nmims - tushar kanade - team s.a.f.a.l
TRANSCRIPT
Manthan
TEAM S.A.F.A.L
Made by: Tushar Kanade Abhishesk Modi Geet Aneja Deepak Narang Kundal Agarwal Narsee Moonjee InsCDute Of Management Studies (Mumbai)
Future ciCes: Ensuring world class civic ameniCes in Urban India
India is touted as a poten-al superpower, & yet its top ci-es consistently rank low on both socio-‐economic & pure economic factors.
1
Beta+ = Bangalore
Beta = Chennai
ALPHA = Beijing Mumbai
ALPHA+ = Shanghai, Hong Kong
Beta -‐ = Shenzhen
Under top 5 categories both China and India have 3 ciCes & China has 1 SAR. Clearly, India lacks relaCve economic might.
Global CiCes as per economic criteria :
IND CHN Life expectancy : 64.4 % 73.5% Literacy rate : 65% 95% Urban area(1950) : 17% 13% Urban area(2005) : 29% 41% Urban GDP : 6% 7.3% Expenditure per Capita (infrastructure) : $17 $116
Most of urban India feels that civic ameniCes upgradaCon is not a high priority. However, a recent report by consulCng firm McKinsey showed how urban India is going to thrive in the next 20 years, showing also how poorly equipped the ciCes are at present to handle the increase in people.
3 issues with current funds available-‐ 1)Insufficiency 2)Inefficient Alloca-on 3)Implementa-on
• We provide you with an effecCve, novel model of local self-‐governance based on parCcipatory budgetary planning; termed “A.L.A.G.” • CiCzens of the top 7 ciCes of India will be segregated on the basis of wards/cells & further divided into units of 2 sq. km – “A.L.A.G. Units” • Involvement would be on a local level to decide upon prioriCzed spending on local civic ameniCes, based on a systemaCc vote at the end of many discussions and meeCngs, documented by a well-‐charted annual agenda. CiCzens would vote for the projects they feel must begin first. • AllocaCon of funds is based on exisCng ward-‐funding paDerns, only sub-‐divided into cells and ‘A.L.A.G.s’, each of which would be handed funds earmarked for their development & NOT spent by the Municipal CorporaCon. E.g. BMC transfers proporConal funds to Juhu A.L.A.G. • The model is successfully implemented in over a 1000 ciCes worldwide, while unsuccessfully implemented in Bangalore earlier. Leverage of exisCng models of other ciCes like Pune would be instrumental in shaping this model. -‐
IntegraCon with Status Quo
Infusion of Technology & Monitoring : How our model is different
• We will leverage exisCng infrastructure on part of the Municipal CorporaCon as far as overlapping of authority, themes and jurisdicCon is concerned. E.g. ExisCng staff of BMC combined with elected A.L.A.G. representaCves can discuss same issues. • We would recruit members from different cells and A.L.A.G.s depending on contribuCon & iniCaCve, giving them an opCon to develop their immediate locality, whilst offering them acCve volunteer roles in shaping the commiDee agendas. • The BMC, ResidenCal Welfare AssociaCons, Corporators & ciCzens all decide on the outcome of prioriCzaCon of projects in a locality. • We will open alternaCve sources of funds to augment the Municipal Budget, so as to complete pending, & implement new, projects.
A.L.A.G. = AdapCve Local Autonomous Governance
– A unique feature of our governance model wherein a consorCum of private, public & govt-‐approved agents will sequenCally and successively monitor the various governance models and implementaCon processes. This iniCaCve would essenCally alleviate tradiConal delays due to slack, corrupCon, red tapism & variaCons thereof.
2
S.A.F.A.L. – Sustained Archives For AdapCve Looping
K.H.O.J. – Know How Of JurisdicCons -‐ An intuiCve, transparent soqware which is a skinned-‐up version of the exisCng Geographical InformaCon System (GIS) which is presently applied in rural India. Its funcCons include archiving exisCng public projects & will be fully Integrated with S.A.F.A.L., together providing a comprehensive & transparent informaCon system to the masses.
