Table  of  Contents            I  INTRODUCTION                   1    II  THE  LEARNING  EXPERIENCE  OF  THE  PARTICIPANTS       3    III  RESEARCH  METHODOLOGIES  AND  FRAMEWORK       6    IV  FIELD  WORK                   8       Alandi:  a  pilgrimage  town  &  Magarpatta  Township,  Pune       8  

  Urban  Sustainability:  A  case  study  of  Mysore         22  

  Urban  Sustainability:  Case  Study  of  Kochi,  Kerala         41  

 V  POLICY  ANALYSIS                 68    VI  CONCLUSIONS                   71  

 

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I.  Introduction  

After  two  GIZ-­‐DAAD  Summer  Schools  in  2009  and  2010,  Sustainable  Habitats  III  was  the  3rd  in  India  and  the  8th  within  this  framework  after  Vietnam,  Egypt,  Brazil  and  Peru.  This  Summer  School  again  focused  on  common  learning  and  strengthening  dialogue  between  researchers,  development  practitioners  and  policy  makers  concerning  sustainable  urban  development.  The  GIZ-­‐DAAD-­‐BVIEER  Summer  School  2011  aimed  at   introducing  twenty-­‐nine   participants   from   all   over   India,   Germany,   Iran   and   Egypt   to   the   concept   of  sustainable  habitats,  its  approach  and  implementation  in  India.    

This  report  summarises  the  research  process  and  the  findings  of  the  3-­‐weeks  programme.  We   started  our   research  by   investigating   the  potential   of   JNNURM-­‐projects   to   improve  quality  of  life  in  Indian  cities.  The  reader  of  this  report  will  find  out  though  that  in  terms  of  sustainable  development  JNNURM-­‐projects  are  not  in  the  focus  of  the  institutions  and  concerned   stakeholders.   Instead,   by   looking   at   three   different   examples   (sanitation  problems   in   the   pilgrimage   town   ‘Alandi’,   integrated   solid  waste  management   in   Kochi  and  aspects  of  urban  sustainability  in  Mysore)  we  found  conflicting  policies,  at  most  best  practices   and   scattered  pilot   projects.   This   led  us   to   an   investigation   at   different   levels  regarding   policy-­‐,   governance-­‐   and   implementation-­‐strategies   to   find   opportunities   for  holistic  approaches  towards  urban  sustainability  in  India.  This  was  only  possible  by  fruitful  cooperations  with  local  partner-­‐organisations,  which  will  be  introduced  more  detailed  in  this   report.   We   hope   we   can   contribute   with   our   work   to   stimulate   meaningful  discussions  for  Indian  cities  towards  a  sustainable  development.  

Our  Summer  School  Identity  

• We   are   University   students   and   young   professionals   with   diverse   cultural   and  disciplinary  backgrounds  from  India,  Iran,  Egypt,  and  Germany.  

• We   are   taking   part   in   a   Summer   School   where   we   are   studying   matters   of   urban  sustainability,   with   a   special   focus   on   energy   efficiency,   sanitation   and   solid   waste  management.  

• We  will  be  combining  action  research,  field  study,  academic  discussions  and  analysis,  peer  learning  and  other  participatory  approaches  during  our  course  of  study.  

• We   resolve   to   make   our   research   work   independent,   fair,   respectful   and   non-­‐  threatening.    We  have  come  to  learn  from  you  all  since  you  know  better  about  your  living-­‐  and  working-­‐conditions  than  us.  

Our  partners:  

GIZ   is   the   organization   for   international   cooperation   of   Germany.   GIZ   works   with   the  Government   of   India   and   civil   society   organizations   in   the   field   of   sustainable  development.  DAAD   is   the   “German   Academic   Exchange   Service”.   DAAD   is   a   joint   organization   of  German   institutions   of   higher   education   and   student   bodies.   It   is   promoting   academic  cooperation  and  exchange  worldwide.  BVIEER  stands  for  Bharati  Vidyapeeth  Institute  for  Environment,  Education  and  Research,  which  is  associated  to  the  Bharati  Vidyapeeth  University  in  Pune.  

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Partner  Organisations  for  Field  Research:  

Ecosan  Services  Foundation,  Pune,  Maharashtra  Environmental  Cell  of  GIZ-­‐ASEM,  Kochi,  Kerala  Centre   for   Renewable   Energy   and   Sustainable   Technologies   at   the  National   Institute   of  Engineering  (NIE-­‐CREST),  Mysore,  Karnataka    Thank  You!  We  would  like  to  thank  our  international  and  local  partners,  the  interviewees,  and  all  the  many   others   who   supported   and   facilitated   our   Summer   School   in   Pune,   Mysore   and  Kochi.  Without  their  support  the  Summer  School  would  not  have  been  possible.  

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II.  The  Learning  Experience  of  the  Participants  

Peer  learning  and  intercultural  learning  

The   learning   process   during   the   summer   school   was   based   on   “peer   learning”   which  depends  on  the  knowledge  of  the  participants  and  their  experiences  as  the  main  resource  of  mutual   learning.  During   the  whole   summer   school   period,   the   learning  process   took  place   in  different  ways,   including   informal  discussions,  group  work  and  the  exchange  of  perceptions  and  common  experiences  during  the  field  work.  Since   the   participants   were   from   various   nationalities,   intercultural   learning   also   took  place   both   in   the   classroom   during   debates   or   group   work   and   informally   in   personal  relationships   which   started   to   be   built   among   the   participants.   Being   aware   of   the  intercultural  environment,  the  participants  were  open-­‐minded  towards  other’s  attitudes,  values,   behaviours   and  beliefs.  Meanwhile   cultural  misunderstandings  were   solved   in   a  humorous   way,   which   even   enhanced   the   group   forming   process   as   it   helped   to  understand  oneself  as  well  as  the  others  better.  This  learning  experience  can  be  divided  into  three  main  phases  (three  weeks)  as  follows:  

First  week:  Common  ground  

During  this  week,  all  participants  passed  through  similar  learning  experiences.  The  group  members  came   from   various   backgrounds   (e.g.  engineering,   sociology,   education,   geography,  architecture,   urban   planning,   disaster  management,   and   other   professions).   They   had  different   experiences   which   enhanced   the  exchange  of  knowledge.  Diversities  in  each  of  the  group  members’  perspectives  and  interests  were  quite   obvious   through   the   first   discussions.  Knowing   each   other   professionally   as   well   as  personally   took   place.   Therefore   it  was   possible  to  meet  people   from  the  same  age  who  share  a  common   research   interest   and   similar   focus.  Working   on   different   case   studies   and   locations  all   over   the  world   provided   a   good   opportunity  for   knowledge   sharing.   Learning   about   “team   work   dynamics”   took   place   during   the  reading   skill   seminar   in   which   we   drafted   individual  mind  maps,   those   were   obviously  different   from   one   to   another   based   upon   individual’s   background   and   interest.   In  addition,  personal   capacity  analysis  was  also  very  useful   through   the   “Paragon   learning  style  inventory”  and  its  “learning  style  test”,  by  which  the  group  members  were  classified  according   to   their   different   characteristics,   which,   for   example,   distinguished   between  “introverts”  or  “extroverts”  or  “feeler”  and  “thinker”.  This  helped  forming  a  preliminary  idea  about  how  the  dynamics  within  each  of  the  groups  could  look  like.    

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Second  Week:  Internal  group  dynamics  

The  participants  realized  the  importance  of  informal  meetings   and   discussions   in   which   ideas   about  certain   topics   or   issues   within   the   group   could   be  exchanged.   Building   on   each   other’s   ideas,   and   the  freedom   to   express   one’s   opinions   was   very  important  throughout  the  whole  process.  When  any  differences   in   opinions   arose,   compromises   were  soughed.  Planning  skills  for  field  visits  and  interview  preparation   mechanisms   were   also   developed.   In  addition,   the   customization  of  data   collection   techniques   came  up  as   an   issue  and  was  transferred  by  the  more  experienced  team  members  to  the  other  group  members.  Different   group   dynamics  were   noticed  within   the  three  different  groups:  • Kochi:   Most   of   the   group   members   were  

“extroverts”.   They   tried   to   put   different  individuals’  understandings  and  knowledge  into  a   common   group   platform   from   the   very   first  meeting,   relating   this   to   the   research   topic  “urban   sustainability”   through   diagrams,  

questions,  brain  storming  sessions  and  debating  to  reach  a  compromise  for  how  to  proceed  with  each  step.  

• Pune:   According   to   the   learning   style   test  most  of   the   group   members   were   ”introverts”.  Especially   at   the   beginning   it   took   a  while   until  the   ice   broke,   but   by   the   end   of   the   week,  everyone   contributed   to   a   similar   extent   to   the  project   discussions   and   findings   and   the   group   managed   to   come   up   with   a  comprehensive  and  holistic  result.  

• Mysore:  A  mixture  of  ”introverts”  and  ”extroverts”    has  managed  to  work  together,  but  also  to  follow  the  individual  group  members’  research  interests.  Action  research  and  mutual  discussions   took  place  on  a   regular  basis   to   find  out  commonalities  and  points  of  intersection.  

                 

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Field  study  learning  experience  

At  first,  the  identification  of  various  stakeholders  and  their   inter-­‐linkages   was   undertaken   to   reach   an  understanding   of   the   conflict   of   interests   between  them.   The   difference   between   documentation   and  the   grounded   reality   was   recognized   (e.g.   Kochi   is  labeled   as   a   “bin-­‐less   city”   while   one   can   find  garbage  easily   in  the  streets).  Backdated  reports  did  not   provide   clear,   updated   information   and   did   not  mention   conflicts  wherever   they   existed,   as   reports  usually  paint  a  rosy  picture  of  the  reality.    The   ideas   of   stakeholders   were   translated   into  technical   analysis.   Technical   terminologies   were  simplified   for   the   ease   of   understanding   during  stakeholders’   meetings.   The   different   questions   to  various  stakeholders  and  different  ways  of  asking  the  questions   were   discussed   on   a   daily   basis   (what   to  ask?   whom   to   ask?   how   to   ask?).   In   addition   to  understanding  the  potential  level  of  the  interviewee,  the   questions   were   reframed   in   order   to   avoid  conflicts   of     ideas   or   misunderstandings.   The   role  that   the   interpreter  plays  during   the   field  visits  was  identified  and  the  various  levels  of  understanding  of  the   members   of   the   same   organization   were  analyzed.   Data   collection   techniques   were  customized  according  to  the  type  of  required  data.  

Third  week:  Findings  and  Conclusions    

In   depth-­‐discussions  with   various   resource   persons   and   professionals   were   held   in   the  third  week  of  our  summer  school.  The  topics  of  those  discussions  and  learning  dialogues  were   sanitation,   energy   efficiency,   and   urban   sustainability.   The   invited   guests   for  in/depths  discussions  were  as  follows:  

Prof.  S.  L.  Kolhatkar  (Bharati  Vidyapeeth  College  of  Agriculture-­‐  Post  Grad,  Principal)  Dr.  Kiran  Shinde  (Bharati  Vidyapeeth  College  of  Agriculture-­‐  Under  Grad,  Principal)  Prof.  Samir  Shastri  (Sinhagad  College  of  Engineering,  Faculty)  Mr.  Sanjay  Jagtap  (Pune  Municipal  Corporation,  Solid  Waste  Management  Cell)  Dr.  R.  R.  Pardesi  (Pune  Municipal  Corporation,  Chief  Medical  Officer)  Mr.  Rahul  Navale  (Environment  Management,  Consultant)  Mr.  Sham  Sundar  Subbarao  (NIE  -­‐  Crest,  Mysore,  Director)  Mr.  Esakki  Raj  (GIZ  Kochi  Cell)  Mr.  Ramesh  Nair  (GIZ  Kochi  Cell)  Pryanka  Patange  (Ecosan  Services  Foundation)  Sree  Satish  (Ecosan  Services  Foundation)

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III.  Research  Methodologies  and  Framework:  

The  learning  process  (see  Fig.  1)  comprises  of  three  major  areas;  theoretical  background,  action   research,   and   the   results.   In   the   first   part,   governance   and   sustainable  development   are   linked   in   our   conceptual   framework.   Governance   is   defined   as   “the  process  of  decision  making  and  implementation”1  (UNESCAP  2010).  Governance  could  be  perceived   as   a   mechanism   to   reach   sustainable   development   in   a   city.   Giradet   (1999)  stated  that:  “a  sustainable  city  is  organized  so  as  to  enable  its  citizens  to  meet  their  own  needs   and   to   enhance   their   well-­‐being   without   damaging   the   natural   world   or  endangering  the  living  conditions  of  other  people,  now  or  in  the  future.”2    The  research  project  aimed  at  examining  the  governance  system  of  three  case  studies  in  different  cities  to  see  how  far  their  activities  and  policies  are  sustainable  within  the  three  main   aspects   of   sustainable   development   (economy,   environment,   and   socio-­‐culture).  The  methodology  used  for  the  fieldwork   is  based  on   ideas  of  action  research  which   is  a  form  of  “participatory  and  process-­‐oriented  planning,   implementation  and  evaluation  of  promotions  measures”  (Gagel  2000)3  practised  especially  in  the  development  cooperation  sector.  Action  research  is  a  reciprocal  process  in  which  the  conducting  researchers  have  a  positive  impact  on  the  situation  of  the  target  group.  Due  to  the  limited  time  frame  of  only  one  week,   the   research   groups   could   not   have   sufficient   interaction  with   the   targeted  community.   Instead,   the   research   groups   became   facilitators   as   they   worked   in  cooperation  with  partner  organisations  and  different  stakeholders  on  possible  solutions  and   offered   their   recommendations.   The   three   research   groups   focused   on   various  aspects   of   urban   development   in   detail   to   compare   the   results   and   draw   a   conclusion  highlighting  the  strengths  and  weaknesses  of  the  governance  systems  based  on  a  policy  analysis  of  the  cities.    

Kochi  group  (Urban  sustainability)  

Based   on   the   team   members’   expertise   and   interests,   in   relevance   to   the   urban  sustainability   aspects   environment,   economy   and   socio-­‐culture,   action   research   took  place  by   the  means  of   observations   and   interviews  with   various   stakeholders.   For   data  analysis,   different   tools   and   techniques   were   used   (problem   tree,   SWOT,   and  stakeholders   analysis)   to   find   the   gaps   and   linkages,   coming   up   with   the   findings   and  results.  

Pune  group  (Sanitation)  

Focusing  on  the  pilgrim  town  “Alandi”  and  ”Margapatta   township”,   research  took  place  based   on   interviews,   map   analysis,   lectures   and   observations   at   the   sites.   For   the  township,   environmental   as   well   as   social   aspects   of   sustainability   were   analyzed.   For  Alandi,   a   problem   analysis   chart   was   developed   to   identify   causes   and   effects.   A  

                                                                                                               1 UNESCAP (2010) What is good governance? http://www.unecap.org/pdd/prs/ProjectActivities/Ongoing/gg/governance.asp (21.09.2011) 2 Giradet, H. (1999) Creating Sustainable Cities/ Schumacher Briefing No 2, Green Books, Devon 3 Gagel, D. (2000) The Fundamentals of Action Research in Development Cooperation. www.action-research.de

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prioritization  of  the  problems  and  a  discussion  of  their  interdependencies  were  the  basis  for  the  development  of  strategies  to  tackle  the  problems  comprehensively.  

Mysore  group  (Energy  efficiency)  

Starting  with  a  common  vision  about  the  research,  three  major  targeted  subtopics  were  addressed:  policy,  governance,  and  implementation.  Following  individual  interests  based  on  action  research  methods  (interviews,  focused  group  discussions)  each  member  tried  to  conceptualize  the  relevance  of  individual  findings  with  the  target  subtopics.  The  following  parts  will  present  the  findings  of  the  empirical  researc    

 

Fig.  1  Conceptual  framework  of  the  research  

     

 

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IV.  Field  Work    

1.  Alandi:  A  pilgrimage  town  

Masoud  Rezaei  Badafshani,  K.N.  Dhananjaya,  Anitha  Mary  Immanuel,    Stephanie  Leder,    Saurabh  H.  Mehta,  Jai  Prakash  Sharma,  Yeeshu  Shukla,  Juergen  Staeudel,  Anna  Zimmer    Background  of  Alandi  

The  town  of  Alandi  is  situated  on  the  bank  of  the  river  Indrayani  in  Khed  taluka  of  Pune  district,  Maharashtra,  India.  The  details  of  location  are  as  follows    

Characteristics  of  Alandi  

The   town  owes   its   existence   to   the   great  poet   and   Sant   (Saint)   Dynaneshwar  Maharaj   (pronounced   as   Jnaneshwar).The   history   dates   back   to   1296   AD   when   sant  Dnyaneshwar   took   “Sajeeva   Samadhi”   (Self   Buried   Alive)   after   his   glorious   work  “Dnyaneshwari”.  Dynaneshwari  is  a  masterpiece  of  Marathi  literature  which  is  comprised  of   the   poet’s   comments   on   Bhagavad   Gita   with   the   essence   of   Vedas,   Gita   and   the  empirical  knowledge  of  the  poet.      The   town   is  well   known   for   the  Dynaneshwar  Maharaaj   templebuilt   in  1570  AD  on   the  banks  of  the  river  Indrayani.  Millions  of  pilgrims  visit  the  temple  annually  with  a  majority  arriving  at  two  main  seasons  of  the  year.  

Palakhi:  A  1000  year  old  tradition,  which  is  celebrated  in  the  month  of  Ashada  (June-­‐July)  where  in  the  pilgrims  walk  from  Alandi  to  Pandharpur  traversing  about  150  Km  of  distance.  Karthiki  Ekadashi:  It  is  celebrated  in  the  month  of  November/  December.  It  is  basically  an  annual  fair  on  Karthik  Purnima  which  is  attended  by  thousands  of  devotees.  Majority  of  the  pilgrims  visiting  the  temple  are  from  rural  areas,  farmers  in  particular  and  it  is  so  because  of  the  fact  that  Dynaneshwar  Maharaj  was  a  devotee  of  Pandurang-­‐  Vittal  (Shepherd  God)  a  rural  deity.    

Demographics  

According   to   the   Census   2001,   the   population   of   the   town   is   17,565   and   the   current  population  is  projected  to  be  23000.  The  municipality  was  established  in  1869  AD  and  the  present   local   governing   body   is   Alandi   Nagar   Parishad   (Alandi   Municipal   Council).   The  municipal   area   is   about   6.4   Sq.   Km  and   is   divided   in   to   17   administrative  wards.  Great  variations   in   actual   population   at   a   point   in   time   can   be   seen   due   to   the   pilgrim  population.  The  floating  population  varies  significantly  as  shown  below.  

Location   18.67°N  Latitude,  73.90°E  

Longitude,    

Accessibility   2  to  3  Km  off  the  Pune-­‐Nasik    

National  highway{NH-­‐50}  

10  Km  from  PimpriChinchwad  

Industrial  Complex  

25  Km  from  Pune    

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Type  of  the  day   No.  of  piligrims  

Normal  day   10,000  to  12,000  

Thursdays  and  weekends  

25,000  

Ekadashi  days  {  twice  in  a  month}  

60,000  to  70,000  

   

Festivals  and  fairs  {  Palakhi  /  KarthikiEkadashi}  

3,00,000  to  5,00,000  

Floating  population  

It  can  be  seen  that  the  floating  population  reaches  half  a  million  twice  a  year,  which  is  22  times   the  existing  population.  The   shock   load  of  population  poses  a  great   challenge  on  the  stake  holders  and  often  renders  the  town  unhygienic   in  terms  of  water,  solid  waste  and  sanitation.  

