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National Institute of Urban Affairs

U November 2011

P E A R L Urban Initiatives, Vol. 5

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

PEER EXPERIENCE AND REFLECTIVE LEARNING (PEARL)

URBAN INITIATIVES Under

JNNURM Volume 5

Submitted To

Ministry of Urban Development

Government of India

Compiled By

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

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

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

www.niua.org

November 2011


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

PEER EXPERIENCE AND REFLECTIVE LEARNING (PEARL)

URBAN INITIATIVES

UNDER JNNURM

Volume 5

Team Members

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

Advisor

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


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

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

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

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

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

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

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

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

urban infrastructure creation.

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

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

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

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

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

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

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

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

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

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

a number of other measures with the urban development process.

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

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

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

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

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

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

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

Coordinator for the PEARL Programme.

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

productive, efficient, equitable and responsive.

Prof. Chetan Vaidya Director NIUA


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

Acknowledgement

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

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

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

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

testimony accomplished by the programme.

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

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

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

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

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

making the project a success.

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

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

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

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

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

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

and the Commissioner Municipal Reform Cell, Karnataka State Government.

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

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

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

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

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

Director NIUA.

Prof. V. K. Dhar PEARL Project Coordinator


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

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


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

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


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

Our Contributors

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

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

2. Decentralized Waste Water Treatment System (DEWAT) in Kachhpura, Agra, Uttar Pradesh: Dr.

Renu Khosla, Director, Centre for Urban and Regional Excellence and Shri. Manish Kumar, Project

Contact Person, Centre for Urban and Regional Excellence

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

Saberwal, Bombay First.

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

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

Ghosh, Senior Research Officer; "Urban Transport Initiatives in India – Best Practices in

PPP", NIUA, March 2011.

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

Debjani Ghosh, Senior Research Officer; "Urban Transport Initiatives in India – Best

Practices in PPP", NIUA, March 2011. 7. Reforming Agra by Re-imagining through Slum Up-gradation, Uttar Pradesh: Dr. Renu Khosla,

Director, Centre for Urban and Regional Excellence and Shri. Manish Kumar, Project Contact Person,

Centre for Urban and Regional Excellence

8. Jhansi Jan Suvidha Kendra – Jhansi, Madya Pradesh: Mr. Naimur Rahman, Director, OneWorld

South Asia Office OneWorld International Foundation and Mr. Raj Shekhar, District Magistrate/

District Collector, Jhansi.

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

Corporation. 10. m-Governance: An Efficient Way to Meet Citizen’s Expectations – Rajkot, Gujarat: Shri. Mahesh

Gohel, Computer Department, Rajkot Municipal Corporation.

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

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

Rajkot, Gujarat.

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

Municipal Administration, Municipal Reform Cell, Karnataka State Government.


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

Index

P R E F A C E I I I

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

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

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

I N D E X V I I I

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

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

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

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

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

Pradesh

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

* Bombay First - Mumbai, Maharashtra

* Public-Private Partnership for Inclusive and Sustainable Development of Thane City ,

Maharashtra

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

* Jalandhar City Bus Service, Punjab

* Jabalpur City Bus Service, Madhya Pradesh

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

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

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

* Jhansi Jan Suvidha Kendra – Jhansi, Madhya Pradesh

* Offsite Realtime Monitoring System (OSRT) - Greater Hyderabad Municipal

Corporation, Andhra Pradesh

* m-Governance: An Efficient Way to Meet Citizen’s Expectations – Rajkot, Gujarat

* Development of Software for Computerized Tax Administration at Upleta Municipality,

Gujarat

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

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


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

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

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

* Two National (New Delhi and

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

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

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

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

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


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

Knowledge Network Support Unit (KNSU) -

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

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

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

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

* ADB agreed to provide knowledge products to the network.

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

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

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

Urban Initiatives, Vol. 5P E A R L

SSOLID OLID WWASTEASTEMMANAGEMENTANAGEMENTMMANAGEMENTANAGEMENT

National Institute of Urban Affairs (NIUA), New Delhi



Title of Best Practice: Excel Composting of Municipal Solid Waste through PPP Model State/City: Gujarat – Ahmedabad BP Code: SSS-SW-03-0812-0511 Previous Status Ahmedabad is located in the north of the state of Gujarat in western India. It is the seventh largest metropolis in India and the largest in the state having a growth rate of 22.20% (1991-2001). The city is divided into 6 Zones and 57 Wards for administrative convenience. The Municipal Solid Waste (MSW) generated from these Wards and Zones consists of about 2600 metric ton (mt.) /day, which characterizes of 20% of non-biodegradable (non-recyclable) waste, 56.23% of biodegradable waste and 23.77% non-biodegradable (recyclable) waste. Ahmedabad Municipal Corporation (AMC) for 100% MSW Treatment for the city had tied up with private partners to execute this service. The partners are Excel Industries Ltd, UPL DJAI and Creative Co. Ltd. Figure 1: Household waste collection system at AMC

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

Table 1: Total Revenue Gained by AMC Sr. No

Duration Total Sales

in MT.

Amount of

Sales `

2.5% Royalty

on Sales

`

YearlyLease Rent

`

Total Revenue

to AMC

` 1

1998

100,0

00

100,000

2

1999

100,0

00

100,000

3

2000

100,0

00

100,000

4

07/01-03/02

1218.

60

24371

06

6138

6

100,0

00

161,386

5

04/02-03/03

2429.

47

48589

34

1214

75

100,0

00

221,475

6

04/03-03/04

4072.

90

81457

98

2036

55

100,0

00

303,655

7

04/04-03/05

4736.

20

94724

00

2368

20

100,0

00

336,820

8

04/05-03/06

2688.

00

53760

20

1344

12

100,0

00

234,412

9

04/06-03/07

4891.

15

97823

00

2445

78

100,0

00

344,578

P

4

Figure 2: C

* Imped

Excel • Excel

becausLow grcompoorganicwhile Eper mdemanreimbuMSW by the proces

• The remachinthe raiplant fr

• Organiheavilymajorly

• Mix MS• Sale o

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• Considand amanuredistanc

MoreoverAMC didnThereforewas onus closes theto bear adfor furthecan help mainly co

E A R L

CELRICH: “B

diments to el Ind. Ltd.

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

nded tipping fursement for from AMC wCorporation.

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

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

, agreementn’t have any e, successful

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

Bio Organic S

efficient Ope

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

which was noOther hindra

enance/repairthe compostgushed straigpen dump sithad to com

d Chemical mers.

s low quality cnure happen against dailyto logistics a

lk volume of ce realizatiosold within

t between clause for ti marketing not of AMC.

ertain durationt / loss of ` 1ion and disp

oviding wastegradable was

Soil Enricher

erations by

pd of MSW the waste.

es quality of producing

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

segregating ot accepted ances in the

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

Fertilizers,

compost. only 2 to 3

y supply of and storage

the product on, organic

200 km of

Excel and pping fees. of product If company

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

National In

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Table Duratio

Apr 07 tMarch

08

Apr -08 March

09

Tableaccep Period

2008-

09

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

nstitute of Urb

st produced b

2: Total Rev

on Total Sales in MT.

AmounSale

`

to -

2,378 47,56,

to -

2,340 38,94,

3: Annual Qpted by Exce

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

11,035

Approach

fore, to avoin initiatives aresidential pre, was collect

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

generated ated vehicles

Green wasteMC is also dhas supporteoviding Dumwaste to land

Urban In

an Affairs (NIU

by Excel

venue gaine

nt of es

2.5% Royalty

on Sales `

YLR

,600

1,18,930 1,

,000

97,355 1,

Quantity of Ml Industries

Avg. Daily QtyAccepted by

Excel Ind. (MT.)

30

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

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

mpers for tradfill site for s

nitiatives, Vol.

UA), New Del

ed by AMC

Yearly Lease Rent `

Total Revenuto AMC

`

,00,000

2,18,93

,00,000

1,97,35

MSW

y

)

No of Days PlaRemain Close

183 Days

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

d meat markestraight to ths like Bakri-I

collected anded over

gardens ownethe compan

a special casansportation short period

. 5

lhi

ue C

30

55

anted

ok ed en as

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



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

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

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

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

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

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

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

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

Table 4: Details on Hotel Kitchen Waste Collection

Sl.No.

Name of Agency

No of Zones

Allotted

HK Units

Covered

Charge per Kg.

Approx Monthly

Collection in MT.

No of Vehicles

1

Sahara Public

Health Org.

2 Zone

456

0.27

Paisa

1531

8

2

Abhishek Sanitation

Mart Sahakari Mandali

2 Zone

222

0.49

Paisa

491

4

2 Zone

58

Rs. 1/-

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

Table 5: Improved Operations of Excel Industries

Period

Annual Qty in MT. of

MSW accepted by Excel Ind.

Avg. Daily Qty Accepted by

Excel Ind. (MT.)

No of Days PlantRemain Closed

2008-09 11,035 30 183 Days

2009-10 24,270 67 31 Days

Table 6: Resulting Improvements

Duration

Total

Sales in

MT.

Amount of Sales

`.

2.5%Royalt

y on

Sales`

Yearly Lease Rent `

Total Revenu

e to AMC

`

Year over Year

Performance

Improvement (%)

Apr -08 toMarch -

09

2,340

38,94,000 97,355 1,00,0

00 1,97,35

5 -10%



Apr -09 to March -

10

6,324

1,11,14,900

2,77,881

1,00,000

3,77,881 91%

Improvement

2009-10 against 2008-09

+ 3,98

4

+ 72,20,90

0

+ 1,80,5

26 - +1,80,5

26

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

Company • Period of Agreement and Annual Lease

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

period • Period for commencement of operations

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

production • Transportation of inert waste / post process

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

other assistance

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

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

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

Figure 3: Process of collection of wet green waste

Sustainability • Better Technologies for screening and

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

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

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



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

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

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

Contact for Details:

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


SSEWERAGE/ EWERAGE/ //DDRAINAGERAINAGE



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

Title of Best Practice: Decentralized Waste Water Treatment (DEWAT) System in Kachhpura State/City: Uttar Pradesh - Agra BP Code: SSS-SD-03-2854-0511 Previous Status Kachhpura, a historic settlement of Agra is located across the Tajmahal along the river Yamuna. It borders the Mehtab bagh and is home to the lesser known Humayun Mosque, predating the Taj Mahal. Kuchhpura is also by the side of a large city drain that cuts across the northern part of the settlement carrying wastewater from Kuchhpura and from 5 settlements upstream of the drain and creating highly unsanitary environments with high health risk for its residents. Therefore, a Decentralized Wastewater Treatment (DEWAT) system was designed and constructed on the Kachhpura drain by the Centre for Urban and Regional Excellence (CURE) in partnership with the Agra Nagar Nigam (ANN), USAID FIRE (D), Cities Alliance and financial assistance from Water Trust, United Kingdom and London Metropolitan University. Figure 4: Kachhpura prior to implementation of project

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

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

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


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

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

* Legal Sanctions and Design

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

The DEWAT is a decentralized system that uses a natural-three-step bioremediation process. The first three chambers which include the Screen Chamber (1.0 molecular weight (mw) × 1.1 milliliter (ml) × 1 metric ton (mt.) Deep), Pre-process filter Chamber (2.0 mw × 2.5 ml × 2.5 mt Deep), Baffled Septic Tank (2.0 mw × 7.5 ml × 3.0 mt Deep) are used for the sedimentation of the sludge, preparing the waste water for filtration. The next chamber is Baffled Filter Reactor Chamber (2.0 mw × 22.0 ml × 2.5 mt Deep) is filled with stone and accomplishes the filtration of the water. The last chamber is the Root Zone Treatment Chamber (2.0 mw × 22.0 ml × 2. 0 mt Deep) which is planted with Canna, the root of these plants treat the waste water. Figure 5: DEWAT System Design

DEWATS technology was selected for its low primary investment, requirement of special technologies/power machines. DEWATS being energy independent; has low power requirement. It’s simple low-level technology/design ensures efficient construction locally with local resources. It does not require expensive and sophisticated maintenance so and local communities can easily manage the operation and maintenance, ensuring system sustainability. The farmers can continue to use the waters (with reduced BOD levels) of the drains as they do at present. Figure 6: DEWAT technology

* Contracting

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



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

* Implementation

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

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

Figure 7: DEWAT Implementation Process



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

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

congestion points to ensure complete treatment with ANN funding. The Bheem Nagri state programme for the development of settlements with large numbers of backward caste people recently adopted the Kachhpura Slum under the entire Ward area development. It built the remaining roads and drains that were beyond the resource capacity of CURE. Figure 9: After project implementation



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


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

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


PPUBLIC UBLIC PPRIVATERIVATEPPARTNERSHIPARTNERSHIPPPARTNERSHIPARTNERSHIP




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

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



city. Mumbai’s experience of PPP, is considered to be one of the best models tried

anywhere in the world.

Figure 10: Six Expert Sub‐Groups

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

Group (CAG)

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

• To focus on the resources of civil society and on the objectives defined by Vision Mumbai’s Task Force.

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

• To promote effective, responsive and proactive Governance in Mumbai.

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

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

• Bombay First to act as the Secretariat of CAG

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

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

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

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



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

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

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

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

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

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

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

Figure 11: Knowledge Partners in Transforming Mumbai



Figure 12: Institutional Framework for Mumbai City

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

global standard of 2.5 %

* Governance • Mumbai is currently run by multiple

agencies–17 agencies • Orchestra with no conductor or director.