Our sample basis for A.L.A.G. is Greater Mumbai
Phase-‐wise distribu-on of funds for specific civic ameni-es, successively distributed down the hierarchy as per current alloca-ons per ward with a -meline of 15 years
CITY
STATE
WARD
CELL
A.L.A.G
FUNDS (CR)
AREA (SQ KM)
PrioriCzed Spending
Minimum Essen-al Ameni-es To ensure a set level of ameniCes in every cell,
before further development of non-‐essenCal ameniCes e.g. ‘x’ no. of Public SanitaCon Units before sesng up a Public School
Phase 1
Sewage Management Parking Spaces
Roads ElectrificaCon
Public SanitaCon Open Spaces
PHASE 2 Public EducaCon & Health
Affordable Housing
(During Phase I, these ameniCes are sCll developed
by the old policies)
P H A S E O N E : 7 + 3 y e a r s
P H A S E T W O : 3 + 5 y e a r s
S U S T A I N E D A R C H I V E S F O R A D A P T I V E L O O P I N G ( S . A . F . A . L . )
3
15
60
900
2
10
40
600
0 years 15 years 7 10
3
Balance budget : 3718.5 crores
Required budget to treat 100% : 6197.5 crores Allocated budget(2012-‐13) by BMC :2479 crores
Current:1 Sewage generated 13503 MLD Installed capacity 4472 MLD (29 ciCes) 1/3 is treated
Since 15380 and acquisiCon of 39500 more is planned to be done which gives an approximate 55000 official spaces a lot needs to be done keeping in mind the vehicular congesCon and exisCng vehicles
BMC is set to acquire 39500 spaces this year with mulClevel parking
CURRENT3:15380 parking space {20 lakh vehicles
13 lakh 2 wheelers 7 lakh 4 wheelers}
211467 sq. km official space allocated for parking
In 2012-‐13 BMC has alloDed mere 65.38 crores Presently impossible to allocate 9 Cmes budget.
To reach internaConal standard 91 sq. feet per capita has to be increased
Current2 :0.67% OF AREA
4.4 SQ km open spaces only in Mumbai
Only 9 sq. feet for every person {Mumbai}
All India data from MGI report
All India data from MGI report
All India data from MGI report
3 of the various minimum essenCal ameniCes in focus. By opening up alternaCve sources of funds, we ensure scaling up of exisCng projects which are insufficient (either in number or in efficiency).
Management responsibility
Resource management
Product realizaCon
Measurement, analysis
& improvement
INPUT Ø A.L.A.G. Ø Raw
material Ø People Ø Funds
OUTPUT ü Results ü Survey ü Secondary
Monitoring ü InspecCon ü Feedback
Info Flow { Recheck, Assessment, Result }
ConCnual improvement of Quality Management
Cycle KEY: Value Adding Service
InformaCon Flow
PRODUCT
Info Flow { Recheck, Assessment, Result }
Sustainable Archives For AdapCve Looping (S.A.F.A.L.) 15 years
Annual Plan for S.A.F.A.L. conCnued for 15 years
Monitoring structure We will set up a PPP to monitor the acCviCes of the A.L.A.G.s on a periodic basis as menConed earlier ComposiCon of Monitoring Body (S.A.F.A.L.): Per Cell -‐ 2 members of exisCng municipal corporaCon 2 members of regional development authority 1 member of RBI-‐approved Credit RaCng Agency 2 members of govt.-‐approved consultancy firms
5
We will set up a holis-c monitoring body to ensure that implementa-on & feedback loops are transparent. Current progress of various projects will be recorded.
AdministraCve Units of Municipal ExecuCve
Planning Office CoordinaCon & RelaConship Office
Forum for Community Advisors
Community of OrganizaCon
Township Union
Region ArCculaCon
Popular Council
ThemaCc Coordinators
Regional Coordinator of a group of A.L.A.G.
