land owning agency and Archaeological Survey of India (ASI) and contracting of civil works.

* Legal Sanctions and Design

The DEWAT has been built 100mts upstream, on the drain and by the side of Kuchhpura, in compliance with ASI regulations on construction in neighborhoods of Tajmahal / other protected monuments. Agra Nagar Nigam (ANN) sought permission to construct the DEWAT, both from ASI and the District Office; the land owning agency. The system was designed by technical experts and in consultation with the ANNs engineers. The design was prepared in consultation with the local community and included a community management plan. * System Design

The DEWAT is a decentralized system that uses a natural-three-step bioremediation process. The first three chambers which include the Screen Chamber (1.0 molecular weight (mw) 1.1 milliliter (ml) 1 metric ton (mt.) Deep), Pre-process filter Chamber (2.0 mw 2.5 ml 2.5 mt Deep), Baffled Septic Tank (2.0 mw 7.5 ml 3.0 mt Deep) are used for the sedimentation of the sludge, preparing the waste water for filtration. The next chamber is Baffled Filter Reactor Chamber (2.0 mw 22.0 ml 2.5 mt Deep) is filled with stone and accomplishes the filtration of the water. The last chamber is the Root Zone Treatment Chamber (2.0 mw 22.0 ml 2. 0 mt Deep) which is planted with Canna, the root of these plants treat the waste water. Figure5:DEWATSystemDesign

DEWATS technology was selected for its low primary investment, requirement of special technologies/power machines. DEWATS being energy independent; has low power requirement. Its simple low-level technology/design ensures efficient construction locally with local resources. It does not require expensive and sophisticated maintenance so and local communities can easily manage the operation and maintenance, ensuring system sustainability. The farmers can continue to use the waters (with reduced BOD levels) of the drains as they do at present. Figure6:DEWATtechnology

* Contracting

Several options were considered for construction. However, since the project was the first of its kind in the city, most contractors were reluctant to take on the job. Eventually a labor contract was considered the best option, managed by CURE in order to maintain the quality of material and construction. The local contractor who had worked with CURE on the toilet construction was hired for the job. Local



labour was used in the construction to generate livelihoods among the poor.

* Implementation

Detailed land and topographic surveys were used to mark levels. As the DEWAT was to be built on a running drain, a temporary drain was constructed along the edge to divert water and clear the site for construction. Land was excavated to accommodate the five chambers with JCB Company made loaders provided by ANN. Construction has followed the design and material specifications with minor alterations as per site conditions and in consultation with the design engineers. Challenges / Constraints Encountered The main challenge at the Pre construction phase involved the sanctioning of the site for DEWAT from ASI and state government departments. Post construction was related to the operationalizing and functioning of the DEWAT which required regular supervision

and community support. The incessant rains in the monsoon led to water logging of the area which directly hampered the DEWAT operations, flooded homes and led to community dissatisfaction. The main challenge in the proper functioning of the DEWAT was to keep the water flowing through the system by screening the garbage/polythene and prevention of silting inside the chambers and to develop an overflow drain that would take away the excess. Outcome of the Reform DEWAT has created a cleaner environment. The DEWAT has brought BOD levels down from 170ppm to nearly 30ppm. The large, open, kachha drain which was a breeding ground for disease germs is now a paved street and a safe space for community activities/recreation. The treated water from DEWAT can be used for the community toilet and agricultural practice.

Figure7:DEWATImplementationProcess



Achievements/ Results Decentralized, natural three - step bioremediation process; Treats 50kl, links 8 slums, reduces BOD from 250ppm to < 30ppm Community monitoring Private sector funds; 25000 usd Generates jobs in community Figure8:DEWATCommunityParticipation

Sustainability For the successful functioning of the system, a community managed O&M system has been designed where the people of Kachhpura are involved in the maintenance of DEWAT. During the exit phase of Crosscutting Agra Programme an NGO called Centre for Action and Participatory (CAP) planning in Agra was registered in Agra which comprises of community leaders and facilitator associated with the project. The objective was to support and carry forward the activities started under project. CAP Agra is responsible for O&M of the DEWAT. Resources for the O&M are generated from the ticket sales for the MHW. A daily cleaning and supervision operation of DEWAT has been put in place. A full time sweeper from the local community has been hired to look after the operation and maintenance of the system which involves daily cleaning/raking the screen chambers and keep the inlet clear. Impact of the project In order to treat the entire water coming through the drain and to ensure that there is sufficient holding capacity during the monsoon, the drain foot-print up the stream has been developed. Four settlements are seen to be contributing to/affected by the drain. A ward level meeting has been planned to design smaller systems upstream at key

congestion points to ensure complete treatment with ANN funding. The Bheem Nagri state programme for the development of settlements with large numbers of backward caste people recently adopted the Kachhpura Slum under the entire Ward area development. It built the remaining roads and drains that were beyond the resource capacity of CURE. Figure9:Afterprojectimplementation