Existing  Infrastructure  

The  town  has  residential  and  commercial  areas.  Following  table  shows  the  details  of  infrastructure.    Particulars   Detail   Remarks  House  holds     7500   Projected  from  census  2001  Residential  Properties   3095   Projected  from  census  2001  Commercial  Properties   5392   Projected  from  census  2001  Surface  Water  Source   Indrayani  Dam    Total  water  Supplied   35MLD   Million  Litres  Per  Day  Supply  of  Treated  water   2MLD    Untreated  water   33MLD   Supplied  directly  to  taps  No.  of  toilets   200    No.  of  Dharamshalas/Maths*  

300   For  accommodation  of  about  3,00,000  pilgrims  during  festivals  

Sewage  treatment  plant   Construction  stopped/incomplete    

 

Sewage  disposal   Untreated  sewage  Disposed  directly  in  to  Indrayani  river  

 

 The  maths  are  located  inside  the  town,  they  provide  facilities  for  about  3,00,000  people  and  rest  of  the  people  stay  in  camps  which  are  mostly  outside  the  town.  Map  1  shows  the  location  of  the  sanitation  related  infrastructure  as  well  as  the  concentration  of  pilgrims  in  a  city  camp  side  and  the  location  of  the  main  queue  of  pilgrims  during  festival  times.  

Normal  days              Weekends                  Ekadashi              Festival/  fairs  

0  100000  200000  300000  400000  500000  600000  

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Map  1:  Alandi  Municipal  Council  with  existing  water  supply  and  sanitation  infrastructure  

 

Current  Scenario:  A  problematic  sanitation  situation  

The   influx   of   pilgrims   especially   during   the   festive   seasons   poses   a   challenge   to   the  municipal  council  of  Alandi,  which  has  inadequate  funds  and  infrastructure  to  manage  the  floating  population.  Besides  having  inadequate  infrastructure  the  pilgrim  town  also  faces  some  other  problems.    Some  of  the  major  problems  are:  

• Inadequate  sanitation  facilities  and  subsequent  open  defecation    

A   large   population   of   religious   tourists   resides   in   300   ‘maths’   during   the   peak   season.  These   ‘maths’  have  different  capacity  and  together  have  about  3500  toilets.  Within   the  temple  premises  there  are  5  toilets  which  are  generally  not  used  and  are  maintained  by  the  temple  trust.  Besides,  sometimes  temple  trusts  arranges  for  about  100  toilets  during  the  festive  seasons.  The  Municipal  Council  also  gets  160  (4  units)   toilets  during  the  two  major  festivals  which  are  operated  and  maintained  by  them.  And  finally  there  are  some  private  organizations  that  add  up  200-­‐250  toilets  during  the  two  festive  seasons.  

• Unsafe  water  supply    

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The   water   network   that   exists   was   put   in   place   almost   seventy   years   ago   and   was  designed  as  per  the  small  population  that  used  to  reside  in  Alandi  at  that  time.  Since  then  the  population  has  increased  many  fold  and  the  water  treatment  facility  is  not  sufficient  to  take  care  of  the  existing  population.  Of  the  35  MLD  supply,  only  2  MLD  is  treated.  

• Disposal  of  untreated  sewage  into  the  river  Indriyani  

The  sewage  treatment  plant  project  was  left  incomplete  because  of  insufficient  funds  and  is  hardly  ever  operational.  As  a  result  of  this  the  sewage  is  directly  disposed  into  the  river  without  any  treatment.    

• Improper  solid  waste  management    

There   is  no  mechanism  to  segregate  or  treat  the  solid  waste,  as  a  result  of  which  there  are  open  dumps  in  the  town.  The  solid  waste  is  dumped  next  to  the  river  bed.  The   prime   causes   identified   demographic   challenges,   lack   of   ownership   amongst   the  stakeholders,  governance  issues,  and  infrastructural  issues.  

Ownership  (and  Awareness)  Issues  

Based  on   the   analysis   of   the  problems   in  Alandi,   stakeholders  were   identified  outlining  their   role   in   enabling   proper   provision   and   management   of   services.   The   primary  responsibilities  of  service  provision   lie  with  Alandi  Municipal  Council,  who  has  the   legal  responsibility   of   providing   infrastructure   services   like   water   supply,   wastewater,   solid  waste  management,  etc.  The  power  to  levy  taxes/  charges  is  also  with  the  Council,  with  approval   required   by   the   Government   of   Maharashtra.   While   the   administrative   and  financial  powers  lie  with  the  Council,  there  is  lack  of  ownership  by  the  Council  in  matters  related   to   the  pilgrims.  The  Council   looks   to   funding  by  Government  of  Maharashtra   to  provide  the  services  to  the  pilgrims  resulting  in  a  huge  gap  in  infrastructure  creation  for  the  pilgrims  during   the  peak   seasons.   It   is   also   important   that   the  Council   understands  that  the  current  lack  of  proper  management  of  such  facilities  puts  increased  pressure  in  terms  of  human  and  financial  resources  on  the  existing  infrastructure  as  well.  This  can  be  bought  about  by  holding  workshops  on  resource  planning,  both  human  and  financial,  as  well  as  sensitization  and  exposure  visits  to  similar  pilgrim  towns  (e.g.  Tirupati).  The   second   major   stakeholder   identified   was   the   Sant   Dnyaneshwar   Temple   Trust.  Though  the  temple  is  the  main  attraction  of  the  pilgrims,  it  can  be  seen  that  the  Trust  is  only   responsible   for   queue   management   within   the   temple   premises.   The   share   of  responsibilities   for   the   Trust   is   in   stark   contrast   to   the   Municipal   Council   which   is  burdened   with   the   major   obligations.   The   state   government,   in   consultation   with   the  Council  and  the  Trust,  has  to  ensure  that  the  responsibilities  of  the  pilgrim  management  are  shared  between  the  two  parties  in  some  proportion.  One  of  the  actions  that  could  be  initiated   by   the   Trust   would   be   to   use   public   announcement   systems   to   disseminate  messages  on   safe  defecation  practices   and  proper  disposal  of   garbage.   The  Trust   could  also  involve  itself  in  organizing  ‘pilgrim  committees’  for  main  areas,  including  community  people,  and  Council  members  in  holding  monthly  awareness  meetings  to  ensure  peoples  (citizens  as  well  as  pilgrims)  participation  during  the  peak  seasons.  As  mentioned  previously,  the  main  camp  of  the  pilgrims  is  within  the  core  city  (see  Map  1),  while  temporary  makeshift  camps  are  also  put  up  at  the  outskirts  of  the  city.  The  Trust  can   provide   certain   services   to   main   camps,   or   organize   with   the   ‘maths’   (the  

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accommodation  places  for  the  pilgrims)  to  extend  services  to  the  outer   limits.  Currently  there   is   an   informal   understanding   between   the   Council   and   the   Trust   on   such   issues.  However,  in  order  to  ensure  the  sustainability  of  such  service  provision,  the  arrangement  has  to  be  formalized.  The   third  major  stakeholder  are   the  commercial  establishments.  Given  that   the  pilgrim  season   involves   an   influx   of   3-­‐5   lakh   population,   an   enormous   amount   of   revenue   is  generated   by   these   establishments.   At   the   same   time,   through   sale   of   offerings   like  coconuts,   flowers,   etc.,   there   is   also   a   creation  of   substantial  waste  which  needs   to  be  treated  and  disposed  safely.    ‘Cleanest  Market’  awards  can  be  given  as  incentives  to  these  establishments   to   ensure   their   complete   participation   in   the   solid   waste   management  activities   of   the   city.   These   awards   can   be   distributed   at   the   important   fairs   as  well   as  meetings  in  the  city  to  ensure  such  efforts  are  recognized  and  sustained.    The  final  but  crucial  stakeholders  are  the  citizens  as  well  as  the  pilgrim  population.  Based  on   discussions   with   Ecosan   Services   Foundation1,   it   was   understood   that   most   of   the  residents   leave   the   city   during   the   major   pilgrim   seasons   in   order   to   avoid   the   huge  pilgrim   population.   Though   this  may   seem   an   understandable   reaction   on   the   citizens’  side,  it  also  implies  that  the  citizens  are  not  concerned  with  the  health  hazards  that  occur  due  to  the  mismanagement  of  the  pilgrims.  At  the  same  time,  as  the  pilgrims  stay  only  for  a   week   in   the   city,   they   do   not   consider   that   they   should   also   contribute   towards  management  efforts  in  providing  services  to  them.  Both  these  categories  of  user  groups  need   to   be   sensitized   to   safe   sanitation   practices.   As   mentioned   above,   the   ‘pilgrim  committees’   should   include   leaders   from   these   groups   as   well   as   ensure   effective  reporting  back  mechanisms  in  cases  where  the  services  are  not  to  the  desired  level.  Local  cadres   of   sanitation  workers   can   also   be   formed   and  work   together  with   the   Council’s  sanitation  inspectors,  thus  backing  up  the  service  improvement  from  the  citizens  side  as  well.  

 Fig  1:  Strategies  for  the  awareness  and  ownership  of  the  stakeholders  in  Alandi  Municipal  Council  

 

                                                                                                               1  Ecosan  Services  Foundation  is  the  GIZ  DAAD  Sustainable  Habitats  Summer  school  partner  in  Pune,  and  coordinated  the  interviews  in  Alandi  Municipal  Council  

Alandi  Municipal  Council  

Orientation  on  approaches  to  sanitation  and  importance  of  demand  creation  Workshop  on  human  resource  planning,  Financial  management  and  supportive  supervision  

Sensitization  and  exposure  visits  to  successful  project  sites  

Setting  up  or  updating  the  grievance  redressal  mechanism  

Temple  trust  of  Alandi  

Dissemination  of  sanitation  messages  during  festive  months  

Organising  sanitation  rallies  with  religious  leaders,  natural  and  key  community  leaders  and  key  representatives  from  the  city  council  

Commercial  Establishments  

Introducing  incentives  of  the  reward  system,  involving  market  vendors  through  competitions  and  recognising  them  in  public  functions  

Citizens/  Pilgrims  

Sensitization  of  community  groups  in  different  localities  on  safe  sanitation  practices,  health  and  hygiene  Orientation  on  community  monitoring,  segregation  of  solid  waste,  and  reporting  to  ofFicials  on  lack  of  cleanliness  

Identifying  and  training  natural  leaders  for  creation  of  cadre  of  sanitation  workers  to  support  municipal  council  

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Governance  Issues  

A   number   of   governance   issues   contribute   to   the   problematic   sanitation   situation   in  Alandi.  Most  pressing  from  the  point  of  view  of  the  Municipal  Council  (MC)  is  the  lack  of  funds,   and   the   lack   of   vacant   land   within   the   city   area   to   implement   possible  infrastructural  solutions.  On  the  financial  side,  50   lakh  Rupees  have  been  sanctioned  by  the   Government   of   Maharashtra   (GoM),   but   have   not   yet   been   received   by   the   MC.  Another  20  crore  Rupees  have  been  sanctioned  by  GoM  for   the  elaboration  of   the  City  Sanitation  Plan  (personal  communication,  Leader  of  Opposition).  No  matter  how  substantial  these  funds  are,  a  sustainable  sanitation  solution  will  require  the  Municipality   to   generate   its   own   income   to  be   able   to   guarantee   running   costs   for  operation   and   maintenance   of   facilities.   The   following   options   might   be   taken   into  consideration   in  view  of  this  aim.  First,  a  substantial  cooperation  with  the  Temple  Trust  could  ensue  in  a  financial  contribution  of  the  Trust  to  operation  and  maintenance  during  festival   times.   Second,   commercial   establishments   and   Math   owners   might   contribute  through   a   specially   levied   tax   on   the   incomes   generated   by   the   pilgrim   flow.   Third,  pilgrims   themselves  might   contribute   a  marginal   tax.   As   this   last   option   appears   to   be  highly  problematic  in  the  given  cultural  context,  this  contribution  would  in  any  case  have  to  be  extremely   low  (max.  10  Rs/person),  and  might  have  to  be  tied  to  the  provision  of  infrastructure,  thus  being  established  only  once  the  project  has  taken  off.  Fees  might  for  example  be  collected  for  staying  in  well  managed  camp  sites,  or  for  the  registration  in  the  electronically  managed  queue  if  this  system  is  applied  to  Alandi.  Also,  payment  of  1-­‐2  Rs  for  the  use  of  public  toilets  is  not  uncommon  in  India  and  might  therefore  help  generating  revenue   in   this   case   as   well.   Fourth,   a   percentage   of   the   revenues   generated   by   the  commercial   establishments   during   the   pilgrim   season   can   be   collected   as   taxes   for   the  collection  and  transportation  of  the  waste.  In  order  to  ensure  that  these  establishments  provide  such  taxes,  incentives  can  be  offered  to  them  in  the  form  of  ‘selling  places’  at  the  fringe  areas  of  the  city  where  the  temporary  camps  are  put  up.  Next  to  revenue  generation,  infrastructure  costs  might  be  reduced  through  the  hiring  of  mobile  toilets  during  festival  times  and  coordination  with  Pandharpur  in  this  regard.  Regarding  lack  of  available  land  within  the  municipal  borders  in  order  to  set  up  facilities,  it   has   to   be   stated   that   a   large   amount   of   pilgrims   is   already   accommodated   in  spontaneous  camps  outside  the  city  limits.  This  means  that  surrounding  Panchayats  cater  to   the   needs   of   pilgrims   in   an   unorganised   and   unplanned   way.   For   an   enhanced  pilgrimage   management,   therefore,   the   creation   of   a   regional   body   which   brings   the  Municipal   Council   and   concerned   Panchayats   together   to   discuss   the   needs   of   pilgrims  and  options  to  satisfy  these  needs  is  urgently  required.    The  MC  itself  further  suggested  that  the  land  scarcity  within  the  city  might  be  addressed  through   requesting  Math  owners   to  provide   facilities  on   their  private   land,  offering   tax  exemptions  on   land  or  property   tax  and  relaxation  of  FAR  regulations   in  exchange.  This  seems   like   a   positive   solution   and   should   be   looked   into   in   more   detail.   A   second  suggestion   the   MC   brought   forward   was   the   purchase   of   vacant   private   land   by   the  Council.   Apparently,   this   suggestion   is   in   the   pipeline   due   to   inadequate   funds   for   the  transaction.  However,  costs  of  this  option  might  be  very  high,  and   it   is  unclear  whether  large  areas  of  the  town  should  be  used  to  install  permanent  infrastructure  which  is  not  in  use  for  large  parts  of  the  year.  Next  to  these  issues,  lack  of  human  resources  was  deployed  by  the  Municipal  Council.  At  the  moment,  10  private  ‘safaikaramchari’  [cleaning  staff]  are  under  contract  with  the  MC,  

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out   of  which   8   are  working   regularly.   It   is   obvious   that   this   number   is   far   too   small   to  guarantee  smooth  operation  and  maintenance  of  toilet  facilities  as  well  as  the  collection  and  segregation  of  solid  waste.  Appropriate  staffing  during  festival  periods  is  therefore  of  utmost  importance.  Contracting  private  companies  for  the  times  of  high  demand  appears  as  the  best  option,  as  needs  fluctuate  too  much  throughout  the  year  to  appoint  regular  staff.  More  importantly  still,  no  Sanitation  Officer  is  appointed  to  the  Council  and  the  post  is   vacant   since   several   years.   It   is   imperative   that   the   Government   of   Maharashtra  appoints   an   officer   to   the   Sanitation   Department   to   control   possible   private   service  providers  and  coordinate  all  the  actions  undertaken  to  enhance  the  sanitary  situation  in  Alandi.  Finally,  interviews  revealed  that  there  is  a  striking  absence  of  coordination  between  the  different  stakeholders.  This   is  partly  due  to  the  fact  that  there  is  no  legal  binding  of  the  Temple   Trust   regarding   service   provision   to   pilgrims   within   the   town   area.   A   radical  solution   to   this   set   of   problems   would   be   to   bring   the   Temple   Trust   under   the  Government  of  Maharashtra  as  has  happened  in  Pandharpur.  However,  this  might  not  be  feasible   for   political   reasons.   Meanwhile,   coordination   can   be   improved   significantly  between   the   independent   agencies.   Although  meetings   between   the   Temple   Trust   and  the  MC  already  take  place  before  the  main  festival  season,  this  communication  should  be  strengthened  substantially  and  institutionalised.  It  is  also  advisable  that  meetings  should  include   representatives   of   surrounding   Panchayats   (as   suggested   regarding   the   land  issue),   and   results   would   arguably   benefit   from   exchange   of   experiences   between  Pandharpur,   Dehu   and   Alandi,   all   three  major   pilgrimage   towns   in   the   region.   Such   an  exchange  might   even   lead   to   the   development   of   the   City   Sanitation   Plans   of   all   three  cities  in  a  coordinated  matter  so  that  benefits  of  synergies  can  be  created.  Especially  during  festival  times,  a  permanent  task  force  comprising  representatives  of  the  Trust,  the  MC  as  well  as  Panchayats  should  be  set  up  to  coordinate  activities  and  address  any  upcoming  problems.  This  task  force  should  include  the  designated  Sanitation  Officer  or   his   representative   and   have   direct   communication   channels   to   the   Municipal  Commissioner.  Furthermore,  the  option  suggested  in  section  XXX  (infrastructure  issues)  to  delegate  the  monitoring  of  facilities  to  citizens’  groups,  and  to  outsource  operation  and  maintenance  and  possibly  the  provision  of  mobile  toilets  to  a  private  agency  would  mean  that  a  clear  strategy  of  communication   is   required  between  these  actors.  A  possible  structure  could  be:  

 Figure  2:  Structure  of  responsibilities  and  communication  during  festival  times  in  Alandi.  Draft:  A.  Zimmer.  

The   Permanent   Task   Force   oversees   all   activities   during   the   festival.   The   main  responsibility   for   maintaining   cleanliness   and   a   hygienic   environment   lies   with   the  

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Sanitary  Guards  in  the  Wards  and  the  Citizens  Vigil  Groups.  During  regular  meetings  once  or  twice  a  day  they  coordinate  which  tasks  need  to  be  taken  up  by  the  contracted  agency.  The  Sanitary  Guard  communicates  these  tasks  to  the  Manager,  and  routinely  reports  to  the  Task  Force  which  activities  have  taken  place.  Citizens  Groups  take  up  the  monitoring  process  in  the  wards.  If  the  Citizens  Groups  finds  that  a  task  has  not  been  taken  up  to  its  satisfaction,   it   first   complains   to   the   Manager.   If   this   complaint   is   not   addressed,   the  Group  complaints  to  the  Permanent  Task  Force  which  then  requests  an  emergency  report  from  the  Manager.  Institutionalising  communication  channels  and  clearly  allocating  responsibilities  in  such  a  manner   could   then   significantly   enhance   coordination   between   the   Temple   Trust,   the  MC,  Panchayats,  private  operators  and  citizens.  

Infrastructural  issues  

The   town   clearly   has   insufficient   infrastructure   to   meet   the   demographic   challenges  especially  during  the  two  major  festivals,  besides  the  pilgrims  who  just  have  to  spend  very  few   days   at   the   pilgrimage   often   compromise   upon   the   inapt   facilities   of   insufficient  sanitation,  poor  quality  of  water  supply,  degraded  river  ecosystem  etc.  The  issue  of  funds  limitation  with  the  Municipal  Council  is  restricting  them  from  building  new   infrastructure   to   provide   services   to   the   citizens   and   pilgrims   and   blames  Government   of  Maharashtra   for   it.   Besides   several   projects   have   not   been   completed  because  of  insufficient  funds  with  the  council,  like  the  River  beautification  project  and  the  sewage  treatment  plant  The  temple  trust  on  the  other  hand  is  only  concerned  about  the  infrastructure  within  the  temple  premises  and  is  pretty  satisfied  with  the  existing  infrastructure.    As   a   result   of   the   lack   of   infrastructure   certain   environmental   hazards   have   been  observed   because   of   open   defecation   and   indiscriminate   solid  waste   dumping.   Besides  degradation  of  water   resources   (Indrayani  River)  and  diminished  quality  of   life  has  also  been  resulted  by  the  same  issues.  Looking   at   the   infrastructural   issues   at   Alandi   a   mix   of   different   technical   solutions   of  combined  sanitation  system,  which  includes  both  toilet  system  and  treatment  facilities  is  required,   along   with   software   strategies   to   support   the   project   implementation   and  ensure  sustainability.   It  has  been  widely  seen  that  robust   infrastructure  provision  needs  to  be  supported  by  effective  software  strategies.  There  are  various  examples  where  mere  provision   of   infrastructure   support   has   not   yielded   desired   results   and   led   to   under-­‐utilization  and  bad  operation  and  maintenance  (O&M)  of  the  facilities.        Based   on   the   number   of   pilgrims   expected   in   Alandi   town   and   considering   their  behaviour   and   nutritional   habits   during   the   two   major   festivals   Aashaadha   (8   days   of  constant  influx  of  pilgrims  in  June  /  July)  and  Kartik  Ekadashi  (3  days  of  constant  influx  of  pilgrims   in   November)   the   number   of   toilet   facilities   can   be   estimated.     Under   the  assumption   that   each   pilgrim   needs   to   go   to   toilet   twice   a   day   and   uses   the   toilet   for  about  5  minutes  and  also  considering  that  the  main  time  of  usage  is  early  morning,  and  early   afternoon   the   required   number   of   toilets   can   vary   in   a   wide   range   of   4.000   to  10.000   toilets.    As   there  are   certain  unknown   influencing   factors  a  detailed  assessment  should  be  undertaken.  Also   it   is   recommendable   to  start   the   implementation   in  a  small  scale  in  order  to  gain  experiences.  Constant  evaluation  and  monitoring  is  needed  to  adopt  the  assumptions  and  systems  accordingly.    Due   to   the   limited   available   space   within   the   city   and   around   the   temple,   as   well   as  around   the   arrival   zones   and   sleeping   areas,   a   combination   of   different   technical  

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solutions  could  be  suggested.  Different  toilet  facilities  have  been  recommended  for  both  inside  as  well  as  outside  the  city  where  pilgrims  stay  in  temporary  tents  during  two  major  events.  Toilet  system  and  treatment  facilities  outside  the  city  centre:  The  technical  solutions  suggested  are  based  on  the  ground  realities  in  terms  of  availability  of  land,  financial  resources,  human  resource,  existing  capacities  etc.    