* Implementation • Lack of accountability

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

22,000 persons per sq. km.

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

infrastructure

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

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



Figure 13: Mumbai City is run by Multiple Agencies

Outcome of the Reform * Housing • Implementing policies to achieve ‘housing

for all’ • Ensuring supply of land for affordable

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

• Redeveloping dilapidated buildings • Making modifications in Rent Control Act to

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

affordable housing for the poor • Introducing modifications in Developmental

Control regulations to support the housing policy

* Physical Infra-structure • Implementing Airport modernization and

upgradation of approach road

• Accelerating the setting up of a metro Railway system

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

beautification • Advocating formation of a Unified

Metropolitan Transport Authority

* Economic Development • Making Mumbai even more attractive to

Information Technology and Information Technology Enabled Services companies

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

• Encouraging and strengthening the entertainment industry and leveraging the Bollywood brand

• Developing the Thane-Belapur area as an industrial Township



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

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

• Forming a Cabinet sub-committee for Mumbai

• Converting the task force into an Empowered Committee

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

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

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

protection and improvement • Setting up milestones for achieving food

supply standards

• Drastically improving health services in public Hospitals

• Improving quality of schools and infrastructure

• Dramatically reducing drop-out rates in municipal Schools

* Governance • Improving Water supply • Making the Mayor’s office more

representative • Creating a road, pavement and storm water

maintenance agency • Expanding the role of the Heritage

Committee to cover issues relating to the heritage legislation

• Switching to long-term maintenance contracts for Roads

• Preventing new encroachments by empowering ward officers with police powers

• Adopting the new/proposed property tax system

Figure 14: Implementing policies to achieve ‘housing for all’



Achievements/ Results * An international conference on 'Urban

Renewal - Learning’s for Mumbai’ in 2005 * Studies for better understanding of the

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

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

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

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

* Bringing global experience to tackle Mumbai issues:

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

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

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

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


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

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



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

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



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

commitments, which has proved very successful in case of Thane’s PPP-initiative.

The general role of various stakeholders involved at different levels in these PPP initiatives is summarized below. Table 7: Role of Stake holders in accordance with the sequence of implementation

Sr.No. Stake holders

Role of Stake holders in accordance with the sequence of

implementation

1. Municipal Corporation

• Assessment of existing amenities infrastructure

• Priorotising the requirement

• Selection of sites

• Conceptualizing and broad planning

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


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

agreement

4. Developer/Builder

• Appointment of various labour contractors, procurement of material for

executing the project and building the amenity.

5. Municipal Corporation and

Architect

• Co-ordination, monitoring and review the project progress

quantitatively and qualitatively, issuing the necessary permissions.

6. Developer and Architect

• Project completion Report along with final as built drawings, handing

over the project to the corporation.


• Approving the occupation certificate, Allocating the amenity to

concerned department or private operator fixing the user charge

structure, management, operation and maintenance.

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

the name of corporation

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

* plots were encroached * plots were developed without demand based

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



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

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

Table 8: Status of Project

Sr.No. Name of

Sector

No. of

Projects

Total Cost

(` Cr.)

Project Component Status as on 30th June 2009

1. Education 9 100.64

• School Building

• Boy’s Hostel

• Nursing College and

Hostel

• Three Projects completed

• Six Projects are at different

stages of construction.

2. Health 4 6.32

• Primary Health Centre

• Dispensary

• Maternity Home

• One project completed

• Three projects are at different

stages of construction

3. Housing 6 78.84

• Total 7 Building at

different locations

• Total 638 tenements

• Three Buildings completed

• Four Buildings are at different


4. Welfare 12 48.37

• Community Centre

• Library

• Mahila Udyog Kenda

• Multipurpose Hall

• Four projects completed

• Eight projects are at different


5. Administrative 6 31.86

• Ward Office

• Fire State

• Administrative

Building

• Two projects completed

• Four projects are at different


6. Commercial 8 19.84 • Shopping Centre

• Market


• Seven projects are at different


7. Traffic and

Transport 3 6.19

• Parking Plaza

• Parking Zones

• Three projects at different




8. Art and

Entertainment 3 42.50

• Art Gallery

• Drama Theater and

Convention Centre

• Art Center

• One project completed and

commissioned

• Two projects are at different


9. Sports and

Recreation 6 18.80

• Sports Complex

• Playground

• Garden and Parks


• Five projects are at different


Total 57 353.36

The corporation had also identified certain prominent projects out of the 57 projects which would benefit the citizens on a larger scale and may also prove to be major Landmarks within the city. Such prominent projects that were selected are enlisted below. Table 9: Total Project Cost

Sr.No. Name of Project Project Cost

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

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

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

09

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

two buildings are at different stages of construction.

4. Community Centre and Library at

Vartaknagar 15.70

Community Center building completed and Library building

expected to be completed in August 09

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

June 2009

6. Shopping Center at Rutu Park and

Market at Khevara Circle 9.60

Shopping Centre project completed and Market work at

Khevara Circle is about to commence.

7. Parking Plaza at Pokharan Road

No.2 4.50 Project work about to commence

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

9. Drama Theater and Conventional

Center Complex 30.00

Project work is at plinth stage and expected to be completed

by March 2010.

10. Garden at Vadavali off Ghodbunder

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

Outcome of the Reform * The PPP initiative for inclusive and

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

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

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



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

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

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

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

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

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

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

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

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

implementation finalized vide resolution no.123 dated 25.7.2007.

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

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

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

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

• Provisions for enhanced parking requirements

• Mandatory Provisions for re-use of re-cycled water

• Solar water heating system and rain water harvesting

• Provisions for promoting tourism development within the city

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

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



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

Figure 15: Art Gallery at Thane, Mumbai

Figure 16: Auditorium Complex at Manpada

Figure 17: Biomithenisation plant at Chatrapati Shivaji Hospital, Kalwa

Figure 18: Eco‐Garden at Samtanagar

Figure 19: Garden at Vadavali

Figure 20: Housing for homeless at Majiwada



Figure 21: Shopping Center at Rutu Park

Figure 22: SRD Scheme of Sarovar Darshan at Panchpakhadi

Figure 24: Traffic Island at Jambhali Naka

Figure 25: Station Area Traffic Improvement Scheme, Thane


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


PPUBLIC UBLIC TTRASPORTRASPORTSSYSTEMYSTEMSSYSTEMYSTEM




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

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

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

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

* Special Purpose Vehicle as a Public

Company

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



Jalandhar as its Executive Director who has been entitled to exercise all powers for effective management of the new transport system under Public Private Partnership (PPP) model. The company chose ultra-modern low-floor TATA Starbus to run on the roads of Jalandhar. The beauty of the bus was a spectacle and the practicality provided is unmatchable. In the first phase, JCTSL has 16 buses, which will expand very soon. A fully automated vehicle tracking system will ensure that the city buses reach the stop at fixed time. Any deviation from timing would be corrected and controlled using Global Positioning System (GPS) and real time tracking solutions. The very purpose for this city bus service is to offer better civic facilities and JCTSL is determined to ascertain that the service level is duly monitored. A GPS based System will be used as a tool to ascertain the service levels. For this, JCTSL plans to establish a control room for Online Tracking System and

every bus will be fitted with GPS based tracking device with online data transfer facility. Development of vehicle tracking system solutions will help us monitor our own performance against people’s expectations. This would help our team to give better services to people and enable the buses in reaching the stops at scheduled times with the help of Passengers Information System (PIS). JCTSL has already installed ultra modern international level stainless steel framed Bus Queue Shelters on Built Operate Transfer (BOT) Basis. M/s Ambica Cards is an Amritsar based organization with a vision of creating excellence in the field of smart cards, smart card applications, custom software development and thermal printing etc. M/s Ambica cards boast a team of professionals who have handled the marketing and manufacturing of monthly bus passes.

Figure 27: Project Structure for City Bus Services project on PPP format in Punjab



Goals of the Project The main goals of the company are to: • Create specialized and effective regulatory

agency to monitor cost effective and good public transport services within the city of Indore with private partnership;

• Establish and maintain line of passenger coaches to transport passengers;

• Develop support system for improving transport infrastructure; and

• Provide premium services for those who would shift from personal vehicles to public vehicles if they get quality services.

Implementation Strategies Strategy The strategy used to achieve the desired goals is: • A Special Purpose Vehicle (SPV)

incorporated to provide quality service; • Public Private Partnership (PPP)

approach; Methodology • Ultra modern low floor buses introduced; • Tickets are being issued through Hi-Tech

Electronic Machine; • For the facility of daily passengers, bus

passes at economical rate; and • GPS monitors buses and the information

is displayed through the PIS installed on each Bus Queue Shelters for status of buses.

Figure 28: GPS System fitted in the City Bus, Jalandhar

Challenges / Constraints Encountered Challenges • Competitions with existing transport

modes in cities; • As the size of city bus is big, the operation

of such buses on internal roads of the city is not smooth, due to narrow roads having inadequate turning radius;

• At present, existing routes are not viable for profit to the Bus Operators and sometimes they avoid to operate buses especially during lean hours; and

• Opposition faced by local public at the time of the construction of Bus Shelters in city.

Solutions Provided • Strict action against overloading and illegal

autos by District Administration; • Modification in existing routes for more

revenue; • Introduce Mini buses in next phase for

narrow roads in city; and • SPV may have strict monitoring on the

buses which are operating on uneconomic routes.

Figure 29: Passengers Information System (PIS), Jalandhar

Outcome of the Initiatives • Huge demand from different location to

start City Bus; • Approximately 8000 passengers to travel

in a day; and • Passengers satisfaction with quality of

service.




Ms. Debjani Ghosh Senior Research Officer National Institute of Urban Affairs (NIUA) Core 4B India Habitat Center Lodhi Road New Delhi - 110003 Phone: 011-24617543, 24643284 Fax: 011-24617513 E-mail: [email protected]

Achievements and Results • Comfortable buses having 2 x 2 seating

facility with a total capacity of 84 passengers [44 seating and 40 standing (Approx.)].

• Low fare rates for quality service to the passengers.

Budgetary Implications and Sustainability * Total Cost of the Project: • ` 10 million (approx.)

* Financial Partners Involved Two Financial Partners of Jalandhar City Transport Services Limited: • Municipal Corporation, Jalandhar. • Punjab Infrastructure Development Board,

Punjab.

* Source of Finance for Sustainability of the Project

Capital investment of JCTSL: • 60% capital invested by Municipal

Corporation, Jalandhar. • 40% capital invested by Punjab

Infrastructure Development Board, Punjab.

* Bus Depot: • Constructed and maintained by Jalandhar

City Transport Services limited.

* Buses: • Investment in Buses by four private

operators. • Bus Queue Shelters: • Bus Queue Shelters constructed on BOT

basis. Figure 30: Running with Full Occupancy

Impact of the Initiatives The study team interacted with the commuters who were traveling by these buses. It was found that the commuters, who were using Intermediate Public Transport (IPT) modes earlier, have switched over to these buses. The commuters were found satisfied with the services of these buses. They mentioned that these buses are time efficient but the frequencies of these buses are very low. They usually get the bus after half an hour. They have requested the authority to increase the frequencies of these buses so that their waiting time for city bus could be minimized. They also requested to ply these buses on more popular and demanding routes. The team of researchers also interacted with the officials of the Jalandhar City Transport Services Limited. They mentioned that the operating cost is being covered by fare revenue (from fair box). Further, they mentioned that they require some grant or funds for the maintenance of the buses along with up-gradation of the Bus Depot. This City Bus Service Project is constituted under PPP concept, in this regard if Government provides some grant for maintenance of the buses and up-gradation of Bus Depot; in that case private service provider will be encouraged.