Replicability Under the City Sanitation Plan, similar DEWATs are being recommended on other drains in the City. There are plans to install a simpler system on one of the old water streams in the city to revive the stream.


Dr. Renu Khosla Director Centre for Urban and Regional Excellence 302, Building No-3, Sona Apartments, Kaushalya Park, Hauz Khas, New Delhi 110016 Office: +91-11-40755900; +91-11-2696 9478 [email protected]

Shri. Manish Kumar Project Contact Person CAP Office, Room No 313, IInd Floor, Agra Municipal Corporation, UP - 282002 E-mail: [email protected]


PPUBLIC UBLIC PPRIVATERIVATEPPARTNERSHIPARTNERSHIPPPARTNERSHIPARTNERSHIP




Title of Best Practice: Bombay First State/City: Maharashtra - Mumbai BP Code: PPP-##-02-1631-0511 Previous Status Mumbai is the world's most populous metropolis. The city is located on an island with a deep natural harbor and is the nation's commercial capital. It is located on the west coast of India and is the capital of the state of Maharashtra. The name was officially changed from Bombay to Mumbai in 1995, but the former name is still popularly used. A city of 18 million people in an area of 487 square kilometers, generating 38% of the countrys gross domestic product is always open for business. But not enough attention had been paid to improve the infrastructure within the city. The 21st Century traffic is being carried on with the infrastructure built in the 19th Century. Some factors contributing to the problem were that of poor infrastructure and services, inadequate investment, lack of urban planning, rapid increase in population, out-of-date regulations on land use and rent control, mushrooming of slums, high cost of living and doing business, etc. With time coordinating uncontrolled expansion in Mumbai was highlighted by bringing into focus developments were being conducted haphazardly. Solution to long standing disputes/differences between Governmental agencies themselves and with the public was becoming a need. Bombay First therefore, came up advocating and bringing all stakeholders on a common platform; commencing a Public Private Partnership (PPP) for a joint initiative of developmental activities and learning from the best practice experiences in the world. New Approach Established in 1995, Bombay First was formed largely as a think tank for the city and also to foster partnerships with various stakeholders. Modeled on London First, it represents one of the most successful public and private sector partnerships involving big business houses, financial institutions as well as non-governmental organizations (NGOs) and government bodies. What started as an initiative

by a few concerned people has today become a movement, dedicated to ensuring that Mumbai gets the number one place it deserves. In 2003, at the request of Mumbai First and with the concurrence of the Government of Maharashtra, McKinsey and Company undertook a study on Mumbai and the problems the city faces. This resulted in the Vision Mumbai document which laid out a blueprint for Mumbai to transform itself into a world-class city by 2013. The McKinsey report says that Mumbai needs to make quantum leaps on two fronts: economic growth and quality of life. It proposed a comprehensive programme for the next ten years. Goals of the Best Practice Bombay First is an initiative to make the city a better place to live, work and invest in. It aims to serve the city with the best that the private business can offer. It will achieve this by addressing the problems of today and the opportunities of tomorrow, through partnerships with government, business and civil society. Implementation Strategies With the grim scenario in the city, Bombay First in collaboration with together with McKinsey, undertook preparation of a Vision Report with an objective of transforming Mumbai into a world class city. During the course of the six month study, the various stakeholders were actively involved and were members of the Steering Committee. The study was well received by the then Chief Minister. To start with, a task force was established under the Chairmanship of the Chief Secretary to consider the various recommendations of the Vision Mumbai Documentation. Six Expert Sub-Groups were established to study the six main areas of transformation. Vision Mumbai document was also presented to the Honble Prime Minister, who offered full support as well as the President of the World Bank. This led to a very effective PPP with the State Government for the regeneration of the



city. Mumbais experience of PPP, is considered to be one of the best models tried

anywhere in the world.