The  solution  proposed  are  properly  managed  defecation    fields    for  the  time  of  the  festivals.  After  the  festival  there    should  be  a  complete  removal  of  the  polluted  top  soil  using    trucks  and  machines.  The  waste  collected  should  be  mixed    with  other  organic  waste  and  then  aerobically  treated    (Ex.  composting)  the  compost    can  also  be  used  for    forestation  programs.  As  per  rough    estimate  100  staff  and  10  supervisors  will  be  needed.  

 Toilet  system  and  treatment  facilities  inside  the  city  centre  and  around  the  temple  area:  Anaerobic   Co-­‐Digestion   with   Organic   waste   in   a   multi-­‐storey   sanitation   and   waste  management  building  where  waste  will  be   treated   in  a  biogas  plant.  The  same  building  could  also  be  used  as  service  buildings  after  the  two  major  festivals  get  over.  The  human  resource  that  will  be  required  for  the  operation  and  maintenance  of  this  system  will  be  50  staffs,  5  supervisors  and  1  manager.  Mobile   toilets   inside   the   city  will   also  be   required  which  need   to  be  properly  managed  and  strategically  placed  in  several  hotspots  around  the  city  centre  (see  Photo  XXX).  These  can  be  used  at  other  similar  occasions  at  different  locations  and  thus  makes  best  sense  to  be   outsourced   to   a   service   company.   The   waste   collected   from   the   proposed   mobile  toilets  will   be   treated   in  biogas  plant   in   the  multi-­‐storey   toilet   and  waste  management  buildings,   explained   above.   The   operation   and   maintenance   of   the   mobile   toilets   will  require  100  staffs,  10  supervisors  and  2  managers.    

Defecation  Fields  Organized  open  defecation  in  a  field  enclosed  with  fences  to  ensure  privacy.  Trough  like  patterns  is  made  within  these  fields,  where  people  come  and  defecate  in  small  pits.  This  is  then  enclosed  with  mud  and  later  collected  by  trucks.  

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 Photo  1:  Mobile  toilets  in  Alandi  (Photo:  J.  Staeudel).  

 Besides,   it   is   equally   important   to  have   trained   sanitation  workers   deployed  at   the   key  locations  helping  and  facilitating  pilgrims  to  use  mobile  and  community  toilets  and  avoid  using  open  areas  on  the  river  bank  for  defecation.  Work   also   needs   to   be   done   on   mobilizing   the   community   and   creating   awareness  through  various   information,  education  and  communication  (IEC)  tools.  The   idea  behind  awareness  creation  and  community  mobilization   is   to  expand   the   role  of   citizen  groups  where  they  not  only  demand  services  from  the  municipal  council  but  also  take  collective  action   to  maintain  and   sustain   the   initiatives   taken  by   the   council.   The  most   important  component   will   be   facilitating   the   operation   and   maintenance   of   community   toilets  through  citizen  sanitation  committees.  Several  challenges  might  come  underway  while  solving  the  infrastructural  issues  like  the  challenge  of  maintenance  of   infrastructures   and  dedicating   responsibility   for   the   same.  Social  challenges  like  acceptance  of  toiler  infrastructure  by  local  people,  changing  habits  also   needs   to   be   taken   care   of  while   implementing   the   solutions.  Moreover,   there   are  also   possible   challenges   in   execution   like   providing   the   skilled   labor   and   lack   of  reasonable  accessibility  from  the  nearest  city,  Pune.    

Conclusion  

To  conclude  the  analysis,  the  case  of  the  pilgrim  town  Alandi  presents  a  case  of  pressing  sanitation   problems   that   create  major   health   hazards   for   residents   as  well   as   pilgrims,  impact   the   environment   negatively,   and   thus,   lower   the   quality   of   life   in   the   town.   In  order  to  address  these  issues,  the  most  important  step  will  be  the  creation  of  ownership  amongst  those  stakeholders  who  actually  have  the  mandate  and  the  moral  responsibility  to  contribute  to  sustainable  solutions,  i.e.  the  Municipal  Council  and  the  Temple  Trust.  

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References    

Alandi  Municipal  Council  (2011):  Development  Plan  of  Alandi  (Dewachi)[Second  Revision].  Proposed  land  use  plan  of  Alandi  town.[Map]  Ecosan  Services  Foundation  (no  date):  Alandi  Town  Profile.  Pune.    Interviews  conducted  on  14th  September  2011,  Wednesday,    with  

i.    The  Opposition  Party  Leader  ii.  Mr.  Godbale,  Executive  Engineer,  Alandi  Municipal  Council  iii.  Representative  of  the  Revenue  Collection  Department,  Alandi  Municipal  Council  iv.  Mr.  Chopdar  and  Mr.  Mahesh,  Alandi  Dnyaneshwar  Maharaj  Temple  Trust  Members    v.  Ground  level  staff  of  the  Alandi  Dnyaneshwar  Maharaj  Temple    

 

2.  Magarpatta  Township,  Pune  

Context  

 The   township   of   Magarpatta   is   located   in   the   southeastern   part   of   Pune,   adjacent   to  Hadapsar  area.   It   caters   to  a   resident  population  of  33,000  within  an  area  of  434  acres  and  also  one  of  Pune‘s  biggest   IT  parks,  Cyber  City.  The  Magarpatta  Company  manages  the  township  which  was  created  through  pooling  the  farmers’  landholdings  together.  The  novelty   of   the   idea   is   that   the   farmers   received  shares   in   the  company  proportionate   to   the  size  of   the   land   they  owned.  This  ensured   that   the   farmers  benefitted   from  the  subsequent  value  increases  in  the  land  in  the  later  stages  of  the  development.  The  township  is  governed  by  the  Maharashtra  Regional  and  Town  Planning  Act  1966.  The  key  features  of  the  act  is  

• Minimum  size  of  the  township:  40  ha  (400,000  m²)  • Infrastructure  development  (roads,  street  light,  water,  power  and  drainage)  and  

maintenance  to  be  carried  out  by  the  developer  • 50-­‐60%  of  the  land  should  be  allocated  for  residential  areas,  20%  for  open  space,  

10%  for  civic  uses  (educational  and  health  institutions),  and  remaining  for  commercial  spaces  (see  Photo  1)  

• Solid  and  liquid  waste  has  to  be  treated  within  the  township  premises  by  the  developer;  reuse  of  treated  sewage  for  gardening  or  other  non-­‐potable  purposes  

 The  Sustainable  Habitats  Summer  School  III  has  selected  Magarpatta  Township  as  a  case  study   to   carry   out   a   sustainability   analysis   with   respect   to   environmental   and   social  parameters.  

Photo 2: View inside the township Photo: J.Stäudel).

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Environmental  Sustainability  

2.2.1  Solid  Waste  Management:    

 

 

Fig.  1:  Ideal  steps  of  solid  waste  management  (Draft:  A.  Immanuel)    

Figure  1  depicts  an  ideal  scenario  of  solid  waste  management  within  an  area.  While  each  of  these  processes  takes  place  within  the  Magarpatta  Township,  monitoring  of  the  quality  of   the  services  undertaken   is  not  carried  out  appropriately.  The   following  shortcomings  could  be  identified:  

a. Lack  of  segregation  at  the  household  level:  Although  the  township  has  a  vermicomposting  treatment  plant,  segregation  of  waste  at  the  source/household  level  is  not  practiced.  This  results  in  unsafe  practices  of  manual  sorting  of  waste  with  workers  having  to  sort  the  recyclables  from  heaps  of  garbage  collected  at  the  treatment  plant.  

b. Lack  of  maintenance  of  the  biogas  plant:  Though  a  biogas  plant  was  constructed  with  a  generation  capacity  of  270  electric  units,  it  was  not  working  well.  The  generator  system  was  not  maintained  well,  with  installation  of  exhaust  gas  system,  filters,  etc.  missing.  

 

2.2.2  Wastewater  Treatment:  

 Inadequate   treatment   of   the  wastewater:   There   is   a   sewage   treatment   plant   for   the   wastewater   generated   in   the  township.   However,   only   the   grey   water   (sullage)   is   treated,   and   septage/sludge   is  collected   separately  by  vacuum  trucks  and  disposed   in   the  municipal  drains.  Moreover,  the  treated  grey  water  is  let  into  the  municipal  drains  outside  the  city  adding  to  the  load  of  the  municipal  treatment  systems.  The  lake  adjacent  to  the  treatment  plant  has  a  lot  of  plant  and  algae  growth  indicating  that  there  are  still  too  many  nutrients  in  the  water  (see  Photo  2).            

Primary  collection  

• From  households  • Segregated  collection  of  dry  and  wet  waste  

Secondary  collection  

• Dry  and  wet  waste  collected  in  separate  bins  and  transported  in  a  segregated  manner  to  treatment/  disposal  site  

Treatment  

• Various  treatment  technologies  like  vermicomposting,  refuse  derived  fuel,  etc  

Disposal  

• Dumping  of  non  degradable  waste  either  in  open  dumps,  landFills;  reselling  of  recyclable  material  

Photo 2: Layers of algae are visible in the pond of treated wastewater (Photo: J. Stäudel).  

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 2.2.3  Public  Transportation:  

 Huge   dependence   on   individual   transportation:   Initially   the   township   had   planned   for  and  constructed  public  bus  station  points.  However,  as  the  city’s  public  transport  was  not  allowed   inside   the   township,   residents  of   the   township  had   to   rely  on   the  school  buses  plying  at  select  times  to  the  city  center  and  other  areas  outside  the  township.  Presently  even  this  service  is  not  available  as  the  bus  timings  were  not  convenient  to  the  residents  (early  morning  and  evening),  and  service  was  discontinued.  This  has  resulted  in  almost  all  the   residents   having   to   own   personal   vehicles,   either   two   or   four   wheelers.   A   public  transportation   system,   for   example   through   the   plying   of   electric   cars,  would   be  much  favorable.  

2.3  Social  Sustainability  

2.3.1  Farmers’  Ownership  

Landowners   remain   in   control:   The   township   presents   a   positive   example   of   social  sustainability   in  that  the  original   landowners  were  not  dispossessed  as   in  other  cases  of  urbanization  of  former  rural  areas.  Rather,  the  farmers  still  own  parts  of  the  land  (as  the  commercial  buildings  are  rented  out)  and  most  importantly  are  the  100%  shareholders  of  the  company  which  runs  the  township.  Continuous  financial  gains  are  thus  guaranteed.  

Downward  accountability:  The  relationship  between  residents  and  company  

The  company  cannot  be  held  accountable:   Politically,  Magarpatta   township   is   ruled  by  the   Municipal   Corporation   of   Pune   and   elects   Municipal   Corporators   to   that   body.   In  terms  of  administration,  however,  the  area  is  serviced  by  the  Magarpatta  Company  alone.  This  creates  a  number  of  concerns  from  the  point  of  view  of  social  sustainability.  Firstly,  the   political   representatives   have   de   facto   no   power   over   the   area,   so   they   do   not  consider  the  township  a  substantial  vote  bank  and  subsequently  do  not  interact  with  their  voters   to   the  extent   they  would  do  with  other  constituencies.  Secondly,   the  citizens  do  not  have  any  power  over  the  de  facto  administrators  of  their  area,  and  the  company  has  no   legal   accountability   in   terms   of   service   provision.   Although   the   residents   of  Magarpatta  Township  have   formed  various   committees,   these   citizens’   groups   can  only  recommend  changes  and  cannot  actually  participate  in  implementing  changes.  Also,  they  are   not   allowed   to   acquire   shares   in   the   company   which   substantially   lowers   their  influence  on  the  company.  Thus,  residents  live  in  a  political  and  legal  grey  zone.  

Upward  accountability:  The  relationship  between  company  and  Pune  Municipal  Corporation  

Although   the  PMC   is   the  political  body   for   the   township,   it  does  not   seem   to  have  any  monitoring  power  over  the  company.  This  results  in  a  situation  where  the  quality  of  civic  services   remains   unchecked   by   the   democratically   elected   representatives   of   Pune’s  citizens.   Problems   such   as   the   ones   pointed   out   in   section   2.2   (wastewater   treatment)  therefore  remain  unaddressed  by  the  company.  

 

 

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Social  inclusion  and  responsibility:  The  relationship  between  the  township  and  Pune  

Gated  communities  as  models  of  exclusionary  urbanism:  Magarpatta  township  is  a  typical  example  of  a  gated  community  with  a  surrounding  fence  and  entry  control  which  separate  it  from  the  rest  of  Pune  city.  Restricted  access  is  permitted  to  outsiders,  while  large  parts  are  reserved  for  residents  and  their  guests.  Residents  and  workers  have  to  carry  ID  badges  and  stickers  on  their  vehicles  to  get  access.  This  model  of  housing  is  socially  highly  exclusive  in  itself.  Moreover,  property  rates  are  obviously  within  a  certain  range  so  that  the  social  groups  that  can  become  inhabitants  of  the  township  are  restricted.  Urban  poor  will  not  be  able  to  pay  rent  here,  let  alone  acquire  property,  thus  being  in  fact  excluded.  Since  the  township  model  is  spreading  in  Pune,  it  might  be  feared  that  in  the  future,  the  middle  and  upper  classes  will  reside   in  policed  and  segregated  gated  communities  while  the  rest   of  the  city,  with  public  services  of  questionable  quality  provided  by  the  city  administration,  will  be  inhabited  by  poorer  sections  of  society  only.  The  residents,  satisfied  to  find  that  most  of  their  needs  can  be  fulfilled  within  the  township,  recounted  that  they  hardly  leave  their  area.  In  the  long  run,  this  might  lead  to  a  lack  of  ownership  of  residents  with  respect  to  issues  that  concern  Pune  city  as  a  whole.    

 Lack  of   social   security   for  workers:   Sections  of   the  urban  poor   seem   to  be  engaged   in  cleaning  and  solid  waste  handling  activities  as  employees  of  the  company.  These  workers,  too,  do  not   live   in   the   township,   but   rather   commute   to   their  workplace   from  outside.  Moreover,   it   was   observed   that   workers   were   mainly   of   old   age   and   worked   without  protective   gear,   such   as   gloves   etc.   (see   Photo   3).   No   proper   ventilation   of   the   vermi-­‐composting  area  was  installed  so  that  health  risks  to  the  workers  might  ensue.  Workers  are   not   allowed   to   form   representatives’   groups.   These   observations   lead   to  recommending   that   the   company   should  allow  Trade  Unions   so   that  workers   can  voice  their   legitimate   demands   for   social   security   and   other   concerns.   The   company   should  offer  an  old  age  pension  to  all  its  workers,  provide  the  necessary  protective  gear,  and  also  provide  health  checkups  and  insurance  to  its  workers  who  perform  high  risks  tasks  such  as  handling  solid  waste.  

2.4  Conclusion  

To  conclude,  Magarpatta  township  is  an  innovative  idea  which  seems  to  meet  a  positive  respond   in  Pune’s  housing  market.   It   is  based  on  the   laudable   idea  that   former  farmers  should  benefit  of  urbanization  processes  as  owners  and  shareholders  of  the  development  company.   However,   certain   concerns   of   environmental   and   social   sustainability   arise  which  should  be   looked   into  before  up-­‐scaling  the  model.  Most   importantly,  two  points  come  up:  First,  clear  mechanisms  of  monitoring  by  the  Municipal  Corporation  should  be  made  mandatory.  Second,  residents  need  to  be  included  in  decision-­‐making  in  a  regular  and   institutionalized  way,   for   example   through   the   election   of   a   representative   to   the  company’s  board  of  directors.    

Photo 2: Workers are segregating solid waste without protective gear (Photo: J.Stäudel).

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Urban  Sustainability  :  A  case  study  of  Mysore    1.Introduction  Mysore  city,  the  capital  of  Mysore  district,   is  the  second  biggest  city  in  the  state  of  Karnataka,  with   an   area   of   128   km2   and   a   population   of   1  million   people   (census  2011).  Mysore  district  is  one  of  the  largest  districts  in  Karnataka.  It  is  located  135  km  from  Bangalore,  the  State  capital.    

Mysore   is   a   Heritage   city   and   also   famous   as   a   pensioner’s   paradise.   It   is   an  educational,   commercial,   administrative   centre   and   important   for   tourism   in   the  State.  Mysore   city   is   rated   as   the   second   cleanest   city   in   India   as   per  Ministry   of  Urban  development  ‘Sanitation  Ranking  Report’  in  2010.  Institutions  involved  in  the  governance  of  the  city  are  mainly  Mysore  City  Corporation  (MCC)  and  Mysore  Urban  Development  Authority  (MUDA),  governing  65  wards  by  elected  corporators  for  each  ward.    

Mysore   is   one   of   the   tier-­‐two   cities   (class   B)   identified   for   comprehensive   urban  planning   and   renewal   under   Jawaharlal   Nehru   National   Urban   Renewal   Mission  (JNNURM).  Currently  it  is  in  the  process  of  becoming  a  solar  city  under  the  National  Solar  Mission.  MCC  had  formed  a  JNNURM  cell  under  which  developmental  projects  have  been  undertaken  for  project  implementation  at  city  level.  Aside  from  that,  the  city  is  undergoing  rapid  processes  of  urbanisation  and  globalisation  like  many  other  cities  in  India.    

Within  this  context,  the  group  tried  to  explore  how  these  processes  are  changing  the  face  of  the  city.  It  looked  into  various  initiatives,  both  governmental  and  private  and  assessed  to  what  extent  these  are  sustainable,  if  at  all.        Questions  that  guided  the  action  research  of  the  group  were:  A)  Understanding  the  contribution  of  small  and   local   initiatives  and  projects   to   the  progressive  urban  sustainable  development.    B)   Trying   to   compare   the   governmental   initiatives   and   the   local   private   ones   to  enable   the   research   to   understand   the   differences,   similarities,   problems,   and  linkages.    The   topical   framework   consisted   of   three   focal   points   for   analysis   –   Policy,  Governance   and   Implementation.   Looking   at   the   three   topic   areas   as   a   two-­‐way  approach   (top-­‐down/bottom-­‐up)   enabled   the   team   to   fit   observations,  achievements,  and  experiences  into  the  framework  and  pose  questions  considering  the  observations.  

Participants  of  the  group  are:  Tine  Trumpp,  Satyendra  Singh,  Mahmoudreza  Khalili,  Reva  Prakash,  Paulose  N  Kuriakose,  Bhuvaneshwari  Shivaraj,  Darpan  Vaishnav,  Swati  Sulagna,   Annika   Mayer.     The   Centre   for   Renewable   Energy   and   Sustainable  

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Technologies  at  the  National  Institute  of  Engineering  (NIE-­‐CREST),  Mysore  mentored  the  working  group  from  10  September,  2011  to  17  September,  2011.  The  principal  resource  person  for  the  group  was  Mr.  S.  Shamsundar,  Director,  NIE-­‐CREST.    