Title of Best Practice: Jabalpur City Transport Service State/City: Madhya Pradesh - Jabalpur BP Code: SSS-PT-03-1528-0511 Previous Status Jabalpur is located in the Mahakoshal region in the geographic center of India. Jabalpur is one of the largest cities in Madhya Pradesh. It was the 27th largest urban conglomeration in India in 2001 with population of 12.76 lakhs. Jabalpur is the first district in India who has been obtained the comprehensive ISO-9001 certificate. This has come into force from 1st April 2007. The numerous gorges in the neighboring rocks surround the city with a series of lakes, which are shaded by trees and add much greenery to the suburbs. Jabalpur city is the heart of Madhya Pradesh and located on the banks of Narmada River and has an urban population of 10 lakh and a rural population of 15 lakh making it a third largest city in Madhya Pradesh. As per the Regional Transport Office (RTO) records the total registered vehicles is about 4.5 lakh in which the major share is of two wheelers amounting to 3.4 lakh followed by jeep / cars at 33 thousand. As far as the public transport system is concerned the registered Auto / 3 wheelers are 1000 whereas busses are 1400 approx. As per the rough estimates a total of 4.5 lakh people travel in the city by various modes of transport in which major chunk (about 2 lakh) travels by 2 wheelers followed by 2.2 lakh who prefer to travel by tempo / auto / rickshaw. This does not take into account the tourists who visit Jabalpur to see marble rocks and other pilgrimage centers on the banks of holy river Narmada. This creates a lot of congestion in terms of traffic jams resulting in delays, street fights and accidents. To add to the woes the tempo / auto / rickshaw charge exorbitant fares which again leads to discontentment among the public. The first and foremost need addressed was a prompt and timely public transport will encourage the commuters to leave their 2 wheelers at home and adopt the safe and cheap mode of mass transport. The public at large will stop using by tempo / auto / rickshaw if a dedicated mass transport system which

covers all the routes within the city and surrounding areas and run at a predetermined route and adheres to the laid down timings and reasonable fares. In the feasibility study, a survey was carried out to find out the needs of the public, routes which needs to made based on the public demand, cost and size of the buses, their operating costs, repair and maintenance of the fleet, Number of staff and their wages, route charts and the bus timings, type and costing of bus passes, etc. The New Approach Comfortable and efficient public transport is now the need of every big city that is in queue to become a metropolitan city. Jabalpur is a fast growing city in areas like Industrialization, Tourism and Education etc. but the most important feature missing here was efficient public transport service. With the aim to provide the people of the city reliable, safe and efficient mode of transportation at an affordable price the city administration decided to launch ‘Jabalpur City Transport Services Limited’ (JCTSL) a company incorporated under the Companies Act 1956. Jabalpur city transport services limited has been designed to operate and manage the public transport system in a Public-Private Partnership (PPP) model to benefit the company, operators, government and general public at large. This company is supported by the Jabalpur Municipal Corporation (JMC) and the Jabalpur Development Authority. The company is looking ahead for a bright future aiming at developing and modernizing infrastructure needed for the betterment of the mass transport services. In this project, it is envisaged that the JCTSL will have 150 Metro buses (44 seats) and 20 mini Metro Busses (16 seats) covering 16 routes. In the first phase 36 Metro buses covering 6 routes and 16 Mini metro will be put covering 4 routes.



Goals of the Project To provide a dedicated, dependable, sustainable mass transport system for the masses at an affordable price, ease the traffic congestion resulting in less pollution, and thus live up to our motto of “My City Green city". Figure 31: Jabalpur Metro Bus, JCTSL 2010

Implementation Strategies To start with the municipal corporation floated a tender for the construction of 110 Bus stops on a Build Operate Transport (BOT) Basis. For the Metro bus operation 3 bus operators were short listed and were asked to procure 12 busses each. Agreements were signed with the parties for the bus operation. Similarly for the pass making a service provider was selected to make passes on commission basis and the company has four types of passes (metro, mini metro, combined and route passes for 7 Km and12 km) under three categories viz General, student and handicapped. These passes are made and renewed monthly or quarterly. To ensure that the busses maintain their route and time a contract was signed for the "On line Vehicle Tracking System" (OLVTS) which provides the real time information of the bus though GPS called a ‘Bus Unit’ and the same information is displayed on the ‘Passenger Information System’ (PIS) installed in the bus stops. The entire activity is web enabled and can be monitored from anywhere but a dedicated control room with necessary infrastructure has been incorporated. To add and support the bus operation an additional revenue source in terms of advertisement was thought about and thus tenders were floated for the "advertisements on buses" and 3 agencies were short listed.

Tenders were floated for all the above activities and work orders awarded. 60 Bus stops have been constructed on BOT Basis. 28 metro Busses and 9 Mini metro buses have been procured by our operators and running successfully on 6 and 4 routes respectively. Two GPS equipment has been installed and the testing Phase is on. Challenges / Constraints Encountered Challenges * To ply Metro buses on all the routes; * To decrease the vehicle load on the city

roads; * To bridge the gaps in the route network by

plying Metro Taxies; * To make public transport accessible to the

rural population; * To bring all tourist spots of Jabalpur in the

Metro route network; * To increase the frequency of buses on

each of the bus stops so that the waiting time can be reduced; and

* Problem of driving buses as the engine fitted at the rear side of the bus and there is no automatic transmission system in them.

Outcome of the Initiatives In this regard, it may be stated that the Jabalpur City Transport Services Ltd is operating city buses successfully. These buses are attracting commuters and their passenger carrying capacity is being fully utilized. It may be seen that most of the daily commuters are using these services that were using other modes of transport before operating these services. Figure 32: Metro Bus Service Shelter, JCTSL 2010



Contact for Details: Ms. Debjani Ghosh Senior Research Officer National Institute of Urban Affairs (NIUA) Core 4B India Habitat Center Lodhi Road New Delhi - 110003 Phone: 011-24617543, 24643284 Fax: 011-24617513 E-mail: [email protected]

Achievements and Results The traditional mode of public transport in Jabalpur is autos, cycle rickshaws and two wheelers. This system of transport is costly as there was no regulatory body to monitor the fares charged by the owners. Secondly the owners of this mode of transport dictated as to where and when they will operate which puts the public in lot of inconveniences. To overcome these difficulties JCTSL was incorporated in Dec 2006 and since there was a void in the public transport system, the running of Metro busses was welcome change for the citizens of Jabalpur. The expenditure in operation of the Metro buses was found to be ` 24 per km whereas the income was found to be ` 26 per km thus proving that the Metro bus operation in Jabalpur is profitable under the PPP mode.

Budgetary Implications and Sustainability * Total Cost of the Project

• 10 Crore approximately. * Source of Finance for Sustainability of the

Project

The company has received ` 25 lakh as a corpus fund from both the major share holders while the vehicle being operated by private partners is being financed by various banks in the city. Impact of the Initiatives The study team of National Institute of Urban Affairs (NIUA) interacted with the commuters (who were using these buses) and the concerned officials of JCTSL. It was found that the commuters were satisfied with the services. They mentioned that these buses are very comfortable having good seating arrangements at different levels, which made better view for them. However, they stated about the frequency of these buses as they have to wait for a bus for sometimes more than half an hour. They mentioned that these buses are not cleaned properly. The officials of JCTSL mentioned that the drivers of these buses are facing problem in operating these buses because the engine of these buses are fitted at the rear side of the bus and there is no automatic transmission

system. They suggested that theses buses should have automatic transmission system for operating these buses smoothly. They also mentioned that they have to run these buses on some economic routes which might be one of the reasons of revenue losses. However, they are displaying advertisements on the bus stop / shelters, which is a source of non traffic revenue. Figure 33: Jabalpur Metro Buses ‐ Seating Arrangement at different Levels inside the Bus, JCTSL 2010

Figure 34: Jabalpur Metro Bus –the Engine Fitted Rear Side of Bus, JCTSL 2010


UURBAN RBAN UUPPOVERTYOVERTY




Title of Best Practice: Reforming Agra by Re-imagining through Slum Up-gradation State/City: Uttar Pradesh - Agra BP Code: UPY-##-07-2854-0511 Previous Status Agra is a global tourist destination, offering huge potential for developing a strong and broad-based tourism-centric economy. Road-blocks to realizing this potential are the city’s poor sanitary conditions and unplanned developments that have inhibited the realization of its development prospects. The situation is exacerbated by high concentrations of slum and low-income settlements and lack of concerted action to improve their environmental conditions on a citywide scale, making Agra both tourist and people-unfriendly. Poor living conditions characterize the 252 notified and 178 non-notified slums in Agra that contain over half the city’s population. Slum population in 2001 estimated at 0.5 million has risen to 0.8 million by 2011 in these 430 slum-like settlements. While all of Agra is poorly served, slums in particular are unconnected to the most basic of sanitation and municipal services with abysmal infrastructure. Policy on services to slums has vacillated between indifference and repression resulting in open/overflowing drains suffocated with unconfined excreta and solid waste, stagnant waste water, rampant open defecation and indiscriminate waste disposal. Not surprising that Agra scored just 37% in the last sanitation survey and was a first generation city for renewal under the Jawaharlal Nehru National Urban Renewal Mission (JNNURM). Slum dwellers live in the shadow of city’s lesser-known monuments. They do not derive any income from their tourism and are obviously un-inclined to conserve their heritage resulting in poor sanitation conditions of these sites. Slum women and youth are mostly informally employed, and work in exploitative conditions that contribute to both family and city poverty. The New Approach Citywide Slum Upgrading Project (CSUP) is an Agra Nagar Nigam (ANN) project implemented in association with Center for Urban and

Regional Excellence (CURE), with financial assistance from Cities Alliance. This project is backed up by a slum upgrading initiative in the city, the Crosscutting Agra Programme (CAP) funded by United States Agency for International Development (USAID). Goals of the project CSUP aims at preparing a Reform-linked Citywide Slum Upgrading Plan for Agra with local capacities to design and implement slum upgrading on a citywide scale. Specifically, it intends to create an enabling environment for urban poverty reduction with sector reforms that shall contribute to making Agra slum free. Implementation Strategies The strategy for creating a Slum Free Agra Plan project is inclusive, participatory and integrated. It is aimed at engaging all slum communities in the city in a bottom-up and sustainable, planning and implementation process that shall improve their access to urban basic services and mainstream them with city systems with last-mile connections; physically, economically and socially. Consultations, particularly with women and young people, are designed to identify slum problems and customize solutions by attending to the tiniest details, listening to people and taking local action. Slum and Ward level committees are being facilitated and will be federated, with institutionalized mechanisms for voice and compact and with a view to restructure the conventional urban planning and governance paradigm. Local capacities are being built to implement the plan to make Agra slum free. Partnerships are being forged between people’s organizations, local implementing agencies and the private sector for coordinated action. An enabling environment for slum development is being created through appropriate policy and administrative reforms, structural modifications and unlocking available resources under various government programmes.



Activities implemented Activities under the project have been focused on preparation of Slum, Ward and City plans through community engagement. Geo-spatial and socio-economic information has been generated for a better understanding of issues and plan preparation. CURE has mapped all city slums with spatial boundaries and has digitized these on a city base map using Geographical Information

System (GIS). Total Station Surveys of each settlement integrated with the GIS provide information on slum contours, topography, services and networks, land uses and housing typologies etc. Trunk infrastructure maps are overlaid on slum maps to determine last-mile solutions. Housing typology, land tenure and tenability status studies have helped understand land-based challenges in in-situ development with housing.

Figure 35: Total Station Surveyed in Slum Settlements

Slum action plans are developed through street and community meetings that involve all groups. These are consolidated into ward plans with intra community groups discussing crosscutting issues. Slums have been upgraded with toilets – at home, community and in schools. Communities have participated in the design, construction, operations management and oversight of toilets. A Toilet Savings Group enabled women to save-up for home toilets with matching/upfront contribution from project funds for a functional unit (pan, plumbing, septic tank). Toilets were customized to home

spaces - inside rooms, courtyards, terraces, etc. with technical innovations to minimize damage to standing structures. Toilets were designed so these could be built incrementally. Low-budget options were created using local material. An improved septic tank was connected to open/improved street drains to carry overflows to outfall points as there were no underground sewers. A local manufacturer agreed to modify/ strengthen septic tanks and provide technical support for toilet construction in a market-based enterprise model. A Community Credit Fund; a revolving fund was set up using a small corpus from project and private sector funding, to enable households to



get matching contributions /pay for their share in toilet costs, with provision to return in small sums/as able to pay. A critical mass of houses with toilets has signaled the start of Swatch Gallis in the area. 1000 toilets have been sanctioned by District Urban Development Agency (DUDA) for households with missing toilets to move Kachhpura towards being the first open-free defecation settlement in Agra. The local school was also provided two, fully funded toilets, one each for girls and boys and hygiene sessions were incorporated on appropriate toilet use and hand washing practice.

To treat the gray water from toilets that fell into the large city drain passing by the settlement, a Decentralized Waste Water Treatment System (DEWAT) was built. It treats through anaerobic processes the septic tank and waste water outflows, both from Kachhpura and upstream flows, bringing Biochemical Oxygen Demand levels to acceptable standards. Upgrading of Kuchpura has brought the Ward to the attention of the State, which has included it within its state development initiatives for building the roads, drains; water supply etc..

Figure 36: Slum Upgrading – Toilets at Home

Micro enterprise groups were organized and assisted through private sector links to prepare products linked to tourism (hotel bags, shoe covers, plate covers and souvenirs) with business plans and resources to make the enterprises sustainable. A Mughal Heritage Walk was conceived /developed as a walking loop around the settlement and its lesser-known monuments to create a unique community tourism experience. It is being offered on tours and is generating decent incomes for tour facilitators, women and youth in the area.

Challenges / Constraints Encountered Administrative procedures and limited local capacity have been two key constraints in the implementation of the project. Rules, across various agencies, have been difficult to navigate such as those related to development restriction in buffer zones of monuments. Several discussions have been held at all levels with concerned agencies to pursue simplification and easing of rigidities. Weak capacity (financial, technical) within the local bodies has demanded considerable hand-holding, much beyond the project scope, but



has been useful in strengthening the partnerships. Powers have not yet been fully decentralized from the State to the City and affecting the speed and nature of decision making. There is also a lack of coordination across key local agencies responsible for slum upgrading. However, over the length of the project period, and under the JNNURM umbrella, there is now greater willingness among local partners for synergy. Outcome of the Project The partnership with ANN and DUDA, have helped the project to gain its main velocity. The presence and support of the two agencies have helped create new linkages under the project. The continuity of the project in 2 phases with financing arrangements has helped to consolidate the early interventions and to create the enabling environment for sustainability. Donor /partner agency inputs have added to the knowledge curve. The Project has had impacts at both the slum and city level. At the slum level besides improving access to basic services, the settlements are now mainstreamed with city systems and the local economy. Improved access to basic services has resulted in a cleaner environment due to a greater willingness among residents to maintain community infrastructure/resources. Livelihood interventions have ensured sustainable and enhanced incomes for women and youth. For the four communities and approximately 1800 households covered under the first phase of slum upgrading, the process has been “empowering”, with communities organized and capacitated to articulate their needs and negotiate with local government for their rights and with sustainable reduction in poverty. At the city level, the project has helped generate a spatial database with analysis that is contributing to the development of a Slum Free Agra Plan. CAP has successfully forged multi-stakeholder partnerships between government agencies, private sector and civil society. Critical capacity has been built within ANN and DUDA to facilitate pro-poor urban development. Agra civil society is more cooperative and engaged in positive dialogue. Over time civil society engagement has been deepened with several new partners.