Figure10:SixExpertSubGroups

As a part of the wider strategy to involve the people of Mumbai, the State Government accepted Bombay Firsts recommendations to form a Citizens Action Group to serve as a liaison between the stakeholders of the city. Honble Chief Minister is the Chairman of Citizens Action Group and Mr. Narinder Nayar, Chairman of Bombay First, is Vice-Chairman of Citizens' Action Group which consists of 30 eminent members, drawn from a cross section of the society. In addition, at the instance of the Citizens Action Group, an Empowered Committee has been set up under the Chairmanship of the Chief Secretary where, in addition to the official members, there are 8 non-official members as well. This unique Committee works to implement the projects and policy changes on an accelerated pace and ensures accountability. * Role and Objectives of Citizens Action

Group (CAG)

To function as an external monitoring mechanism and to complement and monitor the Government efforts.

To focus on the resources of civil society and on the objectives defined by Vision Mumbais Task Force.

To generate energies, ideas, linkages, resources and Citizen Participation.

To promote effective, responsive and proactive Governance in Mumbai.

To mobilize civil society citizens and business interests to complement the efforts of the Government in a true Public-Private Partnership to transform Mumbai into a world-class city.

To continue functioning in a dynamic manner in accordance with the changing needs of Mumbai beyond Vision Mumbai

Bombay First to act as the Secretariat of CAG

* Role of the Empowered Committee To create a comprehensive multi-year plan

for the transformation of Mumbai and Mumbai Metropolitan region. This plan should include all major development projects and policy changes.

To take all the key policy and other decisions related to the plan of transformation of Mumbai.

To monitor all key initiatives for Mumbai's transformation. The Committee will be empowered to decide on the financing model for key capital projects.



It is also authorized to decide on the selection of projects and funding under the Mumbai Development Fund.

An area identified as a major hurdle, is the delay in implementation of the various projects along with lack of accountability. To overcome this, a War Room was established under the Chairmanship of the Chief Minister to monitor and review the implementation of various projects. * Role of Bombay First Bombay First through its Chairman and

Governing Board participates actively in conceptualizing and formulating plans for the future.

Bombay First through the CAG provides a link with other NGOs and thus collects information about the citizens aspirations and expectations. It plays an active role in putting these across to the Authorities.

Bombay First through participation in the meetings of the Empowered Committee effectively conveys to the Government the views of the citizens and works as a sounding board. In turn the Empowered Committee attaches considerable importance to this PPP

A very positive development in the recent past is the recognition of the need for a comprehensive 40 years Concept Plan for Mumbai Metropolitan Region (MMR). The last development plan, which was adopted in 1991, based on the data collected in the 1980s is out of date with the reality. A leading consultant from Singapore was contracted to prepare a 40-Year Grand

Vision Plan for Mumbai and this is now getting completed. It is expected that this will be adopted by the Government and future Development Plans will be prepared in accordance with this Vision document. Following the tragic events of 26/11, Bombay First took several initiatives to make Mumbai a safe city and brought in experts from the UK and USA who shared their experiences and close co-operation was established between the Mumbai Police and London Metropolitan Police. In 2010 a Police Officer from Mumbai was sent to London to attend Hostage Negotiation Course at the Hendon Police College. The experience gained was found to be extremely useful and at the suggestion of Commissioner of Mumbai Police, Bombay First arranged a special Hostage Negotiation and Crisis Negotiation Training programme with two senior experts coming from London Metropolitan Police to conduct the course in Mumbai. 20 Police Officers attended this very useful course in Mumbai. Supported by Knowledge Partners like McKinsey, KPMG, Price Waterhouse Cooper, Deloitte, etc. meetings with the various sectoral sub-groups are regularly held and recommendations for policy changes, etc., submitted to the appropriate authorities. Pursue with the Honble Chief Minister and Chief Secretary to arrange regular meetings and discussions of the Citizens Action Group and the Empowered Committee and to ensure that various policy changes are implemented in a time bound manner is also looked after.

Figure11:KnowledgePartnersinTransformingMumbai



Figure12:InstitutionalFrameworkforMumbaiCity

Challenges / Constraints Encountered Major challenges were encountered in different fields within the project such as: * Planning Lack of proper planning Ad hoc construction of buildings No open spaces. 0.33% of the city is open space vs. the

global standard of 2.5 %

* Governance Mumbai is currently run by multiple

agencies17 agencies Orchestra with no conductor or director.

* Implementation Lack of accountability

* Housing 60% of the population live in slums 300,000 migrants annually 1 million homes required Population density estimated to be about

22,000 persons per sq. km.