2.  Aspects  of  Sustainability  in  Mysore  During  the  research  process,  which  was  focused  merely  on  energy-­‐efficiency   in  the  beginning,   the   focus   was   shifted   towards   a   broader   perspective   on   urban  sustainability.   It   became   obvious   that   a   holistic   approach   towards   sustainability   is  more   suitable   to   understand   the   current   situation   and   processes   in   Mysore.   The  team  looked  at  eight  topical  areas,  namely  energy-­‐efficiency,  rural-­‐urban  dynamics,  urban  heritage,  disaster  management,  food  sustainability,  housing,  regional  planning  and  water  issues  and  analysed  them    within  the  two-­‐way  framework.        

 

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2.1    Energy  Efficiency    (Sources:  MCC,  NIE-­‐CREST)  Mysore  is  slated  to  become  solar  city  under  the  National  Solar  Mission  2008.  On  the  fronts   of   energy   efficiency   the   city   has   a   range  of   examples   right   from   small   scale  implementation   of   energy   saving   initiatives   like   biogas   plants   to   policy   level  mandatory   schemes   like   Bellaku   Yojana   complying   to  which   the   government   gives  80%  subsidy  on  5  CFL  bulbs  per  household.  The  policy  structure  proposed  for  energy  related  issues  for  urban  as  well  as  rural  areas  is  a  pyramidal  structure.  At  the  base  is  the   generation   of   awareness   for   the   conservation   of   energy   and  moving   upwards  with  energy  efficiency  efforts  and  the  promotion  of  subsidized  renewable  energy  at  the  apex  of  the  pyramid.    Other   projects   and   schemes   at   housing   and   infrastructure   levels   include  decentralized   zero   waste   management,   mandatory   installation   of   solar   water  heaters  on  all  new  constructions  having  area  larger  than  213  m2  and  also  mandatory  solar  lighting  system  for  all  the  common  spaces  for  all  new  multi-­‐storey  buildings.  

At  the  city  level,  the  Solar  City  project  indicates  flaws  in  the  selection  of  city  for  the  project.   The   sole  guideline   for   selection  on   implementation   level   is   the  mandatory  generation   of   10%  of   the   total   energy   requirement   of   the   city   through   renewable  energy  technology.  It  does  not  focus  on  scientific  basis  like  usable  peak  hours  of  the  total  solar  insolation  as  well  as  geographic  and  climatic  conditions  such  as  soiling  and  atmospheric   aerosol   levels   in   and   around   the   city.   At   governance   level,   the   city   is  selected   for   this   project   on   its   own   analysis   of   handling   capacity   during  implementation.  There  is  a  national  bidding  process  for  assigning  the  task  of  carrying  out   the   implementation.  NIE-­‐CREST,  which  was   the   local  bidder,   lost   the   tender   to  Darashaw,   a  Mumbai   based   company,   leaving  diminished   scope  of   involvement   of  local  experts  in  the  process.    

There  are  scattered  examples  of  energy  conservation  as  well  as  renewable  energy  in  Mysore.  Biogas  plants  have  been   installed  at  NIE-­‐CREST,  Bapuji  Children’s  Home  as  well  as  at  Kaliyuva  Mane,  a  rural  school  for  informal  learning.  But  the  one  at  Bapuji  Children’s  Home  was  not  maintained  and  hence  not   functional.  This  brings  out  the  finding  that  such  decentralized  renewable  energy  plants  need  maintenance  as  well  as  ownership.  

NIE-­‐CREST   develops   and   promotes   energy   efficient   and   renewable   energy  technologies.  With  few  exceptions,  the  majority  of  these  technologies  are  applicable  in   rural   settlements   rather   than   urban.   But   modification,   integration   and   most  importantly,   scaling   up   of   the   ones   that   are   applicable   to   urban   areas   could   bring  down   the   energy   usage   of   a   city   on   the   whole.   In   accordance   with   the   National  

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Mission  for  Enhanced  Energy  Efficiency  (NMEEE),  which  is  one  of  the  eight  missions  under  the  National  Action  Plan  on  Climate  Change  (NAPCC),  it  is  necessary  to  upscale  the  efforts  to  create  and  sustain  a  market  for  energy  efficiency.  Approaches  towards  this  statement  appear  altogether  absent,  as  most  of  the  policies  as  well  as  projects  in  Mysore  are  scattered  and  lack  crucial  linkages.  

 

2.2  Rural-­‐Urban  Dynamics    (Sources:  MCC,  MUDA,  Gyan  Ganga  Housing  Society  and  ODP)  Attention  must  be  paid  to  the  outer  urban  regions  of  Mysore  as  conversion  of  land  from  agricultural  to  housing  and  commercial  spaces  is  in  process  and  the  city  is  likely  to  grow  further  during  the  next  few  years.  Bangalore’s  rapid  expansion  would  add  to  the   stresses   on   the   Mysore’s   fringe   areas   due   to   the   pressure   through   private  builders   and   big   real   estate   companies.   On   the   one   hand,   inadequate   livelihood  generation   from  agriculture  acts  as  a  push   factor   for   the   rural-­‐urban  migration,  on  the  other  hand  aspirations  for  acquiring  urban  lifestyle  and  higher  education  act  as  major  pull  factors  for  cities.  

Concerning   the   governance   structures,   the   Mysore   City   Corporation   (MCC)   is  responsible  for  the  area  under  the  delimited  boundaries.    Outside  these  boundaries,  Gram   Panchayats   are   the   responsible   body   for   development   in   the   rural   areas.  Besides  this,  Mysore  urban  development  authority   (MUDA)   is  the   legal  body  which  prepares  the  city  development  plan.    Comprehensive   regional   planning   in   the   fringe   areas   suffers   because   the   plans  between  the  builders  and  MCC  are  not  made  in  conjunction.    

During   our   research,   we   discovered   that   the   development   within   urban   fringes,  which  are  actually   in   rural   jurisdiction,   is  especially   critical  due   to   the  weakness  of  Gram  Panchayats.  Influential  builders  often  manage  to  buy  land  from  farmers,  which  is   later  converted   into  residential   land  through  a  series  of  premedicated  measures.  Given   the   social   factor   of   land   divisions   among   siblings,   agricultural   landholdings  become   too   small   to   be   viable.   Furthermore,   this   provides   an   opportunity   for  farmers  to  gain  a  considerable  sum  of  money.  A  smaller  part  of  the  farmers  migrates  to  the  city,  but  a  major  part  buys  a  site  of  land  further  afield.  Managing  considerably  larger   landholding   sometimes   creates   problems   of   handling   the   land.   Increasing  financial  pressure  from  relatives  and  friends  also  complicates  the  situation.  A  lot  of  farmers  end  up  losing  the  acquired  land  in  3-­‐4  years  time.      

By  multi-­‐facetted  empowerment  of   the  rural  poor,   the  NGO  ODP  (Organisation   for  the  Development  of  People)  works  on  the  structural  rural  problems  that  may  result  in  migration   to   nearby   urban   centers.  With   a   staff   of   150   people   they   work   with  approximately  2000  groups  and  approximately  35,000  people.  Awareness  generation  about  the  Gram  Panchayat  programmes,  along  with  support  for  participation  in  the  

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local  planning  process   is  part  of   their  work  mandate.   Their   vision   is   to  build  up   to  80%   of   rural   participation   and  making   sure   that   this   “big   voice”   is   heard.   Though  these  efforts  are  crucial,  much  more  work  has  to  be  done  in  this  respect.              

2.3  Cultural  Aspects  of  Sustainability  –  Mysore’s  built  heritage  

(Sources:  Dr.  J.V.  Gayathri,  Deputy  Director,  Archeology  Mueseum  and  Heritage  Department,  MCC  Heritage  Cell.  Mysore  City  Development  Plan,  JNNURM)  

Urban  heritage  plays  an  important  role  for  both  the  identity  of  the  local  society  and  the   economic   development   of   the   city.   If   conserved   properly,   it   helps   to   create   a  sense  of  ownership   in  people  and  helps  bolster   the   local   economy  by   creating   job  opportunities.    

Although  it  was  mentioned  much  earlier,  today’s  Mysore,  also  known  as  the  ‘cultural  capital  of  Karnataka’,  was  historically  mainly  shaped  by  the  Maharaja  of  Mysore  and  the  British,  which  is  the  reason  that  there  exist  a  lot  of  heritage  structures  in  the  city.  Ongoing   development   and   urbanisation   processes   have   also   put   considerable  pressure  on  the  city’s  urban  heritage.    

The  situation  in  terms  of  the  protection  of  Mysore’s  urban  heritage  is  very  difficult.  There   are   till   now  no   legal   tools   in   place  which   ensure   and   regulate   protection   of  heritage  buildings.  From  2005  to  2008  there  used  to  be  a  heritage  committee  under  MCC  consisting  of  14  to  18  members,  which  included  government  officials  and  non-­‐official  experts.  This  committee  did  a  listing  of  heritage  structures  in  Mysore  which  is  currently   continued   by   MUDA,   whereas   numbers   of   the   listed   structures   vary  between  199  and  222.   In  case  of  development  and  building  activities  at  a  heritage  building  or  in  it’s  environment  the  committee  monitored  the  situation  and  reported  to   the  MCC   about   it.   It   also   proposed   to   have   proper   legal   regulations,  which   are  pending  since  2004.    At   the   moment   there   is   no   action   plan   in   Mysore   for   the   protection   of   heritage  buildings,   no   bylaws   and   no   legal   hold.   The   national   heritage   policy   of   the  Archaeological   Survey   of   India   (ASI)   is   not   applicable   in   Mysore,   as   none   of   its  heritage   buildings   is   in   ASI’s   list   of   monuments   of   national   importance.   The   next  Master   Plan,   which   is   currently   under   preparation,   is   going   to   include   a   chapter  about   the   handling   of   heritage,   but   it   is   still   in   the   preparation   process.   The   City  Development  Plan  under  JNNURM  outlines  the  strategy  for  conservation  of  heritage  buildings.   However,   to  what   extent   the   plan   gets   incorporated   in   the  Master   Plan  

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and  then  implemented,  remains  open  to  question  due  to  lack  of  expertise  on  part  of  the  city  corporation.    There   are   two   positive   initiatives   regarding   urban   heritage   in  Mysore,   one   at   the  local   level  and  one  at  the  international   level.  A  local  company  called  ‘Royal  Mysore  Walks’   is   offering   heritage  walks   to   give   an   insight   into   the   city’s   heritage   and   an  introduction  to  Mysore’s  history.  The  aim  is  to  create  awareness  for  tourists  as  well  as  for  the  local  community.    Mysore   is   a   part   of   the   IHCN   (Indian   Heritage   City   Network),   a   programme   by  UNESCO,   which   has   the   aim   to   promote   and   support   the   physical,   natural   and  cultural   heritage   as   well   as   crafts   and   creativity   as   driving   forces   for   urban  development,   and   the  generation  of   employment   for  balanced   socioeconomic   and  cultural  development.  2.4  Disaster  Management    (Source:   MCC   and   MUDA   authorities,   Dr.   Vishwanath,   Administrative   Training  Institute)  Disaster   preparedness   is   one   the   major   aspects   that   contribute   to   the   overall  sustainability   of   a   city.   Disaster   risks   in   India   are   further   compounded   due   to   the  increasing  population,   the  vast  disparities   in   income,   rapid  urbanisation,   increasing  industrialisation,   environmental   degradation,   climate   change,   etc.   which   question  sustainability  in  future.      Mysore  in  recent  past  did  not  have  major  disasters,  hence  both  the  Government  and  local   people   were   found   to   be   less   cognizant   of   any   disaster   risk.   Mysore   city   is  classified  under  seismic  zone  II,  which  is  safe  but   in  past  earthquakes  of  4.5  ritcher  scale  has  been  recorded.  Fire  has  been  part  of  Mysore  history.  The  present  Mysore  palace   was   rebuilt   after   the   wooden   palace   was   burnt   down   during   the  marriage  ceremony  of  the  then  prince.  Recently,  one  of  the  slums  was  burnt  down  rendering  dwellers  homeless.  Hence,  any  development  of  infrastructure  needs  to  take  care  of  disasters  happening  in  future.      In   India,   disaster   management   issues   are   governed   by   Disaster   Management   Act,  2005.  According  to  this  act  disaster  management  authorities  are  set  up  at  national  and   state   levels   and   every   district   needs   to   design   a   disaster   management   plan.  Mysore  District  administration  has  prepared  a  DDMP  (District  Disaster  Management  Plan)   to   face   any   disaster   in   the   systematic   manner   and   they   have   developed  institutional  mechanisms  in  the  district  administration  to  take  the  necessary  action.  Furthermore,  a  disaster  management  plan  is  in  place  for  KRS  dam  and  heritage  city.  The  extend  of  their  implementation  remains  questionable.    Urbanization  brings   its  own  problems,  one  of  them  being  fire  management.  All   the  multi-­‐storied   buildings   need   to   fix   fire   extinguishers   and   maintain   it   in   working  

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condition   in   order   to   get   clearance   from   urban   development   authority.   JNNURM  supports  infrastructure  development,  if  they  are  made  more  disaster  resilient,  losses  in  future  can  be  reduced.    However,   the   implementation   reality   leaves   much   to   be   desired.   During   the   field  work,   government   officials   showed   indifference   to   any   measures   of   disaster   risk  reduction  and  did  not  consider  it  to  be  an  ‘essential  need’  right  now.  Similarly,  NGOs  were  not  very  active  about   this   issue.  A  shift   in   the  policies   is  needed  by  orienting  towards   preparedness   rather   than   relief.   Better   awareness   among   the   citizens   as  well  as  sensitizing  the  local  administration  to  these  issues  are  needed.    2.5  Food  Sustainability:  Organic  Farming  (Source:  Ahar  Butti  Womens’  Group,  Organic  farmers)  Food   sustainability   forms   one   very   important   component   of   urban   sustainability.  Around  40%  of  the  carbon  emissions  come  from  the  food  sector,  and  there  is  also  a  high   level  of   chemical   concentrations   in   the   food  products.   Food  sustainability   is  a  question   of   adequate   food   availability   along   with   finding   sustainable   methods   of  production   and   distribution.   Decentralised   organic   farming   addresses   the   two  problems  by  firstly  decentralising  the  production  and  reducing  the  distance  between  the   point   of   production   and   point   of   distribution.   Secondly,   organic   farming   uses  limited   or   no   chemical   inputs   for   farming.   This   solves   the   problem   of   higher  concentrations   of   chemicals   in   food   products   that   are   biomagnified   and   have  harmful  effects.      Kanana,   the   four   acre   farm   we   visited   is   located   in   Mysore   district,   15km   from  Mysore  city.    The    farm  was  started  and  is  now  managed  by  six  families  collectively.  The   products   are   used   for   personal   consumption   and   value   added   products   are  distributed   and   sold   at   six   organic   outlets,   together   with   products   from   20   other  farms   across   the   Mysore   district.   The   shops   were   opened   in   order   to   make   the  concept  of  organic  farming  financially  viable.  A  related  womens’-­‐group,  Ahara-­‐butti,  is   involved   in  making   the   value   added   products.   The  management   of   the   shops   is  taken   care   by   the   families   and   eliminates   the   problem   of  middlemen   that   usually  pushes   the   prices   of   products.   Over   time   the   number   of   regular   consumers   have  grown  from  20  families  to  more  than  1000  families.      The  initiative  was  due  to  the  personal  motivation  and  belief  in  the  concept  of  organic  farming  by  the  six  families.  The  families  consist  of  engineers  involved  in  working  on  energy  efficiency  and  other  sustainability  sectors.  So  it  is  totally  private  and  was  not  initiated   due   to   some   government   policies   or   subsidies.   The   organic   products   are  sold   10%   below   the  market   price.   The   logic   is   that   with   no   or   limited   amount   of  inorganic  input,  the  cost  of  the  production  of  organic  food  can  be  reduced.  However,  the  products  from  the  normal  farms  are  cheaper  because  of  the  subsidies  provided  by  the  government  to  the  farmers  for  fertilizers,  pesticides  and  seeds.      

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 If  the  organic  farming  model  is  to  be  adapted  as  a  sustainable  model  for  agriculture  then   the   financial   viability   of   the  model   from   small   farmers’   perspective   needs   to  assess.      2.6  Regional  Planning  (Sources:  MCC  and  MUDA  authorities)  The  conceptual  and  theoretical  framework  of  planning  reveals  that  planning  is  used  to  control  the  changes  that  occur  in  human  settlements  and  to  use  future  changes  as  opportunities.  Regional  planning  with  all   its  components,  in  turn,  is  considered  as  a  planning  method  for  larger  scales  of  urban  and  rural  areas  including  several  human  settlements.  The  scope  of  regional  planning  concentrates  on  the  equal  redistribution  of   resources   among   the   settlements   located   in   the   same   region.   The   balanced  distribution  of  human  activities  as  well  as  economic  opportunities  in  a  spatial  basis,  aiming   at   reducing   environmental   impacts   of   those   activities   is   another   scope   of  regional   planning.   Broadly   speaking,   regional   planning   contents   deal   with  demographic,   economic,   transportation,   and   land   use   issues  which   could   lead   the  process  of  planning  to  sustainable  urban  and  regional  planning  and  development.    Mysore   deserves   the   capacity   of   conscious   further   developments   to   gain   the   first  place   amongst   Indian   cities   in   terms   of   energy   efficiency,   urban   health   and  sanitation,  and  clean  water  supply.  The  field  research  in  Mysore  City  proved  that  the  process   of   urban   development   has   been   always   conducted   through   a   citywide  Master  Plan  giving  an  overview  of  further  city  development.  Interviews  with  the  city  authorities  concluded  that  there   is  no  regional  planning  scheme   in  the  region.  This  means,  the  development  linkages  between  Mysore  City  and  its  surrounding  areas  do  not   exist.   Therefore,   issues   such   as   fringe   areas   development   and   land   use  transformation   out   of   city   borders   cannot   be   controlled   and   intervened   by   any  development   plan.   The   interviewees   also   proved   the   existence   of   conflicts   among  municipal   city   corporation   and   Gram   Panchayat   authorities   responsible   in   rural  areas.  This  conflict  makes  the  situation  worse  and  makes  both  authority  bodies  not  to  have  the  willingness  to  develop  any  regional  development  policy  bilaterally.    Making   the   situation   even  more   critical,   the   top-­‐down  model   of   Indian   restrictive  urban  development  system  gives  no  room  to  the  urban  development  plans  to  vary  based   on   the   cooperative   and   participatory   schemes.   This   model   imposes   a   non-­‐flexible   planning   approach   on   the   cities’   authorities,   depriving   them   of   revising  development  plans  and  of  thinking  about  having  multilevel  development  system.    Regarding  the  problems  found   in  the  case  study  e.g.  critical  changes  of   land  use   in  outer   city   of  Mysore   and   in   its   agricultural   fringe   lands,   it   is   highly   recommended  that  the  municipal  authorities  revise  the  development  planning  frameworks  and  the  political  possibilities  in  order  to  draw  up  a  regional  planning  scheme  in  cooperation  