Achievements and Results Key factors in the success of the project have been the partnership with ANN and more recently, DUDA, that helped create new linkages under the project. * 118 private toilets have been built in the

slums. An additional 2745 have been constructed/ approved by DUDA.

* The city is on its way to having the first ‘open-defecation free’ settlement.

* It has the first functional DEWAT in the city/state.

* Family health is better and health care expenses have dropped by ` 600 per month due to home toilets.

* Income levels of slum families in the project have improved from nil to about ` 150 per day and are fully sustainable.

Sustainability The project is fully sustainable because of the following reasons. * The Communities are organized and

empowered and are becoming more aware of their rights

* The close partnership with ANN and more recently, DUDA has not only supported the project implementation but has created significant capacity within the agencies to replicate the products under the project. This was evident in the scaling up of the private toilet programme and plans for development of more DEWATs.

* Demonstration on the ground of upgrading initiatives that have followed a comprehensive approach that resonate with the needs of people has been crucial for project sustainability.

* The continuity of the project (2 phases) with financing arrangements has helped to consolidate the early interventions and to create the enabling environment for sustainability.

* Partnerships with the private sector and embedding the livelihood initiatives within the local economy of the city have ensured their sustainability.

Impact of the Project * A citywide slum upgrading plan is being

prepared drawing lessons from the upgrading project. Slum and Ward Development Plans for networking slums



to toilets and sewer systems are being prepared;

* Interactions have been broad and include a range of partners; local agencies including those that may not be directly connected to slum development, elected representatives, area officials, local agencies, market associations, industry,

* All project slums get municipal tap water in 24x7, legal connections and toilets with sewerage or intermediate treatment systems;

* Community hand pumps/stand posts repaired/ increased for the poorest in the project areas; City allocates 2.5 million US Dollars for upgrading/ rehabilitating community toilets

* State Tourism Department Owns Tourism Walks and proposes to invest funds to enrich the community based tourism experience

* Private sector (Tourism Guild) supports the community-based-sustainable business model due to its market based appeal

* Mughal Heritage Walk provides livelihoods from tour animation, souvenirs, tea services, guest facilities

* Proceeds of tours go into a Community Development Fund that has been used by the community to improve services in the area

* Has contributed to upgrading, monument restoration, revival of art forms

Replicability The project is fully replicable in all cities and of all scales. It provides ground level demonstration/evidence of community processes, slum upgrading activities, city-community compact, participatory planning and implementation, administrative reform, etc. which can be seen and transported to other areas. It also provides experience of implementing activities at a city scale. Preconditions for replicability in other cities shall be: willingness of Urban Local Bodies (ULBs) to have a knowledge curve and provide support to slum development through policy /administrative decisions, choosing appropriate agencies with experience of implementing slum upgrading activities and willingness to work closely with and support them in citywide slum development. Project shall need resources for implementation of slum upgrading activities. The Mughal Heritage Walk and community-based tourism project in Agra is being replicated in two project sites in Agra; Sikandara and Barara. It is also being broadened and deepened in Kachhpura in partnership with UP Tourism.

Figure 37: Construction of Roads and bye lanes



Recognition CURE’s initiative in Agra was recognized in 2008 as a Good Practice by UN Habitat – Dubai Municipality Awards and as a Best Practice by the Department of Administrative Reforms and Public Grievance, Government of India. It has also been shortlisted for the National Urban Water Awards (NUWA), 2011 by the Ministry of Urban Development.

Besides the above, it has been shared and disseminated at various workshops, seminars, training programmes, both nationally and internationally at the Metropolis Commission Meeting in Barcelona and Norwegian University of Science and Technology.


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

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


UURBAN RBAN RREFORMSEFORMS




Title of Best Practice: Jhansi Jan Suvidha Kendra State/City: Madhya Pradesh - Jhansi BP Code: URF-##-09-1578-0511 Previous Status Jhansi district situating on the south western part of Uttar Pradesh comprises of 5 tehsils, 8 blocks and 437 gram Panchayats covering a vast area of 5024 sq. kilometer and a population of 2.5 million. Figure 38: Location of Jhansi District

The conventional public grievance mechanism is not sufficient and effective enough to ensure prompt, hassle free and qualitative redressal of aggrieved citizens, especially in a populous region like Uttar Pradesh. The state has few functional public grievance redressal mechanisms such as the Tehsil Divas and the Thana Divas where officers assemble twice a month at the tehsil and the police stations respectively for hearing public grievances. There is another redressal scheme operating in the state called the Lokvani scheme that works as an internet kiosk. However these person-meets based and internet based schemes have not been the best models in fulfilling the concerns of people from the lower economic background. . The common men often have to go through the tiring, expensive and exploitative process of running from pillar to post just in order to meet the District Administrator, Superintendent of Police, Chief Development Officers and other senior officers to make their grievances heard. E-kiosk is also not a viable option for many.

The New Approach The district administration of Jhansi considers it the prime ideal of public administration to reach out to the citizens to address their grievances. With a vision to bring in a paradigmatic shift in the system of public grievances redressal, the Jhansi administration developed the Jhansi Jan Suvidha Kendra (JJSK) with technical consultation of the district unit of National Informatics Centre (NIC). Any person from anywhere within the district can call this centre on a toll free number to seek grievance for concerns related to wide range of government services and administrative provisions. Launched on 10 June 2009, this innovative approach utilises the simplest and widespread Information and Communication Technology (ICT) tool of the telephone to communicate directly to the concerned officers in JJSK for seeking solutions to their complaints. Systematic and well maintained system of JJSK ensures categorisation of complaints so that every complaint is noticed and treated with the necessary sense of urgency. The provision of 100 percent cross verification of disposal status has come across as another important feature enhancing its uniqueness that does not let the closure of the case without appreciating feed back of the aggrieved person. Goals of the Project JJSK is a telephone based e-governance initiative that aims to strengthen the concept of e-governance through the use of easily available ICT tools. It seeks to provide round the clock service throughout the year (24x7x365). The e-governance tool is aimed to increase transparency and efficiency in grievance redressal procedures along with providing services in a professional and citizen-friendly environment. Implementation Strategies Before starting this project the district administration of Jhansi conducted a study

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Simultaneously another SMS is also sent automatically to the concerned officer bearing all the details of the complaint. He is also informed telephonically for immediate action. Printout of the complaint with scanned signature of the District Magistrate is sent to the officer through Fax/Post/Special messenger. The concerned officer calls the aggrieved person to get further detail of the complaint. Sometimes field visits are also carried out if the need arises. In case a grievance is not addressed within the stipulated time period then the system automatically sends out an SMS to the concerned officer informing the urgency of disposing the default complaint as soon as possible. The aggrieved person gets one SMS as well. The disposal report is sent by the concerned officer detailing the measures taken and the steps followed in redressing the grievance assigned to him. Cross verification of disposal details of each and every complaint is carried

out positively. The centre calls every aggrieved person to intimate him regarding the disposal details and also to take his feedback. In case of dissatisfaction on the part of the aggrieved person, the officer is asked to look at the complaint again. The District Magistrate/Chairman of JJSK regularly calls the complainants to review the qualitative and prompt disposal of complaints. Pending and default status of complaints are monitored on a daily and weekly basis by the executive committee of JJSK. There is one General Committee and one Executive Committee of administration that take care of the functioning and monitoring of the JJSK. The General Committee has all the district level officers (more than 198 officers) who are responsible for running the system. The Executive Committee consists of the district magistrate, the additional district magistrates, the chief development officer and the chief treasury office that monitor the day to day activities of the Kendra.



Figure 40: JJSK Automatic SMS system

Figure 41: SMS Services for Effective Monitoring



Challenges / Constraints Encountered Apart from the issues of funding and man power shortage, two major challenges faced in implementing JJSK were in changing mind sets of the administrators and the staff responsible for addressing the grievance and of the general public seeking redressal. Whenever a new system is put in place it takes time to gain acceptance as always the workers are dubious of its functions and take it as an additional work. On the part of the citizens it was even harder to convince them that they would actually get their grievances redressed by simply making a phone call. The Jhansi administration took help of sensitization sessions to build in a positive mind set among the administrative staff. Ample measures have been taken at the community level to popularize the mechanism among common citizens. Advertisements are put up in the local newspapers, SMSs are sent out, displayed in boards in all the primary and secondary schools, and colleges, and also hoardings are flashed across the district to gain visibility and to educate the citizens regarding its working design and usability. Lessons Learnt Telephones, especially mobile phones are rapidly becoming an indispensable part of a human identity and existence. The mobile phone technology and its usages are escalating at an extraordinary pace across the globe, including in the rural areas of India as well. It has revolutionized poor telecommunication services and has altered the way people communicate to each other. The district administration of Jhansi in a smart move decided on this technology that would mitigate not only the equipment cost, infrastructural lack, logistical problem but will also allow common man to bridge the digital divide with just use of the simplest tool of ICT. The JJSK has also utilized the best possible features of phone sets such as the call services, SMS services, caller identification services, mobile email and internet services, voice logger services, call conference services etc. All the data depicting the details of the complaints and the departments responsible for grievances are made available on the website of JJSK (http://www.jjskjhansi.com) for public purposes, making the system accountable, responsible and transparent.

Figure 42: JJSK Website

Outcome of the Project The JJSK has instigated major changes in grievance redressal system with complete re-engineering of service delivery at multiple levels. Scientific grievance handling took the administration standard to the level way ahead of conventional top-down and bureaucratic one. Now a common man finds answer to his query in a simple phone call. The service is made available 24x7x365 where the centre takes all necessary care to ensure constant communication with the aggrieved person and the concerned officer from first step to the last step. Internet generated automatic daily SMSs keep the stakeholders informed and updated about the status summaries of all the registered grievances of their department and the district as a whole. 100 percent cross verification of disposal details and regular monitoring of disposal, pendency and defaulted cases not only guarantee end user’s satisfaction and quality disposal but also bring in the much needed change in the work culture of the government administration. JJSK administrators lay special emphasis on the continuous process of educating and sensitising the officers and staff responsible for bringing in attitudinal changes in addressing the complaints of the citizens. JJSK emphasizes immensely on the aspect of capacity building as a road to sustainable and progressive development. New ideas, technologies, methods, mergers are constantly tried in order to re-invest and rejuvenate the programme to be the best model of good governance. Team building, collective responsibility taking and democratic decision making are major pillars of JJSK that have been catalyzing



systematic and integrated service delivery to the best of the end user’s satisfaction. Achievements and Results On 10 June 2009 when the JJSK was started 14 complaints were registered on that very day. Now it has increased massively with an average registration of 60-70 complaints per day. From June 2009 to June 2011, it has redressed the grievances of 38, 000 families up to the satisfaction of the complainant. This successful project has brought public service delivery to people’s door step building the bridge between government and citizens. Recently JJSK started utilising the forum in order to cross check the functioning of women specific schemes in the region. It is conceiving a detailed communication plan where it will gather the entire set of information concerning the contact details of the government officials, public representatives and eminent personalities of the region. This exhaustive information compiled will be put to use by common public and to verify the working of all the government projects going on in the remotest regions of the state. Budgetary Implications At the time of conception JJSK didn’t have a separate fund of its own. All the resources required were arranged at the local level. The infrastructural needs were met by sharing resources like computers, printers, fax machine, photo copier and staff with other departments. District level officers were assigned responsibility on 8 hours shift basis to run the programme. JJSK thus registered itself as a society under the Society Registration Act with all the district level officers. JJSK started using the resources with another grievance redressal mechanism- Lokvani in the local level. Sustainability At the time of conception, the programme had shortage of funding as it was solely a local initiative conceived by the district administration and had no separate fund of its own. The Jhansi administration however didn’t take much longer to overcome this financial hurdle as it went ahead to share the resources with already functioning grievance redressal system called Lokvani. Later on the administration utilised a section of funds allocated under Mahatma Gandhi National

Rural Employment Guarantee Act (MGNREGA), National Rural Health Mission (NRHM) and Total Sanitation Campaign for administrative expenditure incurred. Later the government of Uttar Pradesh announced that the JJSK set up will be funded officially by the MGNREGA allocations. The JJSK thus provides a viable model to be replicated as the initial cost of its establishment and the maintenance cost are very low and can be arranged through various development schemes running in the region. Since March 2010 complaints received in other system of grievance redressal such as the Tehsil Divas and Lokvani are also being registered under JJSK and treated in the exactly same procedure as in the call based JJSK forum. Impact of the project • The simple procedure for lodging

complaint has helped the poor job card holders in seeking grievance redressal through a simple phone call.