Forum for Advisor of Planning
Func-on: Conver-ng ci-zen’s
Demand into technical economically viable
municipal ac-on
Func-on : Managing the
Budgetary Debate
Func-on : Media-ng agency
linking the municipal government with
community leaders and associa-ons
Func-on : Mediate between ci-zen par-cipa-on and choice of
priority
These last 3 councils in the hierarchy may not form in every region Depends on organizing poten-al of the region
e.g. : Brihanmumbai Municipal CorporaCon
For A.L.A.G., we will set up the organizaConal structure as follows, by integraCng the exisCng hierarchy to follow-‐up on annual tasks:
By building on current infrastructure of the municipal corporaCons and the government, we minimize re-‐structuring procedures and costs as well as reducing changes in the number of new policies
6
PLAN – Strong Branding of ParCcipatory BudgeCng acCviCes in conjuncCon with a markeCng campaign which uClize a variety of mechanisms
Ex: Direct MarkeCng tools like posters, leaflets, radio adverts etc. A personal selling campaign, in local dialects to foster moCvaCon, with help from exisCng members
IntegraCng Geographic InformaCon System in urban areas – K.H.O.J. FuncCon: InformaCon system that integrates, stores, edits, analyses, shares, and displays geographic informaCon for informing decision making. Eg. Progress of potholes; general EsCmated costs – 90 per person Cost in Mumbai: 180 crores Cost benefits: government documentaCon Empowering masses Source: Christopher Jon Cremons Department of Resource Analysis, University of Minnesota
Technology Sustainability
We learn from Bangalore and Improvise on sustaining people once the A.L.A.G.s are set up, along with general propaganda to conCnually promote & re-‐engage
Scalability
Empowering the interested
ENGAGE AND INTRODUCE MODEL
MARKETING A.L.A.G.
• LOCAL ASSOCIATIONS • REGIONAL GOVT BODIES • NGOS • BUSINESS HOUSES • COLLEGES
Regular MeeCngs & follow up checks on new parCcipaCon
Rinse & Repeat 7
• Allow insCtuConal investors to invest in long term projects.
• Public disclosure guidelines for ULBs via SEBI.
• Enforcing borrowing limits for ULBs.
Opening up Municipal Bond
Markets Short-‐medium term
Non-‐financial benefits of increasing transparency. Since dependence on grants reduces the debt infuses efficiency.
Problems ImprovisaCons Advantages over exisCng
IntroducCon of Autonomous
Taxes
Long Term
Allow influx of funds via opening of the municipal bond markets, encouraging land mone-za-on & providing for autonomous taxes
1Demand side: these bonds face compeCCon with infrastructure securiCes issued by government of
India Supply side: Complacent Urban LegislaCve Bodies (ULBs) funded by grants from state making system
inefficient FavoriCsm , crony capitalism.
Revenues spent on operaCng
expenses
No legal framework regarding displacement of locals.
ULBs are limited by state laws.
Lack of land allocaCon by Urban Development AuthoriCes to ULBs.
• AllocaCon of Land to efficient projects
• ULBs can do producCve local Investment
• ProporCon decided by the commiDee 50-‐75% on infrastructure investments
comprehensive evaluaCon of tender applicant’s project
• Monitoring body (S.A.F.A.L.) collaboraCng with
consultancies for ensuring efficiency of projects
• ULBs given more autonomy and
• AllocaCon of land bank by UDAs to ULBs to Give them
more power.
8
Encourage Land MoneCzaCon Medium term
ExisCng system
New system
No power with ULBs to iniCate new taxes or modify
exisCng taxes. Due to slow growth in
municipal revenues ULBs are not able to meet their
demand for infrastructure investments
• ULBs meet UDAs once a year to propose modificaCon of taxes or to iniCate new ones, so that the ULBs are able to feed their fiscal deficits.
• UDAs are given a sCpulated Cme period of 6 months to reply to the proposals and suggest modificaCons to it.
• ULBs have power to modify taxes according to its requirements.
• Fast track approval of tax
structure modificaCons
$200 million approx in 20132
$1 billion approx, extrapolaCng China’s 2011 figures to Mumbai2
$14.4 Billion for Cer I ciCes
$3 Billion for EnCre India2
Non existent as of now
Depends on % of state taxes diverted to ciCes
1-‐5 years
3-‐7 years
7-‐15 years
9
MUMBAI Through A.L.A.G.’s
mechanism, there will be an
update on K.H.O.J. by
S.A.F.A.L. with new informaCon
If you are not saCsfied with the progress since the last project, you may contact the A.L.A.G. rep
Through S.A.F.A.L., you can check the
current progress of the
pothole project.