* Transport Multiple agencies 21st century traffic carried on 19th century

infrastructure

* Climate Change Consequences not fully realized Battling the sea water rise

* Security Lack of security from terror attacks No proper counter terrorism policy



Figure13:MumbaiCityisrunbyMultipleAgencies

Outcome of the Reform * Housing Implementing policies to achieve housing

for all Ensuring supply of land for affordable

housing through repeal of Urban Land Ceiling and Regulation Act (ULCRA), Port Trust land, Salt Pan land, Mill land, etc.

Redeveloping dilapidated buildings Making modifications in Rent Control Act to

address the issue of rental housing Ensuring a coherent Slum Policy to provide

affordable housing for the poor Introducing modifications in Developmental

Control regulations to support the housing policy

* Physical Infra-structure Implementing Airport modernization and

upgradation of approach road

Accelerating the setting up of a metro Railway system

Improving East-West connectivity Planning Marine Drive and Gateway of India

beautification Advocating formation of a Unified

Metropolitan Transport Authority

* Economic Development Making Mumbai even more attractive to

Information Technology and Information Technology Enabled Services companies

Developing Mumbai into an International Financial Centre to attract financial institutions and banks

Encouraging and strengthening the entertainment industry and leveraging the Bollywood brand

Developing the Thane-Belapur area as an industrial Township



* Strategic Planning and Finance Setting up a Citizens Action Group made up

of eminent citizens and chaired by the Chief Minister, to ensure timely implementation of programmes to world standards

Forming a Cabinet sub-committee for Mumbai

Converting the task force into an Empowered Committee

Getting heads of implementing agencies to sign performance Memorandum of Understandings (MoUs) with Empowered Committee

Getting Empowered Committee to manage the Ring Fenced Mumbai Development Fund and suggest projects for funding

* Social Infra-Structure Handing over public spaces to NGOs for

protection and improvement Setting up milestones for achieving food

supply standards

Drastically improving health services in public Hospitals

Improving quality of schools and infrastructure

Dramatically reducing drop-out rates in municipal Schools

* Governance Improving Water supply Making the Mayors office more

representative Creating a road, pavement and storm water

maintenance agency Expanding the role of the Heritage

Committee to cover issues relating to the heritage legislation

Switching to long-term maintenance contracts for Roads

Preventing new encroachments by empowering ward officers with police powers

Adopting the new/proposed property tax system

Figure14:Implementingpoliciestoachievehousingforall



Achievements/ Results * An international conference on 'Urban

Renewal - Learnings for Mumbai in 2005 * Studies for better understanding of the

problems of socio-economic transformation, be it transport, education, employment, civic issues or urban land reforms

* Publishing important documents like 'Fact Book of Mumbai' - a key data source book and 'Comprehensive Transport Strategy for Mumbai

* Representations on vital issues like advocating the case for the development of Mumbai as an International Finance Centre

* A tripartite agreement with Toronto Financial Services Alliance, Canada and International Finance Services, London

* Bringing global experience to tackle Mumbai issues:

A conference with the Mayor of London, Mr. Ken Livingstone on 'Building Global Cities

A security conference, 'Lessons from 9/11 and 7/7 for a safer Mumbai' in collaboration with London First on 16th January 2009 and another Security and Resilience Summit: Securing the City of Dreams on 13th November 2009, in which a panel of experts from the UK and USA shared their experiences and expertise on disaster management and security.

Sustainability Bombay First has been successful in establishing a true Public Private Partnership and will continue to act as an interface between the State and citizens to achieve the vision of the City. The sustainability of the project lies in the fact that it is a citizen driven initiative and consists of 30 eminent citizens from cross sections of the society. Bombay First is managed by citizens, which is self-

driven and self-regulated through membership and process. Impact of the project The Corporate contribute an idea as a team, the organization acts as a think tank with knowledge partner, the civil society gives its views and the bureaucracy complements by parenting/acting on the proposal thus bringing all stakeholders on a common consensual platform. Bombay First has been instrumental in putting forward the idea of a 40 year Concept Plan for the city of Mumbai and has been working closely with the Government on this front. International Consultants have been appointed and work commenced from March 2010. Government and the Corporate have accepted the initiatives taken up by the project and the responsiveness of the successive Chief Ministers and other officials are also positive. Empowered Committee meetings and Chief Minister Meetings are held regularly as per agreed schedule. Perseverance and selfless pursuance of objectives set up by Bombay First have already started yielding results. Replicability The concept of Bombay First has been followed in Bangalore and other countries in U.K., U.S.A., Australia, etc. Recognition The Government of Maharashtra and the civil society recognizes the work being done by Bombay First and its existence as an overarching organization for all NGOs.