• Officers promptly receive categorised complaint details ensuring that no complaint will go unnoticed. Verification of disposal reports by the staff are occasionally ensured for quality in grievance redressal.

• As every disposal report contains the details of the staff that personally has to meet the aggrieved person to solve the problem, it keeps the officer liable to provide prompt and satisfactory solution. Fear of being watched has reduced corruption among Pradhans, Rozgar Sevaks, Panchayat Secretaries.

• This effective grievance redressal mechanism has given a voice to the common man, reducing the influence of middle man taking bribes to solve a problem.

• There is a huge improvement in the performance of banks in terms of opening of accounts, clearing of cheques, making payments etc as the JJSK has been resolving most of the issues related to these services under MGNREGA.

• It has ensured transparency and accountability as the data of JJSK is made available on the internet for all and hard copies of all the complaints and action taken are also maintained systematically.



Replicability The Election Commission of India has replicated the model to register complaints related to the election process through mobile or landline phones from anywhere 24x7 in the states of Tamil Nadu, Kerala, Pondicherry and West Bengal. The Election Commission is also planning to extend the model to another 7 states of India. After elections these centres will move beyond redressing election related complaints to address wide range of administrative and public service delivery related issues. This has been successfully replicated in Power Corporation Ltd, Housing Board, and Board of Revenue of Uttar Pradesh. Jhansi Development Authority, Mid Day Meal Directorate, Police Department, North Central Railway (Jhansi Division), Bharat Heavy Electrical Ltd., Civil Defense Department U.P., State Information Commission U.P., Local Bodies Directorate U.P. has already set trials to replicate the JJSK model. The government of Uttar Pradesh has recently ordered replicating the model in all the districts for improving delivery of public services in drinking water, electricity, hygiene/ sanitation, food and civil supplies and all other social sector schemes. Recognition The centre was awarded with prestigious NASSCOM Social Innovation Honors 2010 by NASSCOM Foundation under ICT led innovation in e-Governance category. JJSK is also awarded by the Computer Society of India for Excellence in e-Governance. This initiative is also a winner of CSI e-Gov Awards, 2009-2010.

Figure 43: Awarded with NASSCOM Social Innovation Honors 2010


Mr. Naimur Rahman Director, OneWorld South Asia Office OneWorld International Foundation, C-5 Qutab Institutional Area New Delhi-110016 t+91 11 41689000 f+91 11 41689001

Mr. Raj Shekhar District Magistrate/ District Collector, Jhansi, E-mail: [email protected]



Title of Best Practice: Offsite Real-time Monitoring System (OSRT) State/City: Andhra Pradesh - Greater Hyderabad Municipal Corporation BP Code: URF-##-09-0101-0511 Previous Status Oral communication is the most used attribute of the mobile phone. Fishermen in Kerala are able to call several markets while still at sea to get the best price for their catch. Jensen (2007), an economist from Harvard University has found that access to mobile phones had increased their profits by eight percent and brought down consumer prices by four percent. Texting is another widely used attribute. Frontline Short Message Service (SMS) allows groups to communicate through text messages to report human rights violations and coordinate conservation projects. In Kenya mobile phones have been used in disaster management. During elections in India mobile phones provide background information on contesting candidates. And, text messaging has been used to coordinate political protests in several countries. New data services provide agricultural advice and price information (e.g. mKrishi, Farmer’s Friend), improved health care and easy money transfers (e.g. M-PESA, G-cash). However, the eye (camera) of the mobile phone has been little applied in the public domain. The Offsite Real-time Monitoring System (OSRT) addresses the gap and uses the mobile camera to provide direct observation of distant events, real time, that have led to extraordinary improvements in upward accountability of municipal activities. Moreover, the OSRT is an accountability tool available in the public domain; therefore, has also increased downward accountability to citizens. Finally, simultaneous governance reforms have enhanced the internal accountability; thus, the OSRT is a tool that has led to greater upward, downward, and internal accountability or what Behn (2001) calls “360-degree” accountability, in another context. The New Approach The general objective was to make a 360-degree accountability mechanism along three dimensions - internal, upward, and downward -

a key focus of municipal governance reforms following a step-by-step approach to maximize on outcomes and benefits, as suggested by the Administrative Reforms Commission - II (2005), by relying on the mobile phone camera to provide real time images of far away events. Specifically, the purpose was to use the camera of the mobile phone to monitor real time from afar the attendance and bin cleaning status within the Greater Hyderabad Municipal Corporation (GHMC) spread over 625 sq.km area and containing 7.40 million population, as opposed to relying on manual attendance of workers and unreliable reports on trash bin cleaning. Figure 44: OSRT Website, GHMC

Goals of the Project * Citizen empowerment * Leverage Information Technology for civic

services * To develop a 360-degree accountability

mechanism * Provide authentic any time any where

information on various civic activities * Ensure effective monitoring and planning Implementation Strategies The strategy consisted of designing an anywhere, anytime accountability mechanism - the OSRT – to provide real time information on solid waste management, urban planning, public works, and street lighting to municipal



managers and the citizens. The design contained a tool component containing preloaded applications and jobs on mobile phones to photograph, for example workers attendance, garbage bin cleaning, and daily street sweeping. The application allows users to record events with date, time and coordinates using the Global Positioning System (GPS). Precise temporal and spatial information and generation of reliable images of distant municipal activities has led to 360-degree accountability. The tool was used to monitor activities, such as bin cleaning that are logged in to the mobile phone according to the prescheduled job and transferred to the central server using General Packet Radio Services (GPRS) technology. The GPRS is a non voice value added service that allows information to be sent and received across mobile telephony networks. Moreover, to maintain quality of live data the images are compressed to a level where the data transfer is near instant to create real time images across space (off site). A central server recovers, stores, processes, and disseminates the real time information allowing several stakeholders to actively participate in the accountability process. Specifically, the tool was applied to public health to increase process (workers attendance) and output (garbage bin cleaning) accountability. Attendance of nearly 14,000 workers is known from the daily photographs snapped by 230 supervisors using prescheduled jobs loaded on mobile phones. Daily images are monitored by health officers and wage payments to public health workers are determined by OSRT records generated, not attendance register or biometric tools. Off-site real-time system was also applied to monitor bin cleaning. The solid waste management system consists of door-to-door collection of garbage deposited in 3,800 bins and transported to dump yards. Again, the supervisors captured bin images containing the time and date stamp, coordinates, and the bin cleaning condition, including the cleanliness of area around the bins. Monitoring is done by engineers responsible for transportation of solid waste and special trips are made to clean bins shown as not cleaned in the OSRT images. Moreover, OSRT records form the basis to make payments to contractors. Independently, analysts working in the public health department do a real time evaluation

(RTE) to detect duplication of images, errors in data entry, and an early-on analysis for immediate learning. The purpose is (1) to enable management to make changes and alterations as necessary in the OSRT tool and governance practices and procedures, and (2) to enforce performance guarantees explicated in the service level agreements. Uniqueness of the Initiative * Innovativeness of the OSRT mechanism is

founded on the integration of accountability tools and processes by relying on the eye of the mobile phone

* Availability of real time reports / data / images in public domain

* Utilizing the easy-to-use mobile phone eye (camera) for civic governance

* Reviews based on reports generated with 2 seconds latency

* Auto SMS to citizens upon registration of grievance (through mobile phone) and after redressal. Status verification of grievance through website

* Making municipal mangers more responsive and responsible and making citizens responsible

* Single point availability of various civic activities and outputs in public domain

* Usage of GPS / GPRS * Satellite captured Latitude / Longitude and

date/time stamp on all images * Utilizing Photo comparison and perimeter

binding technologies * Transparency in administration * OSRT is in public domain and citizens

have access to all its features like any GHMC official.

Increased efficiency of outputs/processes and effectiveness of outcomes Such opportunities for citizens to watch distant municipal activities and the performance of municipal functionaries has led to substantial improvements in the efficiency and effectiveness of service delivery along all dimensions – inputs, activities, outputs, and outcomes. Based on the OSRT images the workforce attendance (inputs) improved from 85 percent to 98 percent and bin lifting (outputs) from 76 percent to 98. Challenges / Constraints Encountered The challenge was to simplify procedures and practices in an environment of uncertainty and instability in the municipal corporation. A trial



and error approach was adopted and the “garbage can” (Cohen, March and Olsen, 1972) model of decision making was used in which the GHMC had some preferred policies and was constantly looking for opportunities to implement them step-by step, rather than trying to solve problems. Specifically, the following reforms were accomplished – * Robust service level agreements for

performance on inputs (attendance) and outputs (sweeping, bin cleaning),

* Salary payments directly to bank accounts of workers was started,

* Linking payment of salaries with OSRT records, not manual attendance registers and connecting bin cleaning with diesel deductions for GHMC vehicles and penalty for contract vehicles was made a requirement for pre-audit, and

* Records generated from OSRT were shared with the ward committed members.

Figure 45: Services provided by GHMC after OSRT

Achievements and Results * OSRT has come to stay and operational

for nearly 11 months and met stake holder acceptance

* Building permissions issued within four days without inspection which are validated through images of site conditions photographed through OSRT within 15 days of building plans release

* Attained break even status in the first year of operation

Outcome of the project * Heralding in an IT enabled era of

accountability, answerability and transparency

* Initiative gained stake holders confidence – not a single instance

deriding/denouncing the initiative reported so far

* Availability of real time and authentic data across all levels of administration

* Perceptible impact on attendance of workforce and dumper bin clearing

* Reduction in complaints on public health and non-glowing street lights

* De-mystification of town planning activities * Information access to all stake holders Budgetary Implications * Ease of monitoring with right to town

planning, street lighting, parks, * Workforce attendance improved from 85%

to 98% * Dumper bin lifting improved from 76% to

98% * ` 76 lakhs expenditure incurred on the

project till May, 2011 * ` 73 lakhs recovered till May, 2011 from

contractors due to Service Level Agreement violations such as, irregular attendance, non lifting of bins, improper sweeping of roads etc. and cell phone cost and monthly rentals

* 50 un-authorised buildings demolished * 90 criminal cases filed against property

owners for constructing buildings without permission

* Substantial reduction in citizen complaints on sanitation and street lighting in newspapers, E-mail and paper grievances receipts

* System generated real time reports * Information access to citizens and non-

officials Sustainability The OSRT is sustainable in the long run because the GHMC continues to do what it is best at - front-end operations. The only change is that the mobile phone has replaced paper (e.g. attendance registers). Moreover, the private partner in the build-transfer-operate model is responsible for all the back linkages - hardware and software maintenance, application development, servers, mobile devices, and website maintenance for six years. Earlier the back-end was fragmented - the weak link - and outsourcing the back activities to a private partner has made the OSRT system reliable, efficient, and sustainable. Connected to this is the reliance on the ubiquitous, easy-to-use, and cheap mobile phone, requiring no special human skills for operations. Therefore, the project

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Title of Best Practice: m-Governance: An Efficient Way to Meet Citizen’s Expectations State/City: Gujarat - Rajkot BP Code: URF-##-09-0814-0511 Previous Status Before initiation of the project, citizens used to queue for more than an hour to get the tax details and to make payment of property tax. To pay municipal dues was the toughest job for any citizen. This also resulted into low recovery of property tax, low rate of filing the property tax returns, delay in issuing property tax extract to citizens, tampering of hand-written property tax details papers, etc. The citizens of the city were required to visit Head Quarters or Zone offices of Rajkot Municipal Corporation (RMC) for payment of various taxes, submission of applications, grievance registration, registration and certificates of birth/death and its copies, registration and license of establishment and its renewal, closure, vaccination of children and for other services. Considering large city area and high population, citizens as well as the management officials faced many difficulties in accessing above mentioned services. RMC was running more than 15 different complain centers, one each for each service. It was conducted manually where passing of complain from one level to other was a cumbersome process and status of complain was not available. Citizens had to remember 15 different phone numbers for different services. With implementation of m-Governance this problem is answered effectively. RMC is providing number of alert services, which has brought transparency in the overall administration. Table 13: Situations Before and After Project Implementation

Before With m-Governance

To know status of municipal dues citizen needed to stand in long ques.

With just one SMS, information is immediately received on mobile.

Earlier there were different complaint centers for different type of complaints and citizens were needed to remember different phone numbers for these different services.

24 X 7 call centers are available now with all complaints registered at one place having one single phone number.

Registration of complaints was carried out manually and overhead of running different complain centers were an added burden on the ULB.

Now there is only one center, fully computerized.

Not 24x7 service 24x7 service

Monitoring of service was not possible.

Every week monitoring with details available on intranet, 90% complaints are solved within 72 hours.

No mechanism to know status of registration of Birth/Death certificates.

Information is forwarded to parents/relatives for Birth or Death registration via SMS.

Tax payer’s used to get transaction information in their property tax/water charges only on a visit the RMC office.

Transaction alert via SMS on property tax/water charges account is send to owners.

No details of complaints registered to higher officials on daily basis.

Every day higher officials receive SMSs on number of daily solved and registered complaints.

With starting of 24x7 Call Centers, citizen has to remember only one number to register complains. Here citizen can also register complaint through a Short Message Services (SMS) or website. As soon as complaint is registered system shall forward the message to the responsible officer to solve the problem. Now grievance redressal has become more efficient and interactive by m-Governance services. Every complaint is registered electronically and once registered citizen is kept aware about every action taken on his complaint through SMS.