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with  Gram  Panchayat   authorities.   This   gives   them  an  opportunity   to  deal  with   the  rapid  changes  in  land  use  in  fringe  areas  to  minimize  environmental  hazards  as  well  as   the   risk   of   having   urban   sprawl,   with   low   physical   infrastructures   in   urbanized  fringe  areas,  in  the  near  future.    2.7  Housing  (affordable)  (Source:  MCC  and  MUDA  Authorities)  Housing   projects   have   been   taken   under   JNNURM.   Four   housing   projects   are  sanctioned  involving  10,770  households.  Of  the  proposed  households  3,414  houses  are  constructed  and  the  remaining  houses  are  under  construction.  Today,  the  MCC  perceives  this  estimation  is  less  by  2000  houses.      As  per  our   research   framework  we   investigated   the  Rajiv  Awas  Yojana   (RAY),  Slum  Free  City  Plan  of  Action  (SFCPOA)  at  Policy,  Governance  and  Implementation  level  at  Mysore.  Mysore  City  Corporation   (MCC)  has   identified  81  slums  of  which  62  slums  are   notified   and   declared  while   19   slums   are   unnotified.   Under   curative  measure,  MCC  has   taken  up  2  pilot   projects   at   Indira  Nagar   and  under  preventive  measure,  MCC   has   surveyed   and   estimated   potential   slums   and   identified   16,400   housing  shortage.      Indira   Nagar   Slum   located   at   Yadavgiri   (near   to   city   centre)   with   100   households  which  is  under  implementation,  was  considered  for  the  action  research.  It  is  resided  by   a   migrated   Tamil   community   and   has   an   area   of   approximately   2000   m2   with  approximately  a  population  of  610  persons.  The  houses  are  arranged  in  row  with  a  clean   pathway   of   3-­‐3.5   meters   wide   and   poor   infrastructure   facilities   in   terms   of  water   and   sanitation.   The   existing   housing   units   are   of   varied   area   from  360   sq   ft  (12’X30’)  and  above   to  240  sq   ft   (8’X30’)  with  poor  housing  conditions   in   terms  of  roofing.      JNNURM  cell  under  MCC  has  proposed  redevelopment  below  insitu  redevelopment  under   curative  measure  with   private   developer   participation   for   Indira  Nagar.   The  project  includes  vertical  construction  of  208  houses  (64%  of  built  up  area  [BUA])  of  257  sq  ft  (25  m2)  of  which  122  units  are  for  slum  dwellers  (22  households  for  slum  dwellers   living   in   joint   family   in   the  existing   small   housing  units),   86  units   are   sale  component  and  horizontal  development  of  commercial  space  of  36%  BUA  for  private  developer   to   sustain   the   project.   The   financial   component   of   the   project   includes  50%  contribution  from  the  Central  Government,  40%  contribution  from  the  private  developer  and  10%  participation  from  the  slum  dwellers.    Curative   measure   includes   in-­‐situ   upgradation,   in-­‐situ   redevelopment   and  resettlement.   MCC   has   considered   in-­‐situ   redevelopment   in   the   proposed   slum.  Insitu   redevelopment   includes   the   demolition   of   the   whole   slum   and   the  redevelopment  of  the  slum  area.   Indira  Nagar  slum  is   located  on  Government   land  

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(land   comes   under   Mysore   Urban   Development   Authority).   The   redevelopment  process  will  also  include  transit1  housing.      In  the  process  of  redevelopment,  with  the  supply  of  serviced  land,  better  homes  and  infrastructure,  the  slum  dwellers  loose  their  sense  of  identity,  existing  open  spaces,  community  spaces  and  many  more.  From  primary  interviews  and  group  discussions  with  the  slum  dwellers  it  is  understood  that  the  slum  dwellers  are  not  briefed  about  the  proposed  project.   There  are  many  confusions  and  aspirations  built   around   the  proposed  redevelopment  by  the  dwellers  while  the  government  has  looked  into  this  development  model  only  in  terms  of  monetary  aspects  without  considering  the  soft  aspects  from  the  slum  free  framework  guidelines.    From  this  case  study,  it  is  found  that  the  officials  involved  in  the  project  are  not  fully  aware  of  the  dynamics  proposed  in  the  guidelines.  Slum  free  action  plan  is  becoming  a  money  making  lobby  or  a  land  grabbing  project  in  the  process  of  promising  better  livelihood.  The  decisions  taken  from  the  beginning/shortlisting  to  the  completion  of  the  project   is  on  priority  basis   from  the  higher  authorities  or  people   in  power  and  not   by   and   for   the   people.   Stakeholders’   participation   is   considered   only   at   a  superficial  level.        2.8    WATER  SUPPLY  (Sources:  MCC,  MUDA,  MGP)  Mysore   City   Corporation   (MCC)   has   a   population   of   roughly   one  million,   which   is  expected   to   grow   to   2.1   million   by   2031.   In   order   to   tackle   the   growing   water  demand,  MCC   in   cooperation  with  MUDA  and  KSUIDC   is   undertaking   two  projects  under   JNNURM-­‐program   to   revamp   and   remodel   the   existing   distribution   system  while  ensuring  ambitious  24x7  water  supplies.    MCC  has  started  the  ground  work  to  provide   24x7   water   supply   schemes   in   the   city.   This   will   be   implemented   in  collaboration   with   JUSCO   in   a   Public   Private   Partnership   (PPP)   model.   Presently,  there  are  710  bore  wells  and  about  123,000  connections  (126  000  households)  with  85   000  metered   connections.   Under   the   JNNURM   project   about   Rs   95   crores   are  spent  to  augment  and  improve  the  water  supply  network  and  to  set  up  a  new  180  mld  water  treatment  plant.  Despite  all  the  spending,  as  per  the  observations,  some  wards  are   facing  a  water   crisis   and  getting  water  only  once   in  2-­‐3  days  during   the  summers.  The  management  and  operation  of  water  supply   is  outsourced  to  a  third  party  (a  company  called  JUSCO)  but  all  the  important  decisions  regarding  tariffs  and  new  connections  etc.  are  made  by  MCC  or  concerned  authorities.    

                                                                                                               1  Transit  housing  for  500  people  far  from  existing  location  with  a  budget  of  4  million  rupees  has  been  proposed.  

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Investigations   are   made   on   present   status   of   water   supply   in   Mysore   city   with  respect   to   demand   and   supply   with   growing   population.   The   available   water  distribution   system   in  Mysore   is   more   than   one   century   old   and   at   present  MCC  Supplies   195   Million   Liters   of   Water   per   day   (MLD)   out   of   which   almost   45  percentage  of  water   is   lost   through   leakages  and   illegal   tapping/faulty  meters   and  MCC   has   not   taken   any   initiatives   to   tackle   the   issue   of   unaccounted   water.  Theoretically,  almost  150   liters  per  capita  should  have  been  available  but   in  reality  water  still  remains  a  problem  in  some  wards.  The  lack  of  proper  monitoring  system  has   made   the   problem   complex   and   multifaceted   even   more   compounded   with  illegal  practices  to  provide  water  connections  without  meters.      Investigations   on   how   water   supply   projects   were   formulated.   Mysore   falls   in  scheme   B   under   JNNURM   financing  model.   The   Detailed   Project   Report   (DPR)   for  new  projects  under  JNNURM  is  made  without  having  detailed  surveys  and  GIS  map  though  a  reference  map  was  available  which  was  based  on  manual  survey  of  existing  water  supply  line  mainly  installed  about  90  years  back  by  then  Maharaja.      Proposed  24x7  water  supply  scheme  in  triggering  a  strong  debate  which  none  of  the  stakeholder   is   able   to   clarify   and   results   in   rise   of   vested   interests.   Concerned  authorities  have  contradictory  views  on  whether  24  h  water  supply  is  needed  in  the  given  situation.  No  defined  regulations  and  tools  for  water  usage  and  monitoring  are  part   of   the   project.   Even,   135   lpcd   standards   are   being   questioned   as   how  much  water  is  being  used  in  Indian  cities.    As   per  MCC,   efforts   are  made   to   ensure  water   supply   and   put   a   strong   system   in  place   to  ensure   fair  water   tax   collection,  minimize   the  wastage  and   identify   illegal  connections.  These  efforts  have  yielded  some  positive  outcome  but  people  still  have  doubts   about   JUSCO,   as   it   is   seen   as   privatization   of   water.   Current   Pricing  mechanism   is   lopsided   and   gives   opportunity   for   misuse   and   water   wastage.   A  proper  metering  of  water  distribution  connections  and  fixing  of  judicious  pricing  are  very   necessary   to   collect   the   capital   expenditure   and   operation   and  maintenance  cost.   Water   supply   connections   to   the   new   residential   flat   complexes   are   also  unbalanced   because   there   is   no   effective   water   usage   monitoring   at   each  apartments.  A  lump  sum  amount  is  collected  from  each  complex.    Detailed  consultation  is  needed  with  the  user  end  side:  Interviews  with  residents  and  NGOs  revealed  that,  3  to  4  hours  of  continuous  water  supply  would  be  fair  enough  for  the  city  than  providing  a  24x7  water  supply.      An   agency   like   Metropolitan   Water   Distribution   Authority   can   be   created   for  planning   and   implementation   and   total   management   of   water   supply   in   Mysore  Urban  Agglomeration.  This  team  should  be  equipped  with  supportive  technical  man  power  and  latest  technologies  in  water  distribution  management.    

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 Tackling  the  water  leakage  issue  should  be  given  higher  priority  for  saving  the  public  money.   Supervisory   control   mechanism   should   be   created   using   advanced   SCADA  systems  at  ward  level.    3.  FINDINGS/FRAMEWORK    3.1  POLICY  Besides  a  general   lack  of  political  willingness  to  promote  sustainable  development,  and   a   planning   system   that   is   reward  based   and  directive,   there   are   various  more  issues   at   the   policy   level,  which   create   a   situation   in   India   that   is   unsupportive   to  achieve    urban  development  in  a  sustainable  way.    One  major  problem  is  the  general   lack  of  understanding  or  a  missing  integration  of  the   concept   of   sustainability   on   the  policy   level.   And,   in   addition,   policy  making   is  purely   a   political   process,  which   is   not   sufficiently   based   on   technical   or   scientific  knowledge.  The  fact   that  policy   frameworks  of  expensive  projects   like  Solar  City  as  well   as   24x7   Water   Supply   for   Mysore   City   did   not   account   for   certain   critical  technical  aspects,  which  may  decide  the  sustainability  of  these  projects,  exposes  this  finding.   Instead   of   using   technical   reasoning   and   scientific   findings   as   a   basis   for  decision-­‐making,   ‘city   branding’   and   image   building   plays   a   larger   role   in   the  selection   and   distribution   of   urban   development   projects.   That   often   leads   to   a  waste  of  resources  and  insufficient  extraction  of  potential,  which  is  in  contradiction  with  the  concept  of  sustainability.  The  Mysore  city  24x7  Water  Supply  project  is  an  example  of    that,  as  in  case  of  successful  implementation,  Mysore  would  be  the  first  city   in   India  with  24  hours  water   supply   for  every  household.  Also   the  selection  of  Mysore   to  be  part   of   the   Solar   City   project,  which   is   located   at   the  national   level,  reflects   this   idea.   According   to   the   geographical   location   and   climate   conditions,  solar   insolation   in  Mysore   (3,2  peak  hours)   is  not  par  with  other  areas   in   India,   for  example  Gujarat   (5,9  peak  hours),   and   the  puts   the  efficiency  and  effectiveness  of  the  programme  into  question.    When   it   comes   to   decision-­‐making   processes   on   the   policy   level   there   is   still   a  hierarchical   structure   in  place,  which,  with   its   top-­‐down  approach,   refuses   to   take  the  knowledge  and  expertise   from  the   local   level.  For  example   in   the  case  of  Solar  City  project,  there  is  no  integration  of  local  organisations  and  experts  in  the  decision  making   process.   Contribution   of   local   experts   is   only   possible   by   advocacy   on  voluntary  basis.      Regarding  the  planning  policies,  there  are  problems  on  different  levels,  which  are  of  spatial   as   well   as   temporal   kind.   According   to   the   Mysore   Urban   Development  Authorities   (MUDA)   official,   there   is   no   multilevel   planning   approach   but   only   a  master  plan   for  Mysore   city,  which   is   subject   to   intervention  whenever   a  problem  comes  up  in  the  city.  This  means,  another  detailed  plan  would  be  prepared  for  the  

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problem   areas   in   the   city   based   on   the   needs.   It   also   means   that   there   is   no  development  planning  scheme  at  regional  and  spatial  levels  dealing  with  fringe  areas  of   the   city.   The   transformation   of   land   in   those   areas   outside   the   city   and   the  problems  it  creates  in  a  long-­‐term  based  observation  shows  also  this  shortage.  The  other   problem   found   out   through   the   interviews   was   that   there   is   no   integrated  urban   planning   as   well   as   urban   management   system,   leading   the   development  approaches  not  to  be  sustainable.    Existing  development  control  regulations  do  not  lay  down  conservation  measures  for  heritage  buildings.  This  has  led  to  demolition  of  many  heritage  buildings  in  the  past.  Unbalanced   floor   space   index   followed   in   the   current   Development   Control  Regulation   (DCR)   creates   vehicular   pressure   on   existing   road   networks.   Due   to  increased  pressure  on  roads,  authorities  are  planning  to  remove  the  trees  and  widen  the  road  networks.    Another   problem   is   unbalanced   subsidy   policies   on   commodities   and   services.   For  example,   it   is   desirable   for   sustainable   development,   to   promote   subsidies   on  renewable  energies.  In  order  to  make  the  most  out  of  these  subsidies,  reducing  the  subsidies   on   conventional   energy   sources   is   also   required.   Contradictions   in  water  management   is   also   evident   in  Mysore   City   Corporation,   for   example   the   existing  development  control  regulation  mandates  the  construction  of  rain  water  harvesting  structures,  but  at  present  Municipal  corporation  is  making  arrangements  to  provide  24x7  water   supply.  When   there  are  24x7  water   supplies  who  will   take   initiative   to  adopt  sustainable  measures  like  rain  water  harvesting  and  ground  water  recharging  structures.        Pricing   policies   for   urban   services   are   often   insufficient   for   their   proper  implementation   in   terms   of   sustainable   development.   For   example,   in   the   case   of  24x7  Water  Supply  project  in  Mysore  City  some  believe  that  increased  water  prices  would  automatically  lead  to  a  decrease  in  water  usage.    A  more  general  problem  is  the  lack  of  mandatory  policies  in  many  sectors  or,  missing  implementation  of  national  policies  to  the  local  level.  In  the  case  of  Mysore  city,  for  example,  although  mandatory  on  the  national  level,  risk  assessment  studies  are  not  taken   up   in   case   of   planning   of   urban   development   projects.   Also   the   compliance  towards   ECBC   (Energy   Conservation   Building   Code)   is   applied   on   voluntary   basis  rather  than  mandatory.      And  even   if   there  are  mandatory  policies,   like   for  example  Bellaku  Yojna   (Compact  Fluroscent   Lamp   (CFL)   Lighting   Scheme),   decentralised   zero   waste   management,  installation   of   solar  water   heaters   and   solar   lighting   system   in   common   spaces   of  multi-­‐storey   buildings,   their   implementation   in   terms   of   a   holistic   sustainable  development   is  difficult  because  of   lacking   linkages.  Missing   linkages  are   found   for  

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example   between   the   sectors   of   water   and   sanitation,   slum   redevelopment   and  housing  as  well  as  energy  and  housing.      In  case  of  housing  there  has  been  a  holistic  policy  covering  city  level  approach  on  the  provision   of   housing   needs.   But   due   to   duplication  OF  DEPARTMENTS   FOR   similar  SECTOR  there  HAS  been  CONFUSIONS  OR  MISMANAGEMENT  at  the  project  level.    Another  major  linkage  that  is  missing  is  between  the  policy  and  the  implementation  level.   Presence   of   a   good   policy   alone   cannot   be   taken   to   guarantee   right  implementation  of  development  projects  in  the  city.    3.2  Governance  At  the  governance  level  we  found,  that  besides  some  ‘best  practice’  examples  on  an  individual  basis,   there  are  a   lot  of   issues   that   lead   to  a   situation,  which  makes   the  implementation  of  the  concept  of  sustainability  into  urban  planning  very  difficult.      One  major   issue   is  the   lack  of  coordination  both   internally  within  departments  and  between  various  administrative  agencies.    Especially  when   there   is   no   cooperation   amongst   administrators   or   administrative  agencies   much   potential   is   lost.   That   is   obvious   in   the   case   of   housing   sector  institutions  like  MUDA  ,  MCC),  Karnataka  Housing  Board,  Slum  Clearance  Board  and  Ashraya   Yojana.   All   of   them   are   involved   in   the   process   of   promoting   better  livelihood   through   construction   of   housing.   With   reference   to   RAY(Rajiv   Awas  Yojana)   there   was   no   coordination   between   the   departments   to   make   Mysore   a  slum  free  city.    In   the   case   of   heritage   conservation  MUDA   is   the   authority   to   identify   the   list   of  buildings   to   be   conserved,   while   MCC   is   responsible   for   implementing   the  conservation   projects.   Through   our   primary   interviews  with   the   authorities   it   was  found  that  there  was  mismatch  between  the  total  numbers  of  the  heritage  buildings  given  by  MUDA  and  MCC.    Missing   coordination   can   also   be   found   between   technical   staff.   Even   though  technical  expertise  is  available  in  the  urban  local  bodies  of  MCC  and  MUDA,  there  is  limited   coordination   between   the   engineers   during   the   implementation   of   the  projects  for  supervision  and  technical  inputs.    Furthermore   there   is   a   lack   of   coordination   between   decision   makers   and   sector  experts.  The  ambitious  project  of  Mysore  Solar  City  under  National  Action  Plan   for  Climate  Change  (NAPCC)  has  been  more  a  political  decision  than  a  thought  through  strategic  project   in   reference   to   the  Mysore   climate.   Instead  of   framing  a  detailed  project   analysis   and   initiating   a   pilot   project   under   Solar   City   Development   it   has  

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been  proposed  to   implement  at  a   large  scale  without  the  consensus  of   local  sector  experts.   Solar   City   Project   has   become   a   status   symbol   rather   than   a   beneficial  program  to  make  the  city  sustainable.      Another   example   is   the   implementation   of   inventions   in   the   area   of   renewable  energy   technologies   at   NIE-­‐CREST   (National   Institute   of   Engineering-­‐   Centre   for  Renewable  Energy  and  Sustainable  Technology).  Although  the  development  of  these  technologies   is   happening,   there   is   lack   of   political   willingness   to   scale   up   these  projects  and  transfer  them  at  higher  levels.    Overlapping   responsibilities   is     another   major   issue.   It   was   found   that   in   the  development   of   the   rural-­‐urban   fringe   institutions   like  MUDA   (agglomeration)   and  Gram   Panchayat   share   responsibilities   for   development.   Due   to   this   there   are  overlapping   responsibilities   in   acknowledgingthat   the   irregular   growth   of   fringe  areas  leading  to  conversion  of  agricultural  land  into  different  land  use.  This  leads  to  land   grabbing   irregularities   and   poor   spatial   planning   and   also   to   the   existence   of  more  difficulties  in  implementing  the  master  plan  reservations  for  fringe  areas.    Unsupportive  conditions    for  sustainable  urban  development  is  the  lack  of  technical  and   management   competency   within   ULBs.   Under   the   JNNURM-­‐programme,   the  government   has   undertaken   multiple   projects   as   water   supply,   housing,   KSRTC  (Karnataka  State  Road  Transport  Corporation),  ring  road,  etc.  To  prepare  and  process  detailed  project  reports  the  technical  expertise  are  taken  from  external  consultants  instead   of   taking   it   from   local   experts   because   there   is   not   enough   technical  manpower  within  the  institutions.  With  this  lack  of  expertise  it  becomes  difficult  for  the   authorities   to   evaluate   the   accuracy   of   the   detailed   project   reports   and   also  implement  the  same.    Participation  is  missing  on  every  level,  in  the  area  of  policy-­‐making,  implementation  and  also  on  the  governance-­‐level   in  terms  of  decision  making  processes.  We  found  evidence  for  this  within  the  project  of  24x7  Water  Supply  for  Mysore.  From  personal  interviews   and   group   discussions  with   locals   and   Community   Based  Organisations,  like  Mysore  Grahakara  Parishat,  it  was  shocking  to  know  the  decision  making  process  during  the  project  development.  Findings  revealed  that  decisions  were  taken  before  consulting  the  stakeholders.  In  the  stakeholders’  meeting  which  was  held  within  one  hour,   the   authorities   presented   the   final   project   details   without   opting   for  suggestions  by  the  beneficiaries  and  sector  experts.  The  participation  was  limited  to  tokenism  by  the  local  authorities.    Another  example  for  missing  participation  in  decision-­‐making  is  the  case  of  the  slum  Indira   Nagar.   It   was   selected   for   the   pilot   project   under   phase   I   of   slum   free   city  project.   Two   stakeholder   meetings   were   conducted   where   there   was   no  participation  from  the  slum  dwellers  or  transparency  from  the  implementation  body.  