Mr. Narinder Nayar Chairman Bombay First 47, Jolly Maker Chambers II Nariman Point Mumbai 400 021. Office: 91 22 22875273 / 22020414 Fax: 91 22 22850480 Email: [email protected]

Col. Sunil Saberwal Bombay First Y.B. Chavan Centre, 3rd Floor Gen. J. Bhosale Marg Mumbai 400 021. Office: 91 22 22810070 / 71 Telefax: 91 22 22810072 Email: [email protected]



Title of Best Practice: Public-Private Partnership for Inclusive and Sustainable Development State/City: Maharashtra - Thane BP Code: PPP-##-07-1676-0511 Previous Status Thane, initially a small-town developed as a main industrial center, later on turned into rapidly developing urban center in the Mumbai agglomeration. The impact of spilling over of industry resulted into development of this city as a dormitory of Mumbai. In order to control haphazard, direction less development and to give a new vision for developing the city into a world class city, Thane Municipal Corporation (TMC) had formulated VISION-THANE-2031. The launching of Jawaharlal Nehru National Urban Renewal Mission (JNNURM) by the Government of India (GoI) had enabled the Corporation to make the VISION-THANE a reality. The vision statement and the action plan had been documented into City Development Plan and the same has been sanctioned under the JNNURM. A window of fresh new opportunities opened for the corporation in the core sectors of basic infrastructures such as water supply, sewerage, solid waste management, transportation, storm water drains, etc. But it had been observed that developing mere basic infrastructures was not sufficient for the economic growth of the city and to transform the city into world class city. Considering this as a challenge and major opportunity, TMC had formulated a strategy of holistic and sustainable development of the city through Public-Private Partnership (PPP). The Corporation had thereby planned and initiated various projects under the sectors of education, health, housing, sports, entertainment and art. New Approach TMC had launched the Development of Social Infrastructure Program in the City by invoking inbuilt PPP instruments in the Development Control Regulations of the City in the month of April, 2007. The programme comprised of 57 projects costing to the tune of ` 353.36 Cr. Development of social infrastructure through PPP by exploring available tools had been planned for the duration of three years. The implementation of this initiative by the

Corporation was started on a large scale in the month of April 2007 after carrying out the initial comprehensive need based exercises and the successful execution of pilot projects under the PPP options. Goals of the Best Practice The limited financial resources of Urban Local Bodies (ULBs) were not adequate to meet the growing demand for the services and infrastructure. The external resources like institutional finance was not enough to mitigate this gap and assistance from the central/state were limited as well. This created a huge gap between the demand and supply, which needed to be minimized by adopting innovative approach with efficient urban management. The strength of private partners in the field of manpower, machinery and finance was needed to be harnessed in the development of the better quality of the public amenities and infrastructure within the city. Therefore, the main goal of the project was to use this vital tool of PPP into growing an inclusive and sustainable city for the people of Thane. Implementation Strategies Strategy Adopted The PPP initiative of TMC was entirely based on the in-built PPP instruments identified in the Development Control Regulations of the City. As this instrument is market driven, naturally the participatory and responsive approach coupled with the inbuilt provision was the focus of this initiative. Specific strategies had been adopted; mode of transformation was defined with the details of role of various stakeholders. In order to create a world class social infrastructure, the corporation had formulated a well defined policy and strategy. The strategy facilitated the corporation to effectively exploit the in-built PPP provisions. The Corporation had identified Accommodation Reservation and Transferable Development Rights as the in-built PPP instruments for the development of various



amenities. The Corporation has combined these provisions with invoking the private partners sense of responsiveness and social

commitments, which has proved very successful in case of Thanes PPP-initiative.

The general role of various stakeholders involved at different levels in these PPP initiatives is summarized below. Table7:RoleofStakeholdersinaccordancewiththesequenceofimplementation

Sr.No. Stake holders

Role of Stake holders in accordance with the sequence of

implementation

1. Municipal Corporation

Assessment of existing amenities infrastructure Priorotising the requirement Selection of sites Conceptualizing and broad planning

2. Project Architect Detailed planning, designing, project report and Municipal submission


Selection of private partner, Approval to the drawings, issuing the agreement

4. Developer/Builder

Appointment of various labour contractors, procurement of material for executing the project and building the amenity.