Recently RMC has started payment reminder service for the municipal dues through the m-Governance services. With payment reminder within short span of two months results are highly encouraging. More than 27000

registered tax payers have paid their dues amounting to more than ` 14 crore. This has resulted in increase in revenue.

Figure 49: The m‐Governance Procedure

The New Approach There are different phases of implementation of e-Governance system in government. It started with computerization of all applications having different modules for usage without integration. This led to reduction work along with digitization of routine work within the administrative system. But with advent of technology implementation of integrated application started under the umbrella of e-Governance. Once e-Governance is implemented the next stage is point to point delivery of governance service in a personalized manner. M-Governance should be conceived and developed as part of the overall e-governance strategy and programme. The exact mix of m-governance and e-governance applications depends on the unique conditions of each Urban Local Body (ULB). An important determinant would be the state of the city's information infrastructure. Fortunately these days mobile technology is available in every

corner of world as proven technology. Almost every family is possessing mobile. The primary aim is to connect and talk, i.e. voice communication but with proper governance application, information can be available to every citizen in a manner which is most suitable and useful to him for his needs. The online-real-time information about government application makes citizens more loyal to organization, which can result in utmost level of satisfaction towards services which is rendered to them by the ULB. Mobile technology ensures that information seekers receive information as desired. The service that is provided through a properly installed m-Governance system can be divided into four types of services: 1. Alert Services - These services are

provided against application request, payment confirmation, registration for any particular service, etc. The main benefit of Alert Service is that it tightens the bond of



trust between Consumer and ULBs. It also increases transparency, effectiveness and also shares responsibility. The consumer becomes more loyal to ULBs.

2. Interactive Services - Information seeker can receive information immediately, from online database or information requested on service. He can access information from distant location with the help of wide spread mobile network. This can be made instantaneous with the help of proper infrastructure.

3. Management Services - Management service is the backbone of m-Governance Services and it is integrating all the services which are rendered for consumers. This can work in inter organizations to strengthen back office administration. Grievance management and redressal can be monitored and managed in a better way. If point to point delivery of information in a personalized manner is important for G2C or B2C, it is equally important for inter department. This not only makes all transactions/application transfer immediate but also confirms the receipt of it.

4. Reminder Services - This service is normally used for G2C, B2C, B2B, etc. It is observed that with proper communication, recovery of dues can become faster and effective. Major part of mass is willing to pay dues or ready to perform their duty, they need to remind each time.

Thus better communication, division of work, mobile network infrastructure and effective implementation of service mechanism can make urban development services more useful and effective for reaching to the masses. Goals of the Project * Provide point to point delivery of

government service in a personalised manner.

* Extend service where internet access is limited

* Reach to the masses through use of simplest technology

* Improve government-citizen interface at all levels.

* Improve operational efficiency. * Provide cost-effective services.

Implementation Strategies Technology Process Re-engineering (TPR) is a foremost step required for Governance projects. RMC therefore introduced a number of TPRs in its routine work process, to effectively implement e-Governance and m-Governance projects within the system. The process of implementation of the project involves the following steps: * Major front end process changes were

planned and information from citizens through collecting their mobile numbers while entering master database for Birth Registration, Death Registration, Professional Tax collection, Awas Yojnas, Property Tax Registration on web and through SMSs and other Financial Accounting Systems was conducted.

* Major back end process changes were also planned and the following steps were taken: • Special software module to

incorporate m-Governance support was developed.

• All receipt and demand bills printed with how to access m-Governance services details were provided.

• Process to define management service was also developed.

• Integration of all income modules to generate daily income statement was undertaken.

• Integration of Financial Accounting System and All Collection modules to generate income expenditure via SMS system was also developed.

* Integration of Call Center Database with e-

Governance database to make all information available to officers on RMC’s intranet was undertaken.

* Based on the usage of the application, the service can be divided into four types namely Alert Service, Interactive Service, Management Service, and Payment Due Reminder Service for Property Tax. Details of the following services are provided under m-Governance:

• Alert Services ⁻ Vaccinations ⁻ Property Tax and Professional Tax

Transactions ⁻ Birth and Death Registrations ⁻ Bill Payments to Venders/Contractors



⁻ Avas Yojana Installment Transactions • Interactive Services ⁻ Property Tax and Water Charges

Outstanding Dues ⁻ Property Name Change Details ⁻ Property Tax Assessment Requests ⁻ Registration of Mobile Number for

Property Taxation ⁻ Details of SMS Services • Management Services ⁻ Call Center ⁻ Daily Income Expenditure on SMSs to

Higher Officers ⁻ Daily Grievance Management

Statistics to Higher Officers • Payment Reminder Services ⁻ Property Tax and Water Charges dues ⁻ Awas Yojna (Housing Scheme)

installment dues

Challenges / Constraints Encountered * Call Centers are fully based on SMS

services; hence as soon as a complaint is registered it is forwarded to the concern staff for immediate action. Similarly, on completion of the job it is report back to complaint via SMS. Therefore, initially this service acted as additional expenses for the staff, so they were reluctant to use this service. However, defining time duration for forwarding complaint SMSs to officers have regulated the process to much extent. Terms denoted with mobile service provider had led to availing of 200 free SMSs for the service from them.

* Winning citizen’s support to make the project a success was a big challenge. This was made a success through: • Print Media and News Papers. • Printing details on how to access m-

Governance service on Tax receipts and Tax Demand Bills.

• Encouraging them to register mobile number at the time of payment of dues, master data creation, registration of Birth and Death, etc.

Outcome of the Project * With the increase in the service locations,

there is huge reduction on the flow of Citizens to the main office; it has reduced from 75% to 29%, almost equal to other zonal offices. One interesting figure is

increase in the percentage of turnout in the post offices that has reached to 5% of total in just two years.

* Time to pay municipal dues has reduced drastically from 2-3 hours to just 10 minutes.

* With the effective implementation of project there is continuous increase in the tax payers.

* With increase in the service and popularity m-Governance transaction has also increased by 3.46 %.

Table 14: Municipal Dues Collection

Year

Amount in Lac

2005-06 14575

2006-07 16966

2007-08 18745

2008-09 16606

2009-10 28281 2010-11 32145 2011-12 6195

Achievements and Results * As soon as birth or death registration is

entered in database of RMC, SMS is sent to the relative of registrant along with unique id. Now citizens have consider it as registration alert and they now visit RMC office after receiving that SMS, this has reduced frequent visit of citizens to check that whether registration is complete or not.

* Regular Vaccination Alerts are also being sent to the parents of children falling within the age group, based on National Immunization Programme. This is a fully automated process.

* Information on Municipal dues is available to Citizens by just sending a single SMS to RMC.

* Grievance redressal has become more efficient and interactive through m-Governance. Every complaint is registered electronically and once registered; citizens are kept aware about every action taken on his complaint through SMS.

Budgetary Implications Cost require to implement this urban initiative includes,



* Software utility to handle incoming and outgoing SMS

* Global System for Mobile (GSM) Modem * Integration of e-Governance with m-

Governance.

Total implementation cost for RMC is ` 50000/- as it has been developed and implemented in house by the team of IT experts within the ULB, while running cost for RMC is ` 6000/month excluding electricity cost and other expenditures. RMC is bearing cost of m-Governance on its own.

Figure 50: Data Analysis

Figure 51: Impact Analysis



Sustainability The project is highly sustainable once implemented because – * Financially very economical * Running cost is very less * Advanced technology makes it cheaper * Sharp increase in level of satisfaction and

revenue compensate expenditure * Project further envisages many revenue

generation avenues in future * Reduces paperwork and there by saves

huge cost * Plenty of scope for improvement in cost

saving in all functional activities * Requires little process reengineering to

make it functional * Technological innovation is at the least

cost Impact of the project Impacts of m-Governance on Citizen * Information is received through regular

SMSs * Cheapest transaction cost (as low as 1

paise per minute) * TRIQEE Administration helps in having a

faster service system * Access time for service is reduced * Interaction becomes more result oriented * Elimination of middlemen for services. Impacts of m-Governance on RMC * Increase in revenue * Effective integration of back office and

Citizen Centric Cervices * Grievance management becomes more

efficient * Reduction in operating cost * Reduction in direct interaction with citizen

resulting into lesser grievances and increase in transparency

* Human errors avoided due to fully automated process

* National Immunization Programme is now more effective

* Direct communication reduces the response time of the Officers responsible for the specific work

* Officers become more productive * Reduction in paper usage.

Figure 52: Media Coverage

Replicability This project can be replicated at any municipal corporation or municipality without many efforts. To start an m-Governance service, there is a need for database integration and business process reengineering. Software utility to handle incoming and outgoing SMS and GSM Modem are equal essentials for developing a similar project in any ULB. Recognition RMC has received a number of national as well as international recognitions, which includes: * Second in Citizen’s choice in eIndia 2010 * Finalist in Manthan 2010 (South Asia)

Award * Bronze in National e-Governance Award

2010-11 * Nagar Ratna Award for Complaint and

Redressal * Jury Choice in mBillionth2011 (South Asia)

Award. Figure 53: Awards Received




Sh. Mahesh Gohel Computer Department, Rajkot Municipal Corporation, Dhebar Road, Rajkot-360001 Office: 02812230920 Fax: 02812224258 E-mail: [email protected]

P

59

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change. The people will receive information about taxes easily and save time and therefore they will be interested in sustaining this system. The burden of work, reduction in errors and easy solution of issues will sustain the enthusiasm of the employees. The Municipality will have an increased financial income and optimal utilisation of human resources thereby gaining confidence among citizens. At all levels, as the benefits are greater at all levels, the system will be sustainable. Recognition Upleta Municipality developed the application software as per its needs. The Government of Gujarat ranked it first in the field of e governance (along with Vejalpur Municipality) and gave prize money of ` 5 lakhs.

Figure 57: Tax Application Website in Guajarati

Contact for Details: Shri Ketan Dave Chief Officer Shri Praful M Suva Tax Superintendent Upleta Municipality, Dist; Rajkot Ph: 02826-221427 Fax: 02826-221436



Title of Best Practice: Aasthi - GIS Based Property Tax Information System State/City: Karnataka State Municipal Administration BP Code: URF-##-09-1400-0511 Previous Status Property tax is the largest source of revenue for most Urban Local Bodies (ULBs) in India. Yet in many ULBs the system for collection of property tax remained far from optimal. Therefore State of Karnataka initiated a project on Property Tax Information based on Geographical Information System (GIS), to introduce reforms across these municipal bodies in order to improve administrative efficiency, transparent and to provide better citizen services. The, the primary objective of the e-governance component was to: * Streamline the processes and standardize

them across all the municipal bodies in the state

* Roll-out a standardized software solution covering all the bodies

* Digitise records and make them available to all stakeholders online

Prior to introduction of the project there were several issues which were faced by the ULBs. They are: * Issues faced by the Department

• Low rate of filing the property tax returns

• High accumulation of arrears • Negligible penalty for not filing the

return. • Improper assessment of Property tax

by ULB Officials which was causing huge revenue loss to the ULB

• Large number of properties were unassesed and not brought under Tax net

• Delay in preparing the list of defaulters • No uniform procedure of taxation • Lack of procedural compliance to the

act, as Taxation principles followed by some ULBs were not in accordance with the Act

• Tampering of records • Inaccurate and inconsistent details

and data provided by ULB • Monitoring of ULB Tax performance

• Property records were maintained in manual Development Credit Bank (DCB) registers

• Wrongly assessed properties.

* Issues from the perspective of citizens/service users • Delay in issuing property tax extract to

citizens • Non service of hand written property

tax notices to the Property owners by Bill Collector every year

• Possibilities of tampering the property details entered manually in paper form

• Calculation and clerical errors in Taxation by Bill Collectors and Revenue Officers.

* Issues faced by the government

• Discrepancies in reported figures from ULBs

• Lack of timely information about property details from ULBs

• Inaccurate projections of Property Tax demand which was one of the main source of revenue of ULBs.

The New Approach State of Karnataka in an endeavor to ensure sustainable urban centers embarked on set reforms in urban sector. The first generation of reforms mainly pertained to setting up of a robust system in three broad categories. Broad classifications of the reforms are: * Institutional or structural (Accounting,

application of IT), * Revenue generation (Property taxation,

User charges, SWM PPP), * Service deliveries (Birth and death

registration, Public Grievances redressal) One of the key components of this initiative was the e-governance component of the project called Aasthi that covered Property Taxation with GIS. The project was rolled across the state in a phased manner. In Karnataka there are 213 Urban Local bodies (ULB) which are

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Implementation Strategies Beginning in fiscal year 2002-03, the government of Karnataka implemented a set of far reaching reforms to its system for collection of property tax in urban areas. The method of assessing property value for purposes of calculating property tax due was changed from one based on estimated rental value to one based on the total capital value of land plus buildings. Responsibility for calculating property tax due was shifted from city officials to property owners themselves. A comprehensive survey of all taxable land of all municipalities (excluding Bangalore) was conducted. The new IT system for tracking and managing property tax collections was implemented in all municipalities across the state. Steps taken-up towards implementation of ICT enabled GIS based Property Tax System along with its salient features are: * Field Survey of all the properties in the

ULB. * Preparation of digitized ward maps with

individual properties having a unique property ID Number.