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The   government   authorities   proposed   the   development   methods   of   the   project  without   giving   awareness   to   different   possibilities   as   provided   in   the   framework.  During   our   interaction   with   the   slum   dweller   it   became   clear   that   there   was   no  proper  understanding  of  varied  components  of  the  project.    In   Indian   bureaucracy   there   has   always   been   a   top-­‐down   approach   for   the  dissemination   of   information   and   power.   This   directed   top-­‐down   approach   in  government   hierarchy   leads   to   very   limited   consideration   on   the   technical  capabilities   and   ability   of   the   officials   in   the   culmination   of   project   and   decision  making  processes.  In  the  case  of  24x7  water  supply,  though  there  are  many  effective  technologies  with  reference  to  water  supply  and  sanitation  already  implemented  in  many  places,  these  have  not  even  been  thought  of  at  Mysore  corporation.  Cadastral  map   using   GIS   technologies   could   have   made   the   project   more   sustainable   and  successful.  This  has  not  been  looked  into  as  the  senior  level  officers  are  not  aware  of  these  competitive  technologies.    Lack  of  awareness   is  also  a  problem  at  the  governance  level,  especially  the  missing  awareness  among  administrators.  One  example  here  is  the  case  of  risk  assessment.  The   respective   administrators   were   found   to   be   not   aware   of   whether   risk  assessment   studies   to   different   projects   have   been   done   before   their   initiation.  When   asked,   they   disposed   the   issue   as   not   necessary   and   irrelevant   in   present  concepts  for  Mysore.    During  our  interaction  with  the  officials  at  JNNURM  cell,  MCC,  it  was  found  that  the  officials  implementing  the  RAY  scheme  were  ignorant  on  the  other  options  proposed  by  the  guideline.  Only  the  In-­‐situ  Redevelopment  involving  the  private  developer  has  been   explored   to   be   implemented   rather   superficially.   It   is   essential   to   update   or  build  capacity  on  new  schemes  and  policies  at  the  ULB  (Urban  Local  Body)  level.    3.3  Implementation  India   has   promoted  many   schemes   and   policies   under   different   sectors   to   sustain  and   improve   the  quality  of   life  of   the  people.  Policies  have  been  promoted  with  a  holistic   approach   and     broad   perspectives   that   can   be   integrated  within   the   given  framework   at   the   local   governance   by   the     urban   local   bodies,   Nagar   Panchayat,  Local   Self   Government   etc.   Yet,   time   and   again   we   have   come   across   several  problems  in  the  area  of  implementation.  Few  of  the  issues  identified  from  our  case  studies  at  Mysore  are  as  below:    

• Lack  of  People’s  Participation  One  of   the  major  problems   is   lack  of  people’s  participation  at   the   implementation  level.   There   are   several   reasons   for   failure   at   the   ground   level   which   can   be  considered  with  two    different  perspectives.  On  one  side  people  are  not  fully  aware  about  their  opportunities  to  participate,  on  the  other  side  complete  participation  is  

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not  supported  sufficiently  by  government  officials.  The  procedure  of   implementing  national  and  State  policies  are  few  of  the  examples.    It   is  mandatory   in  most  of   the  policies   to  put  up   for   stakeholder’s   conscience   and  approval       for   any  projects   from   respective   government   agencies.   The   information  regarding  the  project  is  uploaded  on  the  website/local  media  of  the  agency  in  order  to   invite   suggestions/inputs   within   a   given   period.   It   is   found   from   the   personal  interviews  and  group  discussion  that  some  of  the  JNNURM  projects  were  approved  without   significant   modifications/inputs   as   there   were   very   limited/negligible  comments   within   the   given   time   period.   Similarly   24x7   water   supply   scheme  was  approved  with   increased   tariff   as   there  were  no  objections   from   the   stakeholder’s  side   or   the   local   community.   It   is   also   the   case   is,   often   stakeholder   discussion  meetings  are  held  during  working  days  which  results  in  fewer  turn-­‐ups  impeding  the  participation.    

• Lack  of  Awareness  and  Capacity  Building  One  of  the  major  problems  in  reaching  sustainable  urban  development  in  the  area  of  implementation  is  lack  of  awareness  and  capacity  building  on  different  levels,  within  the  local  community  as  well  as  within  official  authorities  and  implementing  bodies.      Under   Slum   Free   City   Plan   of   Action   (SFCPoA)   the  municipal   cooperation   provides  adequate  housing  for  the  urban  poor  at  Indira  Nagar.  But  the  slum  dwellers  were  not  certain   about   the   supporting   infrastructure   (basic   amenities   like   schools,   primary  health  centers  etc)   to  be  proposed  along  with  vertical  housing  that  are   included   in  the   redevelopment   plan.     Moreover   slum   dwellers   were   unaware   of   the   other  options  given  in  the  Rajiv  Awas  Yojana  (RAY)  for  developing  in  situ  solutions.  Because  of  this  ambiguity  Municipal  Corporation  is  trying  to  take  financial  help  from  private  builders.   Unfortunately   private   builders   give  more   importance   to   profits   than   the  actual  development  of  urban  poor.  The  slum  dwellers  mistook  the  commercial  area  which  is  for  sale  by  the  government  to  be  developed  for  them.    Lack   of   awareness  was   also   exhibited   by   the  waste   collectors.   Already   segregated  waste   from   door   to   door   collection   is  mixed   up   by   the   collectors   at   the   dumping  point  as  they  are  not  clear  what  to  do  with  the  segregated  waste.    Information  and  dissemination  of  knowledge  is  not  fast  and  updated  due  to  lack  of  training  and  support  along  with  modern  technologies.  The  available  executive  body  is   over   burdened   with   implementation   of   various   projects.   Hence,   technical  manpower  at   the  governance   is   inadequate  to  meet  deadlines   resulting   in  delayed  project  implementation.      

• Total  Lack  of  Monitoring  

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Case   studies   specified   in   the   exemplary   examples   are   currently   implemented   on  ground   of   which   none   of   the   projects   were   not   regularly  monitored   eg.   JNNURM  projects.  Proper  social  auditing  of  projects  is  not  done  for  any  of  these  projects.        

• Lobbying  for  Vested  Interest  One   aspect   which   opposes   and   blockades   development   in   a   sustainable   way   is  lobbying  for  vested   interest.  For  example,   in  24x7  water  supply  projects  at  Mysore  was   opposed   by   the  water-­‐supplying   tankers   association   as   their   business  may   be  affected  by   this   scheme.  Few  pockets   in   the  city  get  priority   for  development  over  others  as  they  are  major  share  of  vote  bank  or  have  influential  political  leader.    

• Improper  Implementation  of  Participatory  Schemes  One   of   the   active   NGOs   complained   that   even   though   they   participated   in   all   the  meetings  held  on  JNNURM  the  issues  they  advocated  for  were  never  included  in  the  final  implementation.  The  implementation  plans  were  always  pre-­‐drafted  and  these  meetings  were  only  an  official  procedure.    

• Ownership  One  general   issue,  which  makes   the   implementation  of   policies   and   integration  of  the  concept  of  sustainable  development  into  urban  planning  difficult,  is  the  question  of  ownership.  Ownership  is  associated  with  the  sense  of  place  of  its  citizens.  Due  to  increasing   migration   into   the   city   there   has   been   a   lack   in   taking   initiatives   in  developing  and  maintaining   the  city   in  a  holistic  approach.  There  need  to  be  more  community   development   initiatives   to   bring   people   together   and   make   them  participate  in  city  development  process.    4.  Inference  It   can   be   inferred   that   there   are   healthy   and   inclusive   policies,   which   target   the  improvement   in   the   quality   of   life   of   citizens   through   holistic   approaches.  Nevertheless  weakness  in  policy  formation  can  be  stated  into  two  different  aspects;  

1. Policies   have   been   framed   with   broad   perspectives   for   the   overall  development  which  have  been  overlapping  with  other  similar  policies.  

2. Policies  are  not  proposed   in  continuation  to  the  previous   framed  policies   in  the   sector;   every   new   policy   starts   from   a   new   front   rather   than   in  continuation  from  previous  framework.  

With  every  new  policy   there   is  an   increase   in   the  overall  burden  on  officials   in   the  local  bodies  due  to  limited  number  of  manpower  and  increasing  workload  leading  to  negligence  in  implementation.  Every  new  policy  brings  the  need  for  new  committees  to   draft   new   structure,   development   and   perspective   plans   to   carry   forward   the  projects.   Generally,   officials   concerned   with   other   projects   would   be   deputed   to  undertake  the  implementation  of  the  new  projects.  Added  to  this  there  is  a  wide  gap  

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in  the  knowledge  required  in  terms  of  subject  understanding  and  technical  efficiency  with  modern   technologies.   The   current   trends   of   capacity   building   to   the   officials  have  not  been  fully  successful  due  to  limited  learning  time-­‐period  and  lesser  learning  capabilities   of   the  officials   after   years  of   field   experience  with   limited  exposure   to  other  exercises.        Projects   fail   to   accomplish   the   objective   of   policies   due   to   lack   of   awareness   and  participation   from   the   beneficiaries   at   the   implementation   level.   There   is   a  comprehensive   evaluation   required   at   all   the   3   levels;   Policy,   Governance   &  Implementation;  for  sustainable  development  of  the  city  in  a  holistic  way.      5.  Suggestions  Analysis  from  our  findings  from  project  investigations  at  all  3  levels  are  as  follows:  

1. Policies  to  be  linked  in  reference  to  energy  conservation  and  sustainability  in  existing  policies  

2. Unification  of  agencies/authorities/institutions  according  to  the  needs  of  the  project  and  city  development  

3. Regional   development   agencies   to   be   formed   to   maintain   the   overall  development  of  the  total  agglomeration    

4. Massive  public  awareness  programmes  to  be  designed  on  different  aspects  of  development   emphasising   the   energy   efficiency   and   sustainability  components  

5. Aggressive  capacity  building  programmes  should  be  undertaken  at  technical    (engineering)   and   technological   measures   for   various   aspects   of   urban  governance  

6. Transparency   and   accountability   to   be   monitored   at   different   stages   of  project  development  

7. Stringent  implementations  of  the  proposed  Development  Control  Regulations  without  succumbing  to  political  pressure  

Sources:  

Mr.   S.   Shamsunder,   Director,   Centre   for   Renewable   Energy   and   Sustainable  Technology,  National  Institute  of  Engineering  Mr.  Suresh  Babu,  Superintendent  Engineer,  Mysore  City  Corporation  (MCC)  Mr.  M.N.Kumar,  Town  Planner,  Mysore  Urban  Development  Authority  (MUDA)  Mr.  Bhami  Shenoy,  Founder,  Mysore  Grahakara  Parishat  (MGP)  Mrs.  Hariprasad,  Member,  Mysore  Grahakara  Parishat    Mr.  Francis,  Organisation  for  the  Development  of  People  (ODP)  Mr.  Ramesh  Kikkere,  Organic  farmer  Mr.  Rajeev  ,  Builder,  Gyan  Ganga  Housing  Society  (GGHS)  Ms.  Suma,  Ms.Manujla,  Ms.Radha,  Ms.  Shashi,  Members,  Ahara-­‐Butti.  Alok  and  Anant,  Students,  Youth  involved  in  concepts  of  sustainable  living.  

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Urban  Sustainability  

Case  Study  of  Kochi,  Kerala  

 (Group  Members:  Aditi  Madan,  Devottama  Banerjee,  Hassan  Abdel  Aziz  ElMouelhi,  

Jyothilakshmi.  R,  M.  S.  Pankaja,  Mehdi  Javadi,  Parisa  Shahmohamadi,  Ranit  Chatterjee,  Shiva  

Shadravan,  Somdeep  Nandi)  

Acknowledgements    We   would   like   to   express   our   gratitude   towards   GIZ   –DAAD   for   providing   us   with   the  

opportunity   of   being   a   part   of   the   three  week   long   Summer   School   on   Sustainable   Habitats  

India  III  at  Pune,  Mysore  and  Kochi.    We  express  our  sincere  thanks  to  Dr  Regine  Schoenenberg,  

Dr  Regina  Dube  from  GIZ  along  with  the  team  of  BVIEER  headed  by  Dr.  Erach  Bharucha  for  their  

unrelenting  support  and  inputs  provided  during  the  Summer  School.  

 

We   are   thankful   to   Mr.   Esakki   Raj   &   Mr.   Ramesh   Nair   from   the   partner   organization   GIZ  

Environmental  Cell,  Kochi  for  their  assistance  in  arranging  the  field  visits  for  action  research  as  

well  as  for  interviews  and  meetings  with  the  officials.  We  are  grateful  to  the  representatives  of  

Kochi   City   Corporation-­‐   Honorable   Mayor,   Secretary,   Deputy   Mayor   and   the   Chairman   of  

Standing  Committee  for  their  valuable  time,  support  and  inputs.  We  are  indebted  to  Councilor  

of  Ward  26,  Greater  Kochi  Development  Authority,  Kerala  Water  Authority  for  their  inputs  and  

cooperation  which  helped  in  formulating  the  research  report.  We  would  like  to  place  on  record  

the   significant   contributions   made   by   representatives   of   NGO’s   like   Confederation   of   Real  

Estate  Developers  Association  of  India,  Kerala  Builders  Forum  and  Plan@earth  for  their  valuable  

inputs,   support   and   cooperation   in   the   extensive   effort   that   went   into   the   data   collection  

process.  

 

We  would  also  like  to  acknowledge  all  the  respondents  without  whom  this  research  would  not  

have  been  possible  and  who  have  been  parts  of  this  endeavor  directly  or  indirectly.  

 

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Abstract  

Kochi  is  the  first  “Bin  less  city”  of  India,  which  has  seen  rapid  urbanization  in  the  past  five  years.  

A  city  with  high  religious  tolerance  and  multi  cultural  background  has  developed  with  growth  of  

investment  by  software  firms  and  NRIs   in  housing  and  other   infrastructures.  The  geographical  

location  of  Kochi  makes   it   susceptible   to  urban   flooding  and   is   the   situation   is  aggravated  by  

poor  sewage  and  solid  waste  management  system  in  the  city.  The   long   leftist  rule   in  the  past  

has  given  more  power  to  the  community  through  Mayor  who  is  the  elected  by  the  people.    

The   city   hosts   JNNURM   and   KSUDP   projects   with   support   from   central   government   state  

government   and   foreign   donors.   The   political   ideology   of   the   ruling   party   has   played   an  

important   role   in   implementation   of   the   project   along  with   factors  weak  monitoring,   lack   of  

coordination,  overlapping  of  roles  and  less  participation  and  inclusiveness  of  NGOs  and  CBOs.  

The  study  tries  to  asses  the  present  condition  of  Solid  Waste  Management  and  Sanitation  in  the  

Kochi   and   highlights   the   critical   factors   and   analyzes   them   with   in   a   framework   of   urban  

sustainability  and  good  governance  indicators  to  crate  a  roadmap  for  crating  an  index  of  future  

priority  of  interventions.  

 

 

 

 

 

 

 

 

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‘Sanitation   and   Solid   Waste   Management   problem   in   Kochi   is   a   Lifestyle   and   Economic  

growth  problem’      by  Shri  K.  J  Sohan  (Ex-­‐Mayor  of  Kochi  Municipal  Corporation)  

   

INTRODUCTION  

The  city  of  Kochi  in  the  state  of  Kerala  is  a  green  strip  of  land  located  in  the  south  west  corner  

of   India.  Kochi,  originally  known  as  Perumpadappu  Swaroopam,   is   the  beautiful  cosmopolitan  

city  of  Malayalees.  It  is  one  of  the  Indian  states  having  the  highest  Literacy  rate.  Rightly  known  

as  the  Queen  of  the  Arabian  Sea,  it  has  attracted  many  voyagers  and  traders  over  the  centuries.  

Kochi,  the  commercial  and  industrial  capital  of  the  state  of  Kerala,  is  where  ancient  civilization  

gracefully  mingles  with  modern   life.   The   geography   of   the   region  mainly   consists   of   lowland  

along   the  seaboard  and   the  city   lies  barely   two  meters  above   the  sea   level.  The   region  has  a  

tropical   humid   climate   with   an   oppressive   hot   season   and   plentiful   seasonal   rainfall.   The  

average   annual   rainfall   is   3431.8mm.   Port’s   linkages   to   different   industries   like   Oil   Refinery,  

Cashew,  marine,  Tourism  and  ship  building  are  extending  from  their  genesis  to  progress.  Fort  

Kochi  became  a  Municipality  on  the  1st  ofNovember1866.  According  to  the  2001  census,  Kochi  

Corporation  has  650,000  residents.  The  total  area  of  the  main  part  of  the  city   is  94.88  sq.km.  

The   urban   sector   in   Kerala   comprise   of   five   Municipal   Corporations   and   53   Municipalities.  

25.97%  of  the  population  lives  in  urban  areas.  

Kochi   witnessed   a   rapid   population   growth   during   the   past   30   years.   The   average   decadal  

growth   in  Kochi  Corporation   is  7.83%.   In  the  next  two  decades  the  population  of  Kochi  city   is  

expected  to  touch  the  mark  of  2  million.  Rapid  urbanization  of  Kochi  and  suburbs  are  leading  to  

pollution   and   ecological   imbalance.   The   pressure   on   infrastructural   facilities   and   core   sector  

services  is  severely  felt  not  only  in  Kochi  but  also  in  the  nearby  Municipalities  and  Panchayats.  

As  per  Centre  of  Studies  in  Cultural  and  Heritage  of  Kochi  (CSCHE),  the  urban  poor  are  the  worst  

hit.    

Solid  Waste  Management  (SWM),  which  is  an  obligatory  function  of  the  Urban  Local  Body    

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(ULB),   is   in   a   pathetic   state   resulting   in   problems   of   flood,  water   logging,  mosquito  menace,  

sanitation  and  environmental  and  health  related  problems.    

 The  sewerage  system  in  the  Corporation  of  Kochi  is  maintained  by  the  Kerala  water  Authority.  

The   scheme   was   commissioned   in   1970.   A   comprehensive   Sewerage   Project   for   Kochi  

Corporation  was  envisaged  dividing  the  Corporation  area  into  four  different  zones  and  dividing  

each  zone  into  different  blocks.  The  scheme  as  envisaged  to  cover  the  entire  94.88  sq.km  could  

not  be  implemented  fully.  

Government   of   India   has   taken   an   initiative   to   develop   and   create   economically   productive,  

efficient  and  responsive  cities  under  Jawaharlal  Nehru  national  urban  renewal  mission.  Kochi  

has   been   selected   under   above   mentioned   scheme.GIZ   (German   organization)has   been  

providing  technical  support  to  JNNURM  in  the  Environmental  aspects.  

The   schemes   under   JNNURM   are   ,(i)JNNURM  water   supply   scheme     and   JNNURM   sewerage  

scheme   to   Kochi   city   (ii)Urban   transportation(Enhanced   bus   service)   and   (iii)Basic   service   for  

urban  poor(BSUP)  

JNNURM   proposes   that   there   should   be   a   tie   up   amongst   the   partner   organizations.  

Accordingly,  Kudumbashree  a  women  Self  Help  group  (CBO)  which  is  promoted  by  Government  

of   Kerala   is   associated   with   Kochi   Corporation   in   the   city’s   solid   waste   management  

programme.  NGO’s  like  CREDAI  (confederation  of  real  estate  development  association  of  India),  

Plan@earth  and  residents  welfare  associations  have  also  come  up  with  best  practices  with  solid  

waste  management.  

RATIONALE    

In   India  Management  of  Municipal  Solid  Wastes   (MSW)  continues   to   remain  one  of   the  most  

neglected   areas   of   urban   development   1(Kurian   2002).     Millennium   Development   Goal     and  

National   Urban   Sanitation   Policy     thrusts   on   Solid   Waste   Management   and   Sanitation   as   a  

                                                                                                                         4   Joseph Kurian 2002: Perspective of Solid waste management in India : International Symposium on the Technology and Management of the Treatment & Reuse of the Municipal Solid Waste, Shanghai,China, 2002  

  45  

priority   area   for   the   urban   areas.   The   Jawaharlal   Nehru   National   Urban   Renewal   Mission  

(JNNURM)  funded  by  World  Bank  also  has  the  same  sub  mission.    