5. Municipal Corporation and

Architect

Co-ordination, monitoring and review the project progress quantitatively and qualitatively, issuing the necessary permissions.

6. Developer and Architect

Project completion Report along with final as built drawings, handing over the project to the corporation.


Approving the occupation certificate, Allocating the amenity to concerned department or private operator fixing the user charge

structure, management, operation and maintenance.

As per the provisions of Development Control Regulations, any developer (landowner/ builder), who proposes the development of a land mass more than 2 ha., by converting the industrial land into land used for residential or commercial purpose, are required to transfer the piece of land ranging from 5% to 17.5% of the plot area proposed for development to the Corporation. These provisions were not systematically and effectively invoked over the years. So the plots supposed to be transferred to the corporation were: * not of proper shape or size * not at prominent places * not physically handed over or transferred in

the name of corporation

* were used for short term requirements without any holistic long terms planning

* plots were encroached * plots were developed without demand based

study. Thereafter corporation had initiated specific program in the year 2007, for taking over the possession of such amenity and reserved plots. The Corporation also launched a pilot program of developing social infrastructure on such amenity plots in association with private parking. In order to expedite the program a special cell had been constituted for this program under the direct control of the Municipal Commissioner. The success achieved in acquiring the amenity/reserved plots and developing the



social infrastructure as a pilot project, inspired the corporation to undertake such program on a larger scale. This resulted into launching of another initiative in April, 2007, whereby the development of social infrastructure on PPP basis by invoking inbuilt PPP provisions was initiated. The duration of this program was of three years. The special drive of acquiring the prominent amenity plots had further intensified and in a short space the corporation succeeded in acquiring 92 such plots along with 16 constructed amenities.

The systematic approach adopted in analyzing the available plots based on its shape, size, location and suitability were prioritized for developing social infrastructure. In selecting the site and project, extensive consultative process was adopted for finalizing the design amongst two to three options. Thereafter the developers have been prevailed upon to undertake such projects as a social cause and contribution to the society besides regular benefit of transferable development rights. The brief details of these projects are given below.

Table8:StatusofProject

Sr.No. Name of

Sector

No. of

Projects

Total Cost

(` Cr.)

Project Component Status as on 30th June 2009

1. Education 9 100.64

School Building Boys Hostel Nursing College and

Hostel

Three Projects completed Six Projects are at different

stages of construction.

2. Health 4 6.32

Primary Health Centre Dispensary Maternity Home

One project completed Three projects are at different

stages of construction

3. Housing 6 78.84

Total 7 Building at different locations

Total 638 tenements

Three Buildings completed Four Buildings are at different


4. Welfare 12 48.37

Community Centre Library Mahila Udyog Kenda Multipurpose Hall

Four projects completed Eight projects are at different


5. Administrative 6 31.86

Ward Office Fire State Administrative

Building

Two projects completed Four projects are at different


6. Commercial 8 19.84 Shopping Centre Market

One project completed Seven projects are at different


7. Traffic and

Transport 3 6.19

Parking Plaza Parking Zones

Three projects at different stages of construction



8. Art and

Entertainment 3 42.50

Art Gallery Drama Theater and

Convention Centre

Art Center

One project completed and commissioned

Two projects are at different stages of construction

9. Sports and

Recreation 6 18.80

Sports Complex Playground Garden and Parks

One project completed Five projects are at different


Total 57 353.36

The corporation had also identified certain prominent projects out of the 57 projects which would benefit the citizens on a larger scale and may also prove to be major Landmarks within the city. Such prominent projects that were selected are enlisted below. Table9:TotalProjectCost

Sr.No. Name of Project Project Cost

(` Cr.) Status as on 30th June 2009

1. Nursing College and Hostel 15.70 Project approved and about to commence

2. Maternity Home at Manpada 0.50 Project Completed, and Commissioning expected in August

09

3. Housing project at Saket 55.52 One building consisting 126 tenements completed. Other

two buildings are at different stages of construction.

4. Community Centre and Library at

Vartaknagar 15.70

Community Center building completed and Library building

expected to be completed in August 09

5. Ward Office at Balkum 1.35 Project Completed and being used as Ward Office since

June 2009

6. Shopping Center at Rutu Park and

Market at Khevara Circle 9.60

Shopping Centre project completed and Market work at

Khevara Circle is about to commence.

