Management Solutions for Improved Service Delivery
SHAHPUR WARD AHMEDABAD Urban Governance and Management Studio Spring Semester 2019
Guided by: • Prof. Manvita Baradi • Ms. Shirley Ballaney • Ms. Shelly Kulshrestha
Prepared by: • Divyanshi Srivastava • Mithika Rachel Mathew • Monika Gupta • Priyanka Agarwal • Shivangi S • Shravan Satyen Engineer • Siddharth Gupta • Vidya S • Vishwa Nitinkumar Shah • Amrendra Bharati
Management Solutions for Improved Service Delivery
SHAHPUR WARD AHMEDABAD Urban Governance and Management Studio Spring Semester 2019
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Shahpur Ward Management Plan
F o re w o r d Ahmedabad shares many challenges and issues of Tier 1 Indian cites, as the percentage of population living in urban areas would rise from around 21% at present to about 60% by 2030. The population of Ahmedabad is expected to reach 10.5 million by 2030. The pressures of becoming one of the world’s mega cities has serious implications in terms of the resource security and system services sustaining the city’s population. The service providers in Ahmedabad need to address existing gazps to respond to the needs of communities and the future population who will also require the full range of urban services such as water supply, sanitation, drainage, solid waste management and amenities such as public toilets, parking, street vending and parks. It is recognised that Ahmedabad is likely to be impacted by the effects of this urban sprawl. These are slower onset changes but could impact on the resources and security of the city. The city may also experience a greater frequency and intensity of disaster events in the future which would impact households, businesses and the infrastructure of the city. The scale of these challenges and emerging needs means that Ahmedabad Municipal Corporation has to consider how it can best take action and evolve its existing approach to step up to the challenge. AMC could use the results of this project to inform upcoming plans and programmes to enhance service provision in the city. This cooperation has helped us take stock of the existing issues around the city and look at them in a new light. We would like to thank all those who participated in this initiative. This action plan defines a strategy and a number of constituent projects which will help to position the
city to improve the quality of life for all residents as well as address long standing development gaps. In the process, we can build a more resilient city, better able to respond to future challenges. The results of this project and the actions proposed will be shared with AMC and other relevant organisations in order that a more integrated approach can be taken to responding to the challenges facing the city. We are pleased with the involvement of AMC in this initiative and believe it represents a stepping stone on the path to a better future.
Shahpur Ward Management Plan
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Contents 01.Introduction
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About the studio Purpose Approach and Methodology Structure of the report
02. Ward Diagnostics 03. Water Supply Management
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A. Assessments Introduction Legislation, Policies and Guidelines System Description and