* Sound Database of all the properties. * Automatic calculation of the property tax

demand based on the CVS methods. • Property tax Demand Calculation from

2005-06 • DCB report from the year 2005-06 • DCB Report at Different ULB

Boundary levels • Demand Adjustment due to Property

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offs • Auto Rebate and Cess calculation if

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* Generation of Bank Deposit Challans and the Daily Collection reports.

* Citizen friendly, pay anywhere system. * Automated Online Tax Calculator to the

citizen. * Auto generation and issuing of Tax Paid

details i.e. FORM III and Khatha Extract to citizens at any point in time.

* All Property details of the ULB is available to the citizen through GIS search pan, hence the citizen can cross verify the details in case he wants to do a transaction.

* Easy tracking of the Tax defaulters.

* Automatic generation of demand notices and seizure notices.

* Information of various types of properties in each ULB.

* Can handle Office, Bank and Field payments, with the ability to integrate with Credit Card and ATM systems.

* MIS reports at City, Ward, Street levels as decision support tools for the revenue department and citizens (e.g. Defaulters Report, Ward-wise collections).

* GIS Enabled till Parcel Level. Web based application makes the platform more interactive from the point of view of service delivery. This platform enables faster delivery of property tax extract which is generated automatically. Additional features like Demand Calculation, Penalty Calculation, etc are being implemented as enhancements to the existing application based on this robust database created through parcel mapping of every property. This software has been certified and audited by Software Testing and Quality Centre (STQC), Ministry of Information. In these 213 ULBs there is an estimated 35 lakh properties. These properties are of different categories which include Residential, Commercial and Industrial .These are owned by Public, Business organizations and Government entities. Levying of Property Tax and its collection is an ongoing annual activity at the state. The implementation process is followed are given below: * In Karnataka the method of taxation is Self

Assessment Scheme (SAS) based on capital value system which involves several computations to calculate Tax for a property which a citizen may not be aware. The Automated Online Tax Calculator is user friendly and is easily understood by a common man as all computations are auto calculated.

* In the manual system citizens would take the help of so called tax analysts who posed as middle men at ULBs to fill up SAS form and pay tax. For these services they had to pay a hefty sum. With computerization this has been eliminated as citizens are able to get auto generated tax details.

* The Online Tax Calculator has a user interface which is similar to a SAS form hence a citizen can print the details and update the SAS tax form without any hassles. It is time saving as well.

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Challenges / Constraints Encountered Following are the bottlenecks overcome / delays avoided by the new system: * Updation of total tax collection by ULBs * Issuing property tax extract * Preparing the list of defaulters * Preparing notices to defaulters * Possibilities of tampering the property

details entered manually in paper form/registers

* Problems in identification un-assessed properties.

* Removal of irrelevant steps as in the old system every year Bill Collector was supposed to serve property tax notices to the Property owners, which has been done away in the new system. In the present system, computerized notices are being served only to the defaulters who fail to pay property tax through self assessment by end of June.

Achievements and Results * e-Governance initiatives through process

reengineering within this domain has particularly helped with improving the internal workings and bring about: • Cutting process costs, improving the

input - output ratio by cutting financial costs and/or time costs.

• Managing process performance: planning, monitoring and controlling the performance of process resources such as human, financial and others.

* As it is a web-based application, where

broad-band is used with very high speed connectivity, the time taken to process every transaction will be almost negligible. Accuracy of the output has increased. There is no delay in service delivery. Information about collection of property tax is available at any point of time. The status and stage of action on defaulters is available property wise to ULB officials at any given point of time.

* It has streamlined the process involved in property tax collection, has improved the record keeping of properties, increase tax compliance rates and enables the Government Officials to make informed decisions, bringing transparency in Property Collections in ULBs. It is also GIS Enabled up to Property Parcel Level for better Tax administration, because of

which an additional 30-40% of properties are brought under Tax net.

* The volume of transactions varies from one ULB to other ULB. Since, centralized data server is being used, a total transactions pertaining of 35 lakh properties is being handled in a year. In addition to this, the system will be handling processes related to mutation, bifurcation and amalgamation of properties.

Outcome of the project This initiative was the first of its kind in India where a state-wide model of reforms was implemented. Traditionally, municipal e-governance reform initiatives have been driven at the local level, which have made them difficult to replicate. The vision was to create a standardized set of systems and processes across the state which would not only provide the benefit of knowledge sharing across the individual bodies but also create a common platform on which comparative evaluation between municipalities could be undertaken. Under this framework, some of the most innovative decisions taken on the e-governance front were: * Creation of a centralized system which

was common in terms of process and data model across the state.

* The centralized approach enabled the technology team to leverage the internet to develop an application that was accessed by the individual municipal bodies over the internet.

* The applications are now hosted centrally at an independent entity (Karnataka Municipal Data Society) which provides the applications to the individual municipal bodies for an annual subscription fee under the Software as a Service provider model. This is also a first under the Indian government context.

Budgetary Implications The cost of creating a GIS and MIS database per property is estimated at an average of ` 24 per property for the whole process of GIS implementation in a ULB, which includes Survey of properties by Nodal Engineer and hired Survey Assistants, data entry and printouts of property details by hiring Data Entry Agency, preparation and digitization of ULB maps by the digitizers. The time taken to complete the implementation of GIS based property tax system in ULBs varies depending



on size of the ULBs, number of properties, etc. The most time consuming is the physical survey of the properties and verification of the same by involving citizens, which takes about 6 months. Six months is required for data entry as well as polygon drawings, digitization of the maps, integration of MIS and GIS database, putting hardware in place, etc. Another 5-6 months is required for correcting the database at the time of implementation on the feedback received from citizens who is the Owner of the property. Generally, a time frame of 18 months is required to implement GIS based computerized property tax system in a ULB. Number of personnel involved is directly proportional to the size of the ULB. Generally, 30-40 properties are surveyed in one man-day. However, verification of the same consumes equal number of man days. Sustainability This Project has been institutionalized. Hence they are system driven. The following frameworks of reforms are highly sustainable and replicable; * Municipal Reforms Cell: The various

officers appointed in this office shall ensure effective implementation of E-Governance modules. They offer online/onsite technical assistance to ULBs to sort out various implementation issues.

* State Level GIS Agency: Survey of India has been appointed as a Technical Assistance and Support Agency (TASA) for implementation of GIS in all the ULBs.

* IT Engineers appointed to implement the project: IT Engineers exclusively appointed for this project in the ULBs, are assigned the task to implement and further maintain e-Governance modules in their respective ULBs and coordinate with ULB, Field Level staff and Municipal Reforms Cell for this purpose.

* District Urban Development Cells (DC) and Nodal Officers: Project Directors and Nodal Officers positioned in the District Urban Development Cells attached to the respective DC offices handhold the ULBs in implementation and maintenance of e-Governance initiatives taken-up by the State Government.

GIS application envisages role based access and every Role/User is accountable for his/her actions.

Impact of the project Web based application has been developed free of cost with the technical support of an NGO called e-Governments Foundation. The entire ULBs database is stored in the central server maintained by Municipal Reform Cell at Bangalore. The Municipal Staff depending on their roles, by using user login and password will access their respective ULB’s Property Tax application via Internet from the citizen service centre located within the Municipality. Administrator’s role lies with the Municipal Commissioner/Chief Officer concerned who heads the ULB. This system has brought transparency in the process of property tax collection. Property tax notices are generated automatically and the property tax details are shared with the owners of the property. The system has increased the responsibility and accountability on the part of Bill Collectors and Revenue Officials. With a click on the button, the Commissioner can find out the amount his Bill Collector was supposed to collect, assess his performance as to whether notices have been served by him and whether demand notices served by other revenue officials. This software helps to monitor and control the entire property tax collection system without depending on the information being provided by the lower staff manually. The system also has central database at the State Level. The performance of different ULBs is monitored by using the central database which brings a sense of fear and resultant responsibility in the minds of the Managers of ULBs. The system has simplified the collection of data enabling periodical of State Level review of property tax collection. Recognition The initiative was awarded with the National Awards on e-Governance 2010 – 2011 by the Department of Administrative Reforms and Public Grievances, Ministry of Personnel, Public Grievances and Pensions, Government of India. This award seeked to recognize the best-in-class project that involved analysis and re-design of workflow and aimed at improvement in outcomes related to efficiency, effectiveness of process, cost, quality, service delivery, etc.



Contact for Details: Commissioner Municipal Administration, Karnataka Municipal Reform Cell Directorate of Municipal Administration 1-4, 6th Floor, IT Park, Industrial Estate Bangalore – 560010 Telephone No. – 080-23003100, 080-23003111


AANNEXURESNNEXURESAANNEXURES NNEXURES




Annexure 1: INDIA URBAN PORTAL (www.indiaurbanportal.in) PEARL Website: Under JNNURM NIUA has set up a PEARL website “India Urban Portal” www.indiaurbanportal.in that is operationalized and linked with JNNURM website. India Urban Portal is a knowledge collaborative platform that enhances the availability of quality urban information on best practices, projects, reforms, innovations etc. carried out in the selected cities under JNNURM. The goal is to provide portal to urban information and to create a network, community and resource. The purpose of the portal is to improve access to information thus facilitating the knowledge -sharing and collaborating process. The portal will serve as an urban information and interactive center serving the informational needs of various communities of users. The site is user-friendly having standardized metadata, controlled vocabularies, and qualified sources to describe information. It contains:

Best Practices/ Projects - Sector wise projects and best practices are listed here. Organisations - this section provides links to the Central Government Organisations,

Urban Local Bodies, Development Authorities, NGOs, Research Organisations and International Organisations etc.

Data Resources - This section provides information on useful resources like policies, laws, maps, statistics and data related to urban India. The section is constantly being enhanced.

About JNNURM - This section provides information on JNNURM i.e. urban reforms, project status, latest update etc.

PEARL Newsletter, Publications, Daily news; Activities under PEARL programme, Gallery (contains video clip of the good practices and others) are also available.

Among many features that have been added on India Urban Portal, this is one of the most significant one. Discussion forum India Urban Portal is a shared space by members to discuss, exchange ideas, strategies and be of assistance to each other on a regular basis. The initiator of discussion thread can apply ‘forum lock’ on a topic when they want the thread closed. A Help Desk for JNNURM Cities was set up for urban managers and associated sector professionals. Tracking of Urban Advertisements is uploaded on website on fortnightly basis. The website has new features of e-Discussion Form, e-Group and other IEC Material. All the partners contributing to the flow of urban information are invited to join us in the integrated cooperation effort with suggestions, Informations to be put up in the site, news, events, Informations on projects, best practices, etc. Please mail us at Prof. V.K. Dhar and Ms. Nilanjana Dasgupta Sur



Post News and Events: India Urban Portal's goal is to provide an entryway to urban information and to create an urban information network, community, and resource that will provide qualified, trusted, and verifiable information and contacts. Contribute to the flow of urban information by submitting/posting any current news/ updates/events/ seminars/workshops/meetings related to the urban field via e-mail to [email protected] and [email protected] . There are three types of member registrations (type of membership will be decided by the Administrator of the website) which provide the user with a different level of access of the website. These memberships are: 1) Premium Members: They can download as well as upload communication materials, upload Best Practices , Papers , Documents , Tenders , communication materials, create their own e-group, directly access helpdesk, take part in forums etc. These privileged members are mainly the people from the Municipal Corporations from the Mission Cities. 2) Guest Members: These members have got the right to only download communication materials from the website and also take part in the Discussion Forums. They can only browse the Helpdesk. These members are mainly the people from the Government, International Organisations, National Organisations, Non Governmental Organisations, Students, Others, etc. 3) Domain Members: These members are from the Administration who are responsible for administering the website. Please give details on your organisation and contacts.



Annexure 2:

“Documentation of Best Practices” Vol - 1

“Documentation of Best Practices” Volume 1, under PEARL is a publication designed to document Best Practices. The best practice case studies have been drawn from the PEARL website – India Urban Portal database. Each case study presents brief summary, key dates, situation before the initiative, strategy to develop the initiative, the process, results achieved, sustainability, lessons learnt, recognition and replicability. The document has been prepared as part of PEARL activity for peer networking and horizontal learning among mission cities. The best practices include a cross-section of categories such as Sectors/Services (Water Supply, Solid Waste Management, Sewerage/Drainage, Roads/Flyovers and Public Transport System), Urban Reforms, Public Private Partnership, Urban Poverty, Disaster Management and Environment. The details of the best practices are also available on www.indiaurbanportal.in The following best practices are covered in the report:

Operation and Maintenance Practices in Water Supply System: Surat, Gujarat; Water Quality Monitoring System: Surat, Gujarat; Pilot 24X7 Water Supply Project: Nagpur, Maharashtra; Installation of Centralized Bio-medical Waste Treatment Facility on BOOT basis: Surat,

Gujarat; Waste Processing Plant through Public Private Partnership: Rajkot, Gujarat; Door to Door Refuse/Garbage Collection System: Surat, Gujarat; Advance Locality Management Programme: Greater Mumbai, Maharashtra; Green Energy Generation from Sewerage Gas: Surat, Gujarat; Inter-governmental Convergence for Integrated Sewerage System: Bhubaneshwar,

Orissa; Diversion of Domestic Sewage for Improving Urban Lake Water: Bhopal, Madhya

Pradesh; PPP for Street Lighting and Energy Conservation: Bangalore, Karnataka; Innovative Techniques in Construction of Footpaths: Bangalore, Karnataka; PPP in Street Lighting: Vijayawada, Andhra Pradesh; Station Area Traffic Improvement: Pune, Maharashtra; City Bus Service in Surat on PPP Basis: Surat, Gujarat; Dattak Vasti Yojana (Slum Adoption Scheme): Mumbai, Maharashtra; Accounting Reforms in Urban Local Bodies of Karnataka: ULBs, Karnataka; Ahmedabad Property Tax Reforms: Ahmedabad, Gujarat; Emergency Operations Centre: Mumbai, Maharashtra; and Idol Immersion Activities and their Management in Water Bodies: Bhopal, Madhya

Pradesh.