7. Parking Plaza at Pokharan Road

No.2 4.50 Project work about to commence

8. Thane Art Gallery 7.50 Project completed and commissioner on 26th February 2009

9. Drama Theater and Conventional

Center Complex 30.00

Project work is at plinth stage and expected to be completed

by March 2010.

10. Garden at Vadavali off Ghodbunder

Road 5.00 Project completed and will be opened to public in August 09.

Outcome of the Reform * The PPP initiative for inclusive and

sustainable development of the city had helped the corporation to enhance the technical and managerial efficiencies. The Corporations PPP initiative being need based is benefiting different groups of stakeholders at various levels. For example, Thane Kala Bhawan, the prestigious landmark of Thane, an abode to art and artists and a fine art gallery upholds the rich cultural tradition of Thane. This art gallery has been opened for the public from 26th

February, 2009 and since then it has stimulated environment for Art talents. The gallery is dedicated to show case the fine art creations of upcoming as well as renowned artists. The art gallery, till date has warmly greeted 11,000 visitors. The venue has experience 29 exhibitions of fine arts, photography, calligraphy, etc.

* PPP is enabling the Corporation in providing viability gap funding with the objective of making the project commercially viable. This is further encouraging in creation of assets and their management and operation through private investment.



* Some of these projects are completed while remaining is in the ongoing status and lease expected to be completed before March 2011. Thus the mechanisms of PPP is supporting the Corporation in keeping the financial position intact and leverage the funds to take up additional investments towards creating greater infrastructure which will ultimately accelerate eco-growth of the city in an equitable and sustainable manner.

Achievements/ Results The corporation had formulated various infrastructural projects under the JNNURM, identified projects under the initiative of inbuilt land use instruments to develop amenities and to provide infrastructural facilities. But with the growing trend of urbanization and globalization it is necessary to adopt an analytical approach for the execution of mega projects in various sectors. To overcome the problems experienced in delivery and expansion of infrastructure services, TMC adopted a service delivery reform approach i.e. integrating asset creation with management and financing during its lifespan so that intended service is fully sustainable. On a modest scale the corporation is structuring a policy of public and private sector participation for the implementation of projects with large magnitude. As per the guidelines of Ministry of Finance, GoI, Department of Economic Affairs, TMC has taken efforts in identifying the qualitative and quantitative bankable projects in a systematic technical manner. All the projects mentioned below are mostly completed or are at the verge of completion in TMC. The projects identified under PPP options are summarized herein after: * Education Sector To promote higher

education and professional education 11 sites had been identified for development of educational infrastructure in the city.

* Transport Sector To enhance intra-city and intercity mobility, corporation had identified mega transport projects such as Monorail, Mass Rapid Transport System, Bus Rapid Transport System, Parking Plazas, etc.

* Housing Sector - To achieve the goal of slum free city, the Corporation had identified four sites for constructing about 30,000 dwelling units to accommodate the urban poor.

* Social Sector To transform the city into major tourist place, the Corporation had identified 11 projects at various locations

within the city. These mega projects included water front development, Science Park, Zoological and Botanical Park, golf course, parks, planetarium, casino-ferry routes, etc.

* Health Sector To develop the efficient Solid Waste Management system and to enhance the healthcare facilities, the corporation had identified four major projects under this sector.

Sustainability In order to make the project sustainable through regulatory measures and to expedite and enhance the scope of the project, TMC had supplemented it with the following decisions: * Policy and strategy for development plan

implementation finalized vide resolution no.123 dated 25.7.2007.

* The Education Policy for allotment of plots to educational institution for development of educational infrastructure vide resolution no.277 dated 19.11.2009 was also implemented.

* Allotment of 26,000 sq.mt. land to Mumbai University for setting up University sub-center in Thane was conducted.

* Amendment were proposed in the Development Control Regulation of the city by incorporating :

Allowing parking at two levels below the parks, gardens, playgrounds and roads.

Provisions for enhanced parking requirements

Mandatory Provisions for re-use of re-cycled water

Solar water heating system and rain water harvesting

Provisions for promoting tourism development within the city

Provisions for keeping 20% and or tenements reserved for Economically Weaker Section and Middle Income Groups.