You can then see archives of all pothole
management projects from the past.
You can firstly check up on
K.H.O.J. whose jurisdicCon the
area falls under.
Upon contacCng a rep, you can ask for more details if your query is not covered by S.A.F.A.L.
A pracCcal example of how our change in governance would lead to a gradual change in improvement of basic ameniCes
I came across a pothole in the
red region. I want to know more about what can
be done…
PoliCcal
Economic Social High MarkeCng costs for mass scale awareness & brand reinforcement campaigns Hiring costs of technical cadre Research costs for segregaCon of A.L.A.G. units in every cell LogisCcal costs for periodic assembly, upkeep and review
CreaCng awareness for the masses/locals Ensuring moCvaConal factors are in-‐sync on an year-‐on-‐year basis Perceived burden by potenCal parCcipaCve locals FrustraCon among locals if implementaCon/funds are delayed Slums & encroachments unclear with involvement with A.L.A.G.
Perceived loss of power by poliCcal parCes (before implementaCon of model) Interference & influence of powerful coaliCons/parCes (aqer implementaCon of model) Red Tapism
Legal
Technological
Environmental OpposiCon to changes in exisCng policies System-‐wide inefficacies General tardiness and delays in policy implementaCon AmbiguiCes arising due to new policies
Difficulty in implemenCng appealing, user-‐friendly technology Heavy cost of K.H.O.J.
ConflicCng votes/decisions which may not favor
environmental-‐friendly infrastructure opCons
MiCgaCon Factors
• Developing appropriate markeCng budgets to minimize cost
• Leveraging exisCng professionals from Resident’s Welfare AssociaCons(RWA)
• Collaborate with local Municipal Bodies for exisCng maps & models
MiCgaCon Factors
MiCgaCon Factors
MiCgaCon Factors
MiCgaCon Factors
MiCgaCon Factors
• Incorporate sufficient consent
• Ensure monitoring body inspects each legal step
• Encourage fast-‐tracking of policy implementaCon
• Sync new policies with exisCng ones and maintain clarity
• Involving locals in mulCple dialects for effecCve markeCng • Remind & reinforce core philosophies
of A.L.A.G. • S.A.F.A.L. ensures Cmely checks to alleviate delays • Phase-‐II will be more decisive
& clear about slums
• Involve consent • S.A.F.A.L. protocol will inhibit influence from poliCcal parCes • K.H.O.J. iniCaCve
will provide a universal database
• Use open source soqware to minimize cost
• Adopt successfully implemented technology models in world-‐class ciCes
Allocate minimum essenCal ameniCes,
as menConed in earlier models
A summary of specific challenges we will face, supported by appropriate mi-ga-ons
1 0
References SLIDE 1 Chart 1 : Mc Kinsey Global InsCtute-‐ India’s Urban Awakening Chart 2 : Global ciCes , GAWC ( GlobalizaCon ,& world ciCes research network) – think-‐tank SLIDE 3 : funds alloDed taken from www.mcgm.gov.in allocaCon of funds from BMC Slide 4 : chart 3 , chart 4 , chart 5 Mc Kinsey Global InsCtute-‐ India’s Urban Awakening current facts Current 1 , current 2 , current3 hDp://www.mcgm.gov.in/irj/portal/anonymous? NavigaConTarget=navurl://dade06f1302b49150e2ce75bbf4f8094 Slide 6: hDp://www.internaConalbudget.org/themes/PB/AdopCngParCcipatoryDemocracy.pdf reference to parCcipatorybudgeCng Slide 7: GIS cosCng reference to : Christopher Jon Cremons‘s research paper on GIS cosCng Department of Resource Analysis, University of Minnesota Slide 8 : 1.h9p://journal.asci.org.in/Vol.42(2012-‐13)/Shahana_Mukul.pdf problems and improvisaMona of Resource Analysis, University of Minnesota 2. MGI REPORTS ESTIMATES taken as base for extrapolaCng