To obtain a copy Contact: Coordinator PEARL Project National Institute of Urban Affairs (NIUA) I and II Floor, Core 4B, India Habitat Center, Lodhi Road, New Delhi – 110003, India Telephone: +91-11-24643576(Director), 24617517, 24617543, 24617769, 24643284 Fax: +91-11-24617513 Website: www.niua.org, www.indiaurbanportal.org



Annexure 3:

“Documentation of Best Practices” Vol – 2

This publication is the second report designed to document Urban Reforms initiated under JNNURM. These are select Best Practices that are structured in the standard format as developed under PEARL. This covers a brief summary, key dates, situation before, the new approach, strategy to develop the initiative, the process, results achieved, sustainability, lessons learnt, recognition and replicability. The motivation has been to focus on Best Practices in Urban Reforms at State and City Level. This includes case studies from State level (Karnataka, Andhra Pradesh, Orissa, and Tripura) to ULB levels (Ahmedabad, Surat, Pimpri Chinchwad, Bangalore, Hyderabad, Kanpur and Pune) to have optimum level of convergence and synergy from JNNURM cities. Some of the case studies have also been taken up from other cities, which makes this documentation much more enriched in achieving the desired goal of PEARL. The details of the best practices are also available on www.indiaurbanportal.in The following best practices are covered in the report:

Municipal Reform Cell, Government of Karnataka Rationalisation of Stamp Duty, Orissa State Improved Financial Management of Bhubaneswar Municipal Corporation Accounting Reforms in Urban Local Bodies of Karnataka Property Taxation, Ahmedabad, Gujarat Property Taxation, Bangalore, Karnataka Property Taxation, Hyderabad, Andhra Pradesh Property Taxation, Kanpur, Uttar Pradesh User Charges for Water Supply, Pune, Maharashtra E-Suvidha – e-Governance Initiatives, Pimpri Chinchwad, Maharashtra Online Tendering Application, e-Governance Initiatives, Pimpri Chinchwad, Maharashtra SMS and Web-Based Complaint Monitoring System, Pimpri Chinchwad, Maharashtra e-Governance Initiatives, Ahmedabad, Gujarat GIS Survey of Moradabad Nagar Nigam, Moradabad, Uttar Pradesh Implementation of the Web-Based Online Building Plan Approval System, Surat, Gujarat Streamlining of Building Plan Approval Process, Pune, Maharashtra Computer - Aided Administration of Registration Department, Andhra Pradesh

Government Registration of Property Document, Karnataka State Government




Annexure 4: “Documentation of Best Practices” Vol – 3

“Documentation of Best Practices” Vol. 3 is an initiative to highlight some of the admirable and creditable work being done by the Urban Local Bodies (ULBs) in the Mission Cities. The documentation is expected to serve as a source of learning and sharing of experiences. This third best practices report is another stepping stone in the process that covers the success stories of various state ULBs from Andhra Pradesh, Gujarat, Haryana, Karnataka, Maharashtra, Orissa, Punjab, Uttar Pradesh and West Bengal. These are select Best Practices that are structured in the standard format as developed under PEARL. This covers a brief summary, key dates, situation before, the new approach, strategy to develop the initiative, the process, results achieved, sustainability, lessons learnt, recognition and replicability. Last few years saw an increase in activities on the project front under JNNURM. Success stories of cities which have demonstrated improvement in urban services and financial management have been documented in this report. Some of the successes stories which needs mention are Gorakhpur Municipal GIS Development, Mehsana Property Tax Collection System, Kolkata Water Supply and Underground Parking Systems, Puri and Amritsar’s Solid Waste Management System, Nanded and Bhubaneswar’s Urban Renewal, and so on. The details of the best practices are available on www.indiaurbanportal.in The following best practices are covered in the report:

Solid Waste Management through Bio-Composting: Puri, Orissa Vending Zones at Bhubaneswar, Orissa Improved Collection and Transportation of Municipal Solid Waste through PPP: Amritsar, Punjab Automated Parking System: Bangalore, Karnataka Fleet Expansion/ Modernization Programmes of City Public Transportation: Bangalore, Karnataka Payroll System in Bruhat Bangalore Mahanagara Palike: Bangalore, Karnataka GIS for Property Tax in Bruhat Bangalore Mahanagara Palike: Bangalore, Karnataka Transport Services on PPP Basis: Rajkot, Gujarat Cost effective housing for the Urban Poor: Ahmedabad, Gujarat Mehsana Nagarpalika initiates PPP for Property Tax Collection: Mehsana, Gujarat Planning to Reduce Impact of Disaster: Surat, Gujarat Fund Your City - A PPP Initiative For Urban Infrastructure Development: Hyderabad, Andhra Pradesh Preparation Process for Draft Development Plan: Kolkata, West Bengal Initiatives under Urban Renewal at Nanded Waghala City Municipal Corporation: Nanded, Maharashtra Trade License in Bruhat Bangalore Mahanagara Palike: Bangalore, Karnataka Water Supply and Sewerage Project, Salt Lake (Sector V): Kolkata, West Bengal Bore Well Automation: Faridabad, Haryana PPP Model for Underground Car Parking System: Kolkata, West Bengal Initiatives for the Urban Poor: Mumbai, Maharashtra Municipal GIS - Gorakhpur Experience: Gorakhpur, Uttar Pradesh




Annexure 5: “Urban Initiatives” Vol – 4

The “Urban Initiatives” Report highlights some of the laudable and creditable work being done by the cities in India. This issue cuts across various sectors related to Urban Management such as water supply, sewerage, solid waste management, public transport, heritage, urban poor, urban reforms, etc. These are structured in the standard format as developed under PEARL that includes the process, results achieved, sustainability, lessons learnt, recognition, and replicability of the urban initiatives. The details of the initiatives are also available on www.indiaurbanportal.in The following best practices covered in the report are:

An Innovative IT Solution for Improving Urban Water

Supply Management through Supervisory Control and Data Acquisition (SCADA): The Case of Vijayawada Municipal Corporation, Andhra Pradesh

Sustainable Water Supply Operations through 100% Metering and Billing, Online Payment Collections & Supply Management of Water Districts through Supervisory Control and Data Acquisition (SCADA), Pimpri Chinchwad, Maharashtra

Water Supply in Gas Affected Areas in Bhopal, Madhya Pradesh Sewerage Project at Jaipur City, Rajasthan Electricity Generation from Sewage Treatment Plant at Vadodara City, Gujarat Pal and Palanpore Water Supply and Sewerage System in Surat City, Gujarat Protecting a Canal from Garbage Dumping and Ensuring Quality Drinking Water to Slum Dwellers,

Madurai, Tamil Nadu Gorai Dumping Ground – An Urban Rejuvenation Project, Mumbai, Maharashtra Solid Waste Management at Nashik City, Maharashtra Implementation of Solid Waste Management in Thideer Nagar Slum, Madurai, Tamil Nadu Bhubaneswar - Puri Public Transport System, Orissa Integrated Infrastructure Development of Slum & Poor Locality, Bhopal, Madhya Pradesh Establishing Slum Information Centre for Slum Dwellers under Community Participation Fund under

JNNURM, Madurai, Tamil Nadu Efficient Health Care Management System through Service to Urban Poor, Pimpri Chinchwad,

Maharashtra Capacity Building through HRD Practices in Greater Visakhapatnam Municipal Corporation (GVMC),

Visakhapatnam, Andhra Pradesh Community participation in the functioning of Urban Local Bodies in Hyderabad, Andhra Pradesh E-Governance Reforms, Surat, Gujarat Implementation of Enterprise Resource Planning (ERP) Solution, Common Service Center & MIS

Reforms, Kurali, Punjab Stakeholder Participation Process for preparing Detailed Project Reports (DPRs) under JNNURM,

Panaji, Goa Living Heritage Streets at Bhubaneswar City, Orissa




Annexure 6:

BEST PRACTICE FORMAT

“Peer Experience and Reflective Learning” (PEARL) under JNNURM Best Practices Format

Key Informations about the project and instructions on filling up the form

1. About the project: To achieve objectives of the Jawaharlal Nehru National Urban Renewable Mission (JNNURM), knowledge sharing amongst JNNURM cities in various sectors of urban reforms and city governance has emerged as a potential area for capacity building. It is felt that cities identified under JNNURM, for financing urban infrastructure and other aspects of urban development, can network amongst themselves for cross learning and sharing knowledge, hence effectively manage their cities. “Peer Experience and Reflective Learning” (PEARL) is an initiative under JNNURM to support cities to actively pursue activities in implementation of projects and reforms. Therefore, cities with similar urban issues and character are brought together. The cities have been divided into five groups, namely, (a) Mega Cities; (b) Industrial Cities; (c) Mixed economy; (d) Heritage Cities; and (e) Cities of Environmental Importance. A Network Convener and potential Knowledge Managers (KMs) were also identified for each Group. The main objective of PEARL is to create manageable networks between JNNURM cities for cross learning and sharing knowledge on urban reforms and city governance so that objectives of the mission can be successfully achieved to make cities more livable, economically vibrant and environmentally sustainable. The primary objective is to ensure smooth functioning of the PEARL Networks and assist the Mission Directorate in supporting and monitoring the program. Focus of PEARL activities will be on various processes and outcomes of JNNURM-projects and reforms. There is also a need to focus on the sharing of experiences on urban reforms and city governance and to sustain PEARL beyond JNNURM. 2. About the PEARL Portal and Best Practices: The proposed PEARL website – India Urban Portal (www.indiaurbanportal.in), is the gateway to the 63 cities under JNNURM and shall be linked to the main website of JNNURM. The portal is envisaged as a ready reference to best practices in planning, projects, reforms, accessible data/ resources and other innovations. The goal is to create an information network, community and resource that will provide qualified, trusted and variable information. It will also provide the stakeholders, a knowledge-sharing platform for interaction and discussion. The website will: a) Act as a platform to share knowledge among governments at national, state, and local levels as well as

community groups and citizens in JNNURM cities; b) Focus on linking Urban Local Bodies with community groups in the JNNURM cities; c) Provide information on organizations, techniques, technologies, resources, innovations, best practices,

etc. for the projects and reforms; d) Support outputs of JNNURM in terms of planning and implementation of projects and reforms; and e) Help to set up discussion forums, news, guidance, etc. among JNNURM cities.



3. Best Practices: You can submit ongoing as well as past projects to this Register. For example, such projects/programmes/reforms include local or regional projects in education, revitalisation, standardisation, community development, awareness raising, capacity building, documentation, use of new technologies, urban governance, reforms, PPP, service delivery, shelter and security of tenure, livelihood including micro credit, health and education, social development, urban mobility, etc. 4. Methodology for selection of Best Practice: Step 1:Identification and selection of best practice through Form I Step 2: Put up the collected best practice before the technical committee for approval for documentation. Step 3: Documentation of the best practice. Step 4: Publishing on website

FORM I

General information about your Organisation (Fill the following queries and provide one page write up about your organisation and project as well)

Project Contact Person:

Detailed Address of the Organization/Agency

Telephone No. Office: Residential: Fax: E-mail:

Type of the Organization Government

Individual NGO Co-operatives

Other

Partnering agencies/individuals

INFORMATION ABOUT REFORM

(Illustrative) A: Context 1.Title of the Reform: 2. Geographic Location: 3. Focus Area: B: Situation before implementation of Reform 1. Describe in brief (not more than 200 words), the situation as it was before the start of the project: (Describe in narrative form rather than in bullet form): 2. What were the problems/needs addressed by the Reform?



C. Implementation of the Reform 1. Describe the Reform in narrative form (in 500 words) 2. Goals of the Reform 3. Strategy used to achieve the desired goals 4. Activities implemented to achieve the above goals 5.Challenges/constraints encountered and how it was conquered 6. Outcome of the Reform D. Factors of Success 1. Describe the main successful (positive and sustainable) results/factors/conditions for the Reform F. Replicability 1. Is the Reform being replicated in any other region G: Impact of the Reform 1. Have the Reform been disseminated in any forum and have received any recognition 2. Documentation and Research work/References for the Reform, if any 3. Please enclose any photographs and resource products, paper clippings along with the entry. 4. Any other

PLEASE SEND THIS FORM AS AN ATTACHMENT TO: [email protected], [email protected], [email protected], OR Post/fax a copy to: Coordinator PEARL Project National Institute of Urban Affairs (NIUA) I and II Floor, Core 4B, India Habitat Center, Lodhi Road, New Delhi – 110003, India Telephone: +91-11-24643576(Director), 24617517, 24617543, 24617769, 24643284 Fax: +91-11-24617513 Website: www.niua.org, www.indiaurbanportal.org THANK YOU FOR YOUR PARTICIPATION