JNNURM   Project   in   Kochi   is   focusing   on   four   areas   primarily   are   Housing   Development,  

Infrastructure  Development,  Common  Facilities  Development,   Livelihood  Development.  The  

various  project  components  under  the  JNNURM  as  implemented  in  Kochi  area  are  Solid  Waste  

Management,  Water  Supply,  and  Sewerage,  Basic  services  for  Urban  Poor,  urban  transportation  

and   Tourism.   Along  with   this  Kerala   Sustainable  Urban  Development   Project   (KSUDP)   project  

also   focus   on   sanitation   and   Solid  waste  Management   in   Kochi.   It   was   learned   from   various  

discussions  and  reports  that  only  5%  of  the  Kochi  city  has  a  sewage  line  and  the  dumping  site  

and   Sewage   Treatment   Plant   built   under   JNNURM   in   Brahmapuram   is   not   functional   from  

February  2011.  The  area  selected  is  a  low  lying  area  and  has  posed  lot  of  operational  problems  

in  the  past.  The  whole  system  of  Solid  Waste  Management  has  got  plagued  with  the  problem  of  

non-­‐availability  of  land  for  garbage  disposal  in  Kochi.  Also,  the  city  has  been  declared  as  a  ‘Bin-­‐

less  City’,  hence  apart  from  the  tourist  spots,  there  are  no  garbage  bins  to  be  found  within  the  

city.  In  light  of  these,  the  study  tried  to  focus  on  Solid  Waste  Management  and  Sanitation  as  key  

areas   and   asses   the   present   condition   in   the   city.   The   final   report   tries   to   look   at   the  

stakeholder   linkages,   the   power   dynamics   among   the   various   actors,   the   gaps   in  

implementation  of  the  process  and  recommendation  to  cap  the  gaps.  The  findings  have  been  

analyzed  with  the  framework  of  urban  sustainability  and  good  governance  indicators.    

 

AIMS  AND  OBJECTIVES  

The  main  aim  of  this  qualitative  study  (action  research)  is  to  get  a  better  understanding  of  the  

urban  performance  situation  of  Kochi.  Putting  hands  on  the  weaknesses  in  Governance  System  

in   relevance   to   Urban   Sustainable   development   aspects   (economy,   environment   and   socio-­‐

culture)  

Finding  the  gaps  and  linkages  between  different  stakeholders    

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Finding   the   different   problems   in   urban   management   and   the   way   they   are   related   to  

eachother.  

Finding   the   potentials   observed   in   Kochi   upon   which   the   good   governance   and   urban  

sustainable  development  could  be  achieved.    

 

PROBLEM  TREE  

Growing  concern  for  future  of  cities  and  for  well-­‐being  of  city  dwellers,  stimulated  by  trends  in  

world   urbanization,   the   increasing   number   and   size   of   cities,   and   the   deterioration   of  many  

urban  environments,  has  focused  attention  on  the  problems  of  living  in  the  city.    

Solid   Waste   Management   is   the  

major   problem   which   was  

addressed   during   this   research   in  

Kochi.   The   acceleration   of   urban  

construction,   replacement   of  

traditional   houses   with   modern  

buildings   &   high   rises   and  

deterioration   of   many   urban  

environments   in   the   last   5   years  

have   caused   many   challenges   for  

the   city.   Also,   according   to   the  

growth  of  economy  and  technology  

in   cities,   people   require   a  modern   life,   especially   for   the   touristic   cities   like   Kochi.   Therefore  

they  have  tried  to  change  their  lifestyle  and  adapted  themselves  to  the  new  life.  This  change  in  

the   life   style   affects   not   only   the   environmental   aspects   but   also   the   social   and   economical  

aspects.  

DATA  COLLECTION  

  47  

This   research   applies   two   sections   of   data   collection;   one   is   secondary   data   collection   and  

second  is  primary  data  collection  as  shown  in  Figure  1.  

Fig  -­‐1  showing  the  types  of  data  collection  for  the  project  

1. Secondary  Data  

Secondary  data  collection  for  this  research  has  been  based  on  literature  review.  The  literature  

review   forms   part   of   an   important   process   of   conducting   research   in   which   it   serves   to  

propagate   the   formulation   of   the   research   problems   as   well   as   identify   the   boundary   of  

knowledge.  The  methodology  of  conducting  the  literature  review  was  highlighted  to  emphasize  

on   the   importance   of   identifying   and   formulating   the   problem   of   the   research.   The  

methodology  used  for  secondary  data  collection  has  been  classified   into  two  types  mainly:  1)  

Internal  sources:  this  research  used  some  organizations,  corporations,  stakeholders  and  NGOs’  

data   which   gather,   record,   and   store   internal   data   such   as   KSUDP   Corporation,   CREDAI   and  

Plan@Earth;   2)   External   sources:   this   research   used   governmental   sources   (JNNURM,   KSUP,  

Reviewing  Reports  ),  books  (Kerla  development  control  roles,  codes  and  by-­‐laws).  

2. Primary  Data  

This  research  applies  quantitative  data  collection  strategies  like:  

1. Observing  and  recording  well-­‐defined  events;  

2. Obtaining  relevant  data  from  management  information  systems;  and  

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3. Administrating  surveys  with  closed-­‐ended  questions  (face-­‐to  face  interviews).  

                 

Image:  Face-­‐to-­‐face  Interviews           Image:  Data  collection  

 

DATA  ANALYSIS                                                        

Low  coverage  of  organized  primary  collection  system  

There   is  no  organized  program  to  encourage,  support,  and  sustain  such  community   initiatives  

for   door   to   door   collection   and   to   replicate   them.   There   is   no   linkage   and   regular  

communication  between  Kochi  MC  and  the  community.  In  the  area  where  doorstep  collection  

is  organized,  secondary  collection  and  regular  removal  is  not  properly  synchronized  

Open  and  exposed  system  of  secondary  storage  

Overflowing   secondary   collection   points   spread   all   over   the   city,   irregular   removal   and  

consequent  backlog  are  serious   issues.  MC  has  only  a  marginal  coverage  of  container  storage  

facility   and   the   rest   are  open  ground   level   /  bins   secondary   storage   facilities.   The   transfer  of  

waste  from  the  major  centers  requires  scraping  from  ground  and  manual  loading.  None  of  the  

locations  are  provided  with  concrete  /asphalt  pavement  and  drainage  facility  

Irregular  collection  and  multiple  handling  and  backlog  in  transportation  

The   total   generation   is   420   tons   /day   (MC   estimate)   and   about   169   tons/day   reaches   the  

municipal   stream.   Though   the   estimated   generation   is   high   and   realistic   values  may   be   less,  

  49  

backlog  exists  and  is  one  of  the  concerns  to  be  addressed.  Absence  of  proper  routing  and  time  

schedules,   time  consuming  manual   loading,  open   transport,  mostly   single   shift  operation   low  

productivity  are  associated  issues  

Improper  choice  and  Ill-­‐designed  Vehicles  and  Equipments  

The   box   type   hand   carts   used   for   collection   of   street   sweeping   require  multiple   handling   of  

waste.   Hence   direct   transfer   of   waste   is   impossible   resulting   in   ground   transfer   and   further  

handling   leading  to  ground  contamination  and   low  productivity.  Secondary  collection  vehicles  

introduced   require   lifting   of   waste   overhead   resulting   in   cumbersome   and   time   consuming  

loading  

 

 

Manpower  Productivity  

MC  has  857  workers  to  serve  a  population  of  613,325,   in  addition  to  350  door  step  collection  

workers.  The  productivity  of  MC  workers   is  around  200-­‐  250  kg  per  day  and  the  manpower  is  

sufficient  enough  to  manage  172-­‐214  tons/day.  The  current  productivity  is  at  the  lower  end  and  

hence   needs   to   be   improved   by   minimizing   manual   loading   systems   and   two   tier   street  

sweeping  

Vehicle  productivity  

39  vehicles  are   in  operation  on  a  daily  basis  transporting  169  tons  –  productivity  of  4.30  tons  

/vehicle.  Considering  the  long  haul  distance  to  current  disposal  site  (less  than  12  km  from  any  

part  of  the  city),  the  productivity  is  low.  

Lack  of  regular  maintenance  of  equipment  and  vehicles  

The  vehicle  availability   is  only  60  percent   in  general.  Efforts  undertaken  to   improve  collection  

system  by  introducing  specialized  refuse  handling  vehicles  –  refuse  collectors,  side  bin  loaders  

and   dumper   placers   –   failed   to   sustain   the   programs   due   to   lack   of   regular   repair   and  

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maintenance   of   equipment   and   vehicles.   The   system   has   gone   back   to   manual   loading   and  

multiple  handling.  

Community/NGO  /CBO  and  private  partnership  

The   success   and   sustainability   of   Solid   Waste   Management   would   depend   on   building  

meaningful   and   effective   partnership   with   community,   NGOs   and   private   entrepreneurs.  

Municipal  Corporation  has  no  organized  efforts  to  develop  partnerships  especially  in  roping  in  

the  non-­‐domestic  users  

Weak  Institutional  setup    

The   Solid   Waste   Management   operations   pay   little   attention   to   integrated   management  

approaches  based  on  adequate  information  systems,  decentralized  responsibility  and  technical  

and   environmental   requirements   Absence   of   trained   and   skilled   staff,   elaborate   job  

descriptions   and   delegations,   clear   operational   procedures,   inter   disciplinary   interaction   and  

co-­‐operation,   management   information   system   for   effective   monitoring,   evaluation   and  

planning  need  to  be  addressed.  

Financial  and  economic  level  

Cost   recovery   is   not   built   into   the   present   Solid  Waste  Management   operation   of  Municipal  

Corporation,  which   is  mainly  dependent  on  revenue  from  Municipal  Sanitation  Taxes  that  are  

low  and  need  to  be  supplemented  by  general  revenues.  

Environmental  and  Health  issues  

The   backlog   and   delay   in   clearing   waste   in   the   tropical   climate   leads   to   decomposition   and  

breading   of   pathogens.   Manual   loading   without   protective   gears,   and   burning   of   waste   are  

heath   risks   to  workers   and   neighborhood   inhabitants.   (Few  Residents   Associations  managing  

the   system  have   set   apart   a   part   of   the   fee   collected   for   repair   and  maintenance  of   primary  

collection  vehicles  and  for  providing  uniforms  and  protective  gear  to  the  collection  crew.  

Urban  Characteristic  Analysis  

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Kochi  city  urban  characteristics  show  the  diversity  of  that  city  and  how  it  functions  (residential  

and   commercial)   and   port   as   well   as   the   economic   standard   variation   could   be   noticed   in  

different  wards  and  streets  (villas,  high-­‐rise  apartment  complexes).  Touristic  area  of  Fort  Kochi  

has  also  a  unique  urban  fabric  and  historic  monuments.  

     

Image:  High  rise  Buildings           Image:  Villa  

 

 

                   

City  Urban  Analysis  

Through  different  urban  analysis  based  on   the  observations  and   the  previous   reports   some  findings  and  gaps  could  be  identified.  

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Connectivity:   Although   there   is   continues   railway   connection   and   national   highway  

between   eastern   part   of   the   city   and   the   Willingdon   island,   a   weak   connection   is  

observed  between  the  Willingdon  island  and  Fort  Kochi.  

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Solid  Waste  Collection:  Since   the  major   role  of   eastern  part   of   the   city   and   Fort   Kochi   is  related   to   touristic   activities,   centralization   of   solid  waste   collection   is   only   in   these   two  islands.  Although  the  Willingdon  Island  is  the  industrial  and  restricted  naval  area,  the  lack  of  solid  waste  collection  points  can  be  observed  in  the  non  restricted  zones.  

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Slums’   Sewer:  According   to   the  observation,  black  and  gray  water  of   slum  areas   in  Kochi  pour  out  in  the  canals  and  the  Arabian  Sea.  

By  comparing  the  locations  of  the  Slum  areas  to  the  locations  of  the  open  defecation  zones,  it   can   be   observed   that   almost  maximum   percentage   of   the   slums   defecate   in   the   open  

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areas.  Therefore  the  necessity  of  public  toilets  in  these  areas  is  evident.  It  is  also  advisable  of  the  touristic  areas  to  have  more  toilets.  

 

Stake  Holder  Analysis      

The   urban   sustainability   stake   holder   analysis   for   Kochi   City   gives   an   understanding   of   the  

linkages   of   the   various   actors   who   play   and   important   role   in   determining   the   efficient  

implementation.   Detail   understanding   of   the   linkages   of   the   actors   through   focus   group  

discussions   leads  to   identification  of  the  role  and  responsibilities  of  the  agencies  and  also  the  

need   to   address   the   overlapping   areas.   The   flow   diagrams   given   below   links   the   various  

stakeholders   involved   and   also   the   power   dynamics   between   them.   On   the   basis   of   this  

understanding  a   table   is  prepared   to  bring   in  a   clear  understanding  about   the   capacities  and  

responsibilities  of  these  stakeholders.  The  gaps  are  analyzed  on  the  basis  of  field  data  to  finally  

evolve  an  index  to  mark  the  involvement  level  each  stakeholder  in  the  process.  This  will  help  in  

focusing  on  the  stakeholders  who  should  be  prioritized  for  capacity  building  process.    

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Fig  -­‐2  showing   linkages  between   various  

stakeholders   for  Sanitation  in   Kochi  City.  

 

 

 

 

 

 

 

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TABLE  -­‐1  STAKE  HOLDER  ANALYSIS  FOR  WASTE  MANAGEMENT  AND  SANITATION    

Stakeholder   Interest  /Responsibilities    

Capacities     Missing  links     Level  of  Involvement  

State  Government  of  Kerala  

Overall  development  of  State  infrastructure    

Issuance  of  Governmental  regulations  for  implementation    

Only  has  monitoring  power  and  has  to  rely  on  the  implementing  authority    

Medium    

Kochi  Municipal  Corporation    

Under   74th  constitutional  amendment  Kochi  Municipal  Corporation   is   an  autonomous  urban  local  body   for   the  development   of  the  city  and   directly  responsible   for  all  kind   of  developmental  and   planning  activities  in  their  Municipal   area  jurisdiction.  

Authority  to  make  rules    Availability  of  Funds    Collaboration  with  international  actors    

Has  not  created  linkages  with  Academic  institutions,  NGOs  and  corporate    

High    

Elected  Representatives  in  each  ward    

Development   of    the   respective  areas  for  support      

Influence  the  local  authority  in    infrastructure  development  and  new  projects  

Vested  interest  and  vote  bank  politics    

Medium    

Kerala  Water  Authority    

Apex  body  for  Water  and  Sanitation  for  the  State  

Has  state  support  and  project  management  team  

Overlapping  of  roles  and  responsibilities  with  local  authority    

Low    

Builders  Association  

Real  estate,  and  profit  from  land  development    

Regulation  of  infrastructure  development    

Profit  making     High  

Academic  Intuitions    

Identification  of  needs  at  various  level    

Research     Acting  as  separate  units    

Low  

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Consultants     Solution  orientated    

Experts  Human  Resource      

Outsiders  without  proper  understanding  of  the  local  conditions  

Medium    

Non  Governmental  Organizations    

Social  economic  and  environmental  development    

Close  to  community  and  understand  their  concerns    External  funding  from  international  funding  agencies  and  corporate    

Working  in  small  pockets  Act  as  unorganized  sector  with  no  apex  body  and  not  supported  by  govt.    

High    

International  Funding  Agencies    

As  a  supports  to  the  State  government  as  an  understanding  with  GoI  

Funds  and  human  resource  

Channelization  of  the  fund  to  the  local  authority  and  low  monitoring    

Medium  

Community  Based  Organizations  

Support  the  local  Authority  in  development    

Understanding  of  the  local  conditions  and  community  mobilization    

A  profit  based  model  not  developed  and  employment  is  temporary    

High    

Resident  Welfare  Associations  (RWA)  

Welfare  and  management  of  respective  areas    

Influence  households  in  High  rise  and  also  links  to  other  CBOs  

No  direct  Linkage  with  the  local  authority  

High  

Corporate     As  a  part  of  CSR   Funds  available     Linkages  with  local  authority  missing.  Working  through  few  NGOs  

Low  

Private  Waste  collection  contractors      

Business     Vehicles  and  Human  Resource  

Has  no  direct  connection  the  local  authority  .O&M  of  vehicles    

Medium    

Community     Better  living  conditions    

Elected  representative  from  each  ward  in  corporation      

Indirect  Access  to  decision  making  and  no  social  auditing    

Low    

 

 

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SWOT  ANALYSIS    

Environmental  Aspects  

The  positive  factor  of  the  city  is  the  awareness  towards  recycling  procedures  of  wastes  and  

various  technologies  in  composting.  If  this  is  continued  over  a  period  of  time  then  the  

occurrence  of  health  hazards  would  be  reduced.  

During  the  field  visits  it  was  observed  that  

the  secondary  transportation  of  wastes  were  

mostly  done  in  open  uncovered  trucks,    this  

may  lead  to  environmental  health  hazards  

and  shows  the  inadequacy  of  infrastructure  

for  transportation  purposes.  Apart  from  this,  

open  incineration  of  garbage  was  also  

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prevalent  which  in  future  might  result  in  greenhouse  effect,  increasing  the  ambient  

temperature  and  destruction  of  natural  resources.    

Socio-­‐  Cultural  Aspects  

An  exceptional  quality  of  the  state  of  Kerala  is  that  the  literacy  rate  is  almost  hundred  percent,  

so  it  makes  people  aware  of  the  recycling  concepts  and  methods  and  its  positivity.  Media  plays  

an  important  role  in  the  state  and  it  should  be  utilized  to  the  maximum  extent  to  create  further  

awareness  amongst  people.  

Kochi  comprises  of  people  from  various  sects,  this  shows  

that   they  have   to  potential   to   adopt   to     various   types  of  

cultures.   In   addition,   it   has   also   been   observed   that  

religion  play  an   important  role   in  the  society,  so  this  can  

be   utilized   to   create   awareness   regarding   Solid   waste  

management.   Due   to   the   transition   in   quality   of   life,   a  

significant   change   in   behavior,   attitude   and   lifestyle   of  

people  can  be  observed.  

Although  the  city  is  extremely  rich  in  resources,  still  a  gap  

in  its  suitable  utilization  and  a  lack  of  sense  of  attachment  

of  the  people  towards  the  city  can  be  observed.  Being  a  ‘Bin-­‐Less  City’  the  wastes  generated  by  

the   floating   population   is   not   properly   disposed,   this   may   in   due   course   of   time   lead   to  

pollution  and  as  a  result  there  can  be  health  hazards.    

   

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Image  :  Posters  displaying  health  hazards     Image:  Adverse  effect  of  ‘Bin-­‐Less  City’  

Governance    

The   administrative   section,   Corporation   and  

NGOs   showed   their   willingness   towards  

development   in   the   field   of   Sanitation   and  

Waste   Management.   NGOs   are   functioning  

actively   in  generation  of  awareness  programs  

and  also  take  initiative  in  field  projects.  There  

is   a   rule,   as   per  which  2%  of   the  Property   tax   collected   from   individuals   is   utilized   for  waste  

management,  on  one  hand  this  shows  good  governance  is  present,  on  the  other  hand  a  lack  of  

proper  management  in  pockets  could  be  observed.    

 

The  centralized  plan  is  inadequate  and  a  lack  of  enforcement  of  laws  and  coordination  could  be  

seen.  This  generates  gaps  amongst  the  various  stakeholders;  it  might  result  in  the  insufficiency  

of  planning,  implementation  and  monitory  measures  and  a  loss  of  interest  on  the  part  of  NGOs,  

Public  Private  Participations  and  CBOs.  

Economic  Aspects  

The  city  of  Kochi  has   the  potential   for  Foreign  Direct   Investments  due  to   increasing  demands  

and  hence  an  ample  of  external  funds  is  being  made  available.  But  due  to  inappropriate  budget  

management,  not  enough  funds  are  allocated  to  the  Operation  and  Maintenance  Sector.  