Replicability In Thane, the concept of PPP has enabled to explore the spectrum of possible relationships between public and private actors for cooperative provision of infrastructure services. The mechanism is facilitating the Corporation for better responsiveness to consumer needs and satisfaction. The initiatives highlights on how ULBs can muster various off-budgetary instruments to support the municipal infrastructure in innovative ways, reducing the burden on municipal finances. The innovations



like utilizing inbuilt PPP instruments, as that done by TMC, can be converted into tangible action plans which can be successfully replicated and implemented. Financial leveraging in such a manner will necessitate all the key stakeholders in any city to come together and cooperate, innovate and replicate. Recognition Ministry of Finance, Ministry of Urban Development and Mumbai Metropolitan Regional Development Authority has appreciated this initiative of Thane Municipal Corporation. Achievements made through PPP at Thane

Figure15:ArtGalleryatThane,Mumbai

Figure16:AuditoriumComplexatManpada

Figure 17: Biomithenisation plant atChatrapatiShivajiHospital,Kalwa

Figure18:EcoGardenatSamtanagar

Figure19:GardenatVadavali

Figure 20: Housing for homeless atMajiwada



Figure21:ShoppingCenteratRutuPark

Figure 22: SRD Scheme of SarovarDarshanatPanchpakhadi

Figure24:TrafficIslandatJambhaliNaka

Figure 25: Station Area TrafficImprovementScheme,Thane


Mr. R.A. Rajeev Municipal Commissioner Thane Municipal Corporation The Main Administrative Building Dr. Almedia Road Chandandwadi, Panchpakhadi Thane (West) 400 602 Phone: 022-25336523 Fax: 022-25336215 E-mail: [email protected]


PPUBLIC UBLIC TTRASPORTRASPORTSSYSTEMYSTEMSSYSTEMYSTEM




Title of Best Practice: Jalandhar City Bus Service State/City: Punjab - Jalandhar BP Code: SSS-PT-03-2377-0511 Previous Status As mentioned in the Puranas and Upanishads, Jalandhar is said to have derived its name from the vernacular term `Jala-Andar means area inside the water, i.e. tract lying between the two rivers Satluj and Beas. Jalandhar was the capital of Punjab until Chandigarh was built in 1953. The city, which has major road and rail connections, is a market for agricultural products. Presently, Jalandhar is known as highly industrialized centre being India's foremost producer of world-class sports equipments, apart from excellent textiles, leather goods and wood products. Jalandhar is situated 146 kms from Chandigarh and 350 kms from Delhi. It is surrounded by Ludhiana district in East, Kapurthala in West, Hoshiarpur in North and Ferozepur in South. Nearest Airport is Raja Sansi International Airport, Amritsar at a distance of 90 kms. Efficient and reliable urban transport systems are crucial for major cities in Punjab to sustain a high growth rate and alleviate poverty. The Urban transport problems in Jalandhar are growing everyday essentially because of rapid motorization. The major challenge for Government of Punjab is how to improve the current urban transport situation, or at least prevent it from deteriorating further while providing differentially priced services. Cheaper fares can be introduced for those who cannot afford higher prices; and premium services for those who would shift from personal vehicles if they get quality services. The major problems and need that arised were basically two in nature: * Illegal and overloading autos plying like

stage carriage. * Starting route is not as much viable for the

profit of Bus Operators. The New Approach The Department of Local Government has undertaken implementation of a very prestigious project of the Government of

Punjab to improve the quality of the Public Transport in the cities by providing cheap, environment friendly, efficient and convenient public transport system. In order to address these lacunae, Government of Punjab constituted a company by name of Jalandhar City Transport Service Limited (JCTSL) incorporated under the Companies Act, 1956 on 26th December 2006. The objective was to operate and manage the public transport system of Jalandhar and provide differentially priced services, with cheaper fares for those who cannot afford higher prices. Figure26:JalandharCityBusService

* Special Purpose Vehicle as a Public

Company

The Registered Office of the company is situated at Municipal Corporation, Jalandhar. The authorized capital of the company is ` 50 lakhs divided into 5 lakhs equity shares of ` 10/- each. The initial paid up capital of ` 30 lakhs is being held by the Municipal Corporation, Jalandhar and ` 20 Lakhs by Punjab Infrastructure Development Board, Punjab. Management The management of the company is entrusted with the Board of Directors. There are five members on Board of Directors with District Commissioner, Jalandhar as its Chairman and Commissioner of Municipal Corporation,



Jalandhar as its Executive Director who has been entitle

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