The   waste   management   process   requires   a   lot   of  

human  resources  and  opens  up  opportunity  for  the  

employment  of  people  from  the  urban  areas,  urban  

fringes   and   rural   areas,   resulting   in   the  

enhancement  of  overall  economic  condition  of  the  

city.   The   waste   management   program,   also   being  

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supported   by   private   organizations   (example;   ITC)   utilizing   a   part   of   the   non   biodegradable  

waste  generated  by  the  city.  Also,  the  contingency  funds  are  not  taken  into  consideration  while  

preparing  the  budget  for  the  project.    

RECOMMANDATIONS  AND  FINDINGS  

Good  Goverenance  Indicators    

Gaps/  Results/  Findings  

Reccomendations     Impacts  on  Sustainable  development    

Transparency     Community  are  rarely  informed  about  the  decision  making  process  and  hence  projects  are  not  demand  driven.  

Information  is  not  freely  available  and  directly  accessible  to  those  who  will  be  affected  by  such  decisions  and  their  enforcement.    No  study  done  to  show  the  impact  of  the  project  

Social  auditing  for  transparent  information  distribution  process  to  establish  a  sound  feedback  mechanism    

       

This  will  bring  transparency  and  bring  the  bottom  up  approach  eventually  strengthen  the  social  sustainability.  

Participation     Absence  of  structured  public  participation,  either  direct  or  through  legitimate  intermediate  institutions  or  representatives,  in  preparation  of  development  plans  resulting  in  negative  outcome.    Academic  

Consideration  of  local  stake  holders  in  articulation  of  decision  making  process  of  development  plan.      Promoting  public  participation  and  public  awareness  by  employing  media,  religious  entities,  NGOs,  local  agents,  etc.    Incentive  for  research  for  solid  waste  management  and  sanitation  in  Kochi  to  

Public  participation  in  all  levels  of  preparation,  ratification,  implementation  and  modification  of  the  urban  development  plans  and  projects  would  result  in  more  realistic  projects  that  reflects  the  most  urgent  demands  and  enjoy  full  support  of  the  people  as  end-­‐

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institutions,  NGOs  are  not  involved  directly  in  the  project.  

strengthen  the  stakeholder  involvement  from  academic  domain  (universities,  research  institutes,  etc.).  

users      

Rule  of  Law   NGOs  initiative  is  also  not  impartially  targeting    all  sections  of  society  

Administration  is  biased  with  the  political  ideology  

 

Following  the  sound  implementation  of  the  existing  rules  and  regulations    Inclusion  of  best  practices  in  local  policies    Taking  measures  to  connect  several  aspects  like  migration,  solid  waste  management,  transportation,  health,  education  and  sanitation  at  the  core  of  urban  planning,  meaning  that    all  of  them  shall  be  included  in  the  different  development  plans    Inclusion  of  hazard  risk  and  vulnerability  analyses  for  selection  of  project  areas    Adaptation  of  efficient  land  policy  in  favor  of  biodiversity,  greeneries  and    green  spaces  

By  employing  mechanisms  to  make  the  decision    makers  and  policy  makers    responsible  toward  the  rule  of  law,  the  identification  of  the  real  problems,  translating  them  into  plans  and  ultimately  sustainable  projects  within  a  fair  and  impartial  legal  framework  would  be  possible.    

Responsiveness   The  institutional  linkages  between  stakeholder  is  weak  

Due  to  absence  of  proper  monitoring  mechanism  the  response  from  the  end  user  about  the  implementation  of  the  project  is  ambiguous  to  government    

Stepping  forward  from  sporadic  and  ad  hoc  planning  to  longer  term  plans  (strategic  planning)    Capacity  Building  of  the  local  decision  makers  as  well  as  managers,  implementers  and  supervisors  through  technical  and  vocational  training  courses  on  the  very  urgent  points    

Processes  try  to  serve  all  stakeholders  within  a  reasonable  time  frame  establish  the  social  justice  to  end  user  and  economic  justice  to  intermediate  stakeholder  involved  in  project  implementation  process.  

 

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Sound  response  from  the  stakeholder  involved  in  the  project  implementation  process  is  absent    

Some  city  officials  are  not  well  equipped  with  the  expertise,  needed  for  preparation  of  the  development  plans  as  well  as  identifying  the  urgent  problems  and  the  ways  to  tackle  them  

Well  trained  urban  management  staff  with  the  updated  knowledge  to  tackle  city  problems  would  be  an  asset  which  makes  the  realization  of  the  projects  possible  

Consenus  orientaded    

Decisions  are  made  mostly  in  absence  of  public  participation.  Hence  the  consensus  development  mechanism  is  faulty.      

Sound  mechanism  for  mediation  of  the  different  interests  in  society  to  reach  a  broad  consensus  in  society  on  what  is  in  the  best  interest  of  the  whole  community  and  how  this  can  be  achieved.    Incorporating  local  knowledge  and  system  in  the  project  

It  would  result  in  a  broad  and  long-­‐term  perspective  on  what  is  needed  for  sustainable  human  development  and  how  to  achieve  the  goals  of  such  development.  

Equity  and  inclusiveness  

Some  of  the  Stakeholders  from  the  endusers  and  beneficiary  side  could  be  deprived  from  the  information  about  future  development  of  their  ward  as  well  as  the  other  part  of  

Translation  of  international  good  practices  into  local  concepts  by  employing  local  characteristics  like  social  capital    Establish  a  project-­‐oriented  funding  mechanisms  for  creating  sustainable  city  at  the  local  level  

Equity,  which  ensure  that  all  its  members  feel  that  they  have  a  stake  in  it  and  do  not  feel  excluded  from  the  mainstream  of  society,  regardless  of  their  gender,  or  caste.  Eventually  

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the  city,  due  to  gender,  caste,  or  class  .    One  point  fund  chanelization  restrict  access  of  other  stakeholders.  

strengthen  the  inter  and  intra  generational  equity  and  social  justice.  

Accountability   There  is  a  lack  of  accountability  of  different  stakeholder,  due  to  overlapping  of  the  roles  and  responsibilities;    Sound  internal  self  sustained  financial  mechanism  (tax  collection)  is  weak.  

Demarcation  of  clear  roles  and  responsibility  of  each  department,  officer  and  stakeholder  

Accountability  address  the  time-­‐lag  of  the  projects  and  help  in  institutionalization  of  the  project  which  address  the  economic  and  institutional  sustainability.  

Effectiveness  and  efficiency  

Lack  of  technical  expertise  with  in  municipal  officials.      Land  reclamation  depleting  the  mangrove  cover  and  marine  bio  diversity.    The  bin  less  city  concept  is  not  functioning  as  planned.      

Technical  capacity  building  and  training  needed  for  preparation  of  the  development  plans  as  well  as  identifying  the  urgent  problems  and  the  ways  to  tackle  the  solid  waste  management  and  sanitation  problems,  which  are  threatening  the  biodiversity.    Decentralization  of  Sanitation  system.  Intervention  in  the  sanitation  system  upgrading  could  be  based  in  some  wards  on  the  currently  existing  systems,  may  be  by  improvising  some  technical  solutions  for  better  efficiency.    Provide  bins  in  the  different  city  areas.  

These  processes  and  institutions  produce  results  that  meet  the  needs  of  society  while  making  the  best  use  of  resources  at  their  disposal.  The  concept  of  efficiency  in  the  context  of  good  governance  also  covers  the  sustainable  use  of  natural  resources  and  the  protection  of  the  environment.  

Clean  city  

 

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Team  Members    

Aditi  Madan  :  Project  officer,  Gujarat  State  Disaster  Management  Authority,  Ahmedabad;  aditimadan@hotmail.com  

 Devottama  Banerjee:  Pursuing  M.Tech,  Indian  Institute  of  Technology  Kharagpur;  devottama.banerjee@gmail.com  

Franziska  Meinzinger:  Hamburg  Wasser,  franziska.meinzinger@hamburgwasser.de  

Hassan  Abdel  Aziz  ElMouelhi:    PHD  Student  ,  TU  Berlin;  hassan_mouelhi@hotmail.com  

Jyothilakshmi.  R:  Assistant  professor  and  PhD  student,  Department  of  Mechanical  engg,M.S.Ramaiah  institute  of  Technology,Bangalore,  Vishvesvaraya  technological  university,Belgaum,  Mysore;  jyothirswamy@gmail.com  

M.  S.  Pankaja:  Assistant  Director  of    Town  Planning,  Mysore  City  Corporation  

 Mehdi  Javadi:  PhD  Student,  TU  Berlin;  javadi.de@gmail.com  

Parisa  Shahmohamadi:  Postdoctoral  Student,  TU  Berlin;  shahmohamady@hotmail.com  

Ranit  Chatterjee:  Project  support  associate,  UNDP  India  disaster  reduction  cell;  ranit13@gmail.com  

Shiva  Shadravan:  PHD  Student,  TU  Berlin;  shivashadravan@gmail.com  

Somdeep  Nandi:  PHD  Student,    NUS,  Singapore,  School  of  Design  and  Environment  ,Centre  for  sustainable  Asian  cities;  ar.somdeep@gmail.com  

REFERENCES  

Integrated   Solid  Waste  Management   Project     for   Kochi-­‐   detailed   project   report   by   Eco   Save  Systems  (P)  Ltd.  

Waste  Management:  Indian  Scenario  by  Dr.  Rajaram  Vasudevan,  Mr.  George  Mathew  Kerala  Sustainable  Urban  Development  Project,  Volume  II,  April  2007  by  Local  Self  Government  Department,  Government  of  Kerala,  Asian  Development  Bank    

Waste   Management   in   German   Financial   Cooperation:     An   introduction   Wolfgang   Pfaff-­‐Simoneit  KfW  Entwicklungsbank  by  Competence  Centre  Water  and  Waste  Management  

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V.  Policy  Analysis:  This   part   of   the   research   has   investigated   through   policy   analysis   exercise   under   the  lenses   of   the   concept   of   governance   and   sustainable   development;   and   has   come   out  with   following   seven   key   issues:   conflicting   policies   and   lack   of   integrated   plans;  institutional   structure;   system  of   fund  allocation  and  budgeting;   lack  of   capacity;  public  participation;  monitoring;  and  urban  rural  continuum.    Conflicting  Policies  and  Lack  of  Integrated  Plans:  The  action  research  has   identified   the  absence  of  an   integrated  plan  addressing  holistic  aspects  of  urban  sustainability;  it  has  also  noticed  the  conflict  between  different  parallel  development  plans  addressing  a   common  problem.  The  plans  are  prepared  at  different  levels   by   different   institutions.   For   example,   Master   Plans   are   prepared   by   Urban  Development   Authorities,   City   Development   Plans   (CDPs)   are   prepared   by   Urban   Local  Bodies  (ULBs)  addressing  the  same  issues,  such  as  sanitation,  housing,  water  supply  and  so  on,  with  different  objectives  leading  to  conflicting  and  overlapping  policies.      Institutional  Structure:    The   decision   making   mechanism  under   the   current   institutional  structure   is   ambiguous.  Sometimes   same   issues   are  looked   after   by   different  institutions   without   a   structured  coordination   and   communication  between   stakeholders.   This  incoherence   eventually   results   in  delay   of   projects   and   financial  losses.  For  example,  in  most  of  the  cities  slum  and  housing  issues  are  looked  after  by  different  agencies  like   Municipal   Corporation   (MC),  Urban   Development   Authority   (UDA),   Slum   Clearance   Board   (SCB)/   Slum   Improvement  Board  (SIB)  and  Housing  Board  (HB);  however  they  are  not  interlinked.  As  a  result  when  the  projects  are  implemented  there  will  not  be  positive  outcomes.  In  addition  to  that,  the  institutional   mechanism   is   not   transparent   and   accountable.   Hence,   the   governance  structure  is  weak  in  addressing  the  goal  of  holistic  urban  sustainability.    System  of  Fund  allocation  and  Budgeting:  There   are   no   specific   criteria   for   the   allocation   of   funds   to   targeted   people.   Fund  allocation   is   dominated   by   the   political   bias,   and   based   on   vested   interest   the   fund  channelize   to   some   ward   where   it   is   not   required.   The   social   acceptance   and   social  demand   is   also   not   prioritized.   Usually   Urban   Local   Bodies   (ULBs)   depend   on   the  central/state  grants  and  external  funding  (e.g.  World  Bank,  Asian  Development  Bank  and  so   on)   to   implement   different   development   projects,   without   developing   an   internal  

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strong   financial  mechanism;  however,  municipalities   collect   several   taxes   (e.g.   Property  tax,  entertainment  tax,  advertisement  tax  Trade   license  fees,  tax  regarding  building  and  so   on).   Even   after   collecting   these   tax   ULBs   are   not   able   to   meet   the   huge   capital  investment   for   various   projects.   For   example,   the   property   tax   collection   mechanism,  which   is   the  main   financial   source   of   Urban   Local   Bodies   (ULBs),   is   also   not   effectively  addressing  the  entire  target  group.      Lack  of  Capacity:  The  ULBs  are  suffering  from  lack  of  skilled  manpower  with  technical  competency.  Since,  the   number   of   available  manpower   is   not   adequate,   the   single   officer   is   overburdened  with   several   responsibilities.   For   example,   according   to   the   Institute   of   Town   Planners  India  (ITPI),  there  are  only  3000  registered  planners  available  for  7200  urban  areas.  As  a  result   public   organizations   usually   outsource   projects   to   external   organizations.  Usually  the   external   agencies   from   some   cities   try   to   use   or   replicate   their   prototype   plan   for  other  cities,  without  understanding  the  difference  in  the  urban  fabric  of  different  cities.  In  addition,   due   to   lack   of  manpower   the   tax   collection   is   not   efficient,   eventually  which  force  the  ULBs  to  go  for  external  funding.  Moreover,  the  responsible  person  holding  the  authoritative  position  is  also  not  technically  sound  and  is  frequently  transferred.  Most  of  the  time  recruitment  procedure  is  biased  towards  political  interventions  rather  than  the  academic  and  practical  expertise  .    Public  Participation:  The   relevance   of   the   public   consultation   process   to   urban   sustainability   cannot   be  ignored.   It   is   widely   acknowledged   that   effective   public   participation   could   augment  public   acceptance   of   various   policies   relating   to   urban   sustainability.   Roberts1   (1995)  highlighted  that   the  public  consultation  process  should  be  pervasive  at  every  stage  of  a  project,   for   example,   in   initial   planning,   action   planning,   implementation   and   post  implementation.   In   many   urban   systems,   community   participation   is   neglected   in   the  initial   planning   stages,   but   such   early   involvement   is   important   so   that   organizations  become   aware   of   the   target   groups’   pre-­‐knowledge   about   the   issues   pertinent   to   the  projects.  This  will  enable  organizations  to  assess  the  hostility,  apathy,  unity  and  strength  of   motivation   of   the   community   which   could   affect   the   subsequent   implementation  process  in  the  form  of  local  opposition  and  campaigning  against  the  choices  favoured  by  the  specialists  (Roberts,  1995,  Carbias  et  al2,  2003),  and  active  support  for  the  policies.  In   Indian  urban  development  mechanism  ULBs  only   involves  the  bureaucrats,  politicians  and  sometimes  NGOs  and  academicians.  The  transparency  between  common  people  and  government   is   ambiguous.   The   user   and   affected   population   are   rarely   considered  

                                                                                                               1  Roberts  R.,  1995.  Public  Involvement:  From  Consultation  to  Participation.  In  Vanclay,  F.  and  Bronste,  D.  A.  (Eds),  Environmental  and  social  impact  assessment.  Chichester  ;  New  York  :  J.  Wiley  2  Carabias,  V.;  Winistörfer,  H.;  Joos,  W.  et  al.,  2003.  Assessing  and  Improving  Social  Compatibility.  In  Ludwig  C  et  al.  (eds.)  Municipal  Solid  Waste  Management.  Berlin  ;  New  York  :  Springer  

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together  under   the  umbrella  of  public  participation.  On  the  other  hand  the  ULBs   fail   to  create  awareness  for  public  participation.  In  addition  to  it  NGOs  add  to  existing  problem  instead  shorting  out  the  complication.    Monitoring,  Evaluation  and  Reviewing:  Absence  of  proper  monitoring  and  periodic   review  mechanism  both   for   short-­‐term  and  long-­‐term  impacts  of  urban  development  projects  is  the  key  finding  of  our  research.  The  impact  during  the  project  implementation  stage  and  operation  stage,  which  comes  after  the  project  completion,  is  also  not  considered  significantly.  It  is  observed  that  eventually,  due  to   lack  of  proper  urban  sustainability   indicators,  the  actual  sustainability  scenario   is  still   not   clear   to   decision   makers.   As   a   result   all   of   these   incoherent   measures   have  resulted   in   unexpected   outcomes,   and   have   failed   to   meet   the   holistic   goal   of  sustainability.  There  are  no  exit  policies  for  government  projects  with  clear  guidelines  to  create  ownership.    Urban  Rural  Continuum:  At  present  the  urban  fringe  areas  are  facing  the  problem  of  land  use  changes.  Due  to  lack  of  proper  spatial  and  regional  planning  regulations,  builders  and  speculative  buyer  grab  land  from  the  peasant  community  to  develop  a  township  or  commercial  areas.   In  these  speculative  buying  processes  the  actual  farmers  sell  out  of  the  land  and  move  away  from  the  urban  periphery.  These  speculative  buying  of  the  fringe  land  without  considering  the  land  use  allocations  sabotages  the  provisions  in  the  master  plan.  Current  Land  Acquisition  Act  does  not  take  care  of  the  proper  compensation  for  the  land.  Only  under  the  Transfer  of   Development   Right   (TDR)   mechanism   sometimes   farmers   get   justice   for   their   land  acquisition.      

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VI.  Conclusions  

This  report  has  tried  to  deal  with  some  urban  sustainability   issues   in   India,  especially   in  Pune,  Mysore,  and  Kochi.  Definitely,   it   is  ambitious  as  well  as   challenging   to   reach   to  a  comprehensive  view  of   current   important  problems,  and  even  more,   the  solutions.  The  following  list  has  categorized  our  findings  and  some  proper  suggestions  for  Indian  cities.  The   listed   suggestions   deal   with   three   main   stakeholders   in   cities.   Moreover,   these  contain   some   action   that   can   be   done   without   prerequisite,   and   some   infrastructure  activities.    Institutional  level:  

-­‐ Revising   the   administrative   structures   and   power   dynamism   to   provide   more  decision  making  capacity  to  establish  good  governance;  

-­‐ Empowering  the  institutions  with  educated  and  skilled  manpower;  

-­‐ Having  environment  authority  in  ULBs  

-­‐ Integrating  Techno-­‐legal  regime  in  the  decision  making  

Implementation  level:  -­‐ Preparing   the   proper   integrated   and   holistic   regional   spatial   planning   and  

development  control  regulations  

-­‐ Having   short-­‐term   and   long-­‐term   strategies   for   monitoring,   evaluation   and  reviewing  

-­‐ Having  software  and  hardware  strategies  for  adequate  socio-­‐cultural  and  techno-­‐legal  mechanism.      

-­‐ Considering  the  social  &  financial  feasibility  of  the  plans  in  terms  of  affordability  

Socio-­‐cultural  level:    -­‐ Empowering   the   community-­‐based   organizations,   CBOs.   These   institutions   can  

control   all   urban  affairs   in   the   cities   and   criticize   the  misused  and   the   improper  activities.  

-­‐ Raising   public   awareness.   It   can   be   useful   from   different   point   of   views.   They  realize  their  duty  and  right  for  the  city.  It  helps  citizens  to  increase  quality  of  life.  Public   awareness   regarding   sustainable   development   could   be   accomplished  through   religious   institution   based   mechanism.   Media   should   be   involved   for  awareness  generation  for  sustainable  development.  

-­‐ Integrating  education,  addressing  the  crucial   issues  of  sustainability,  at  school  as  well  as  university  level  for  sound  capacity  building.  

-­‐ Clarifying   the   property   right   and   public   ownership   concept   regarding     public  property  (e.g.  open  urban  spaces  and  natural  resources)  

-­‐ Establishing  social  justice  and  equity  regardless  of  gender,  cast  and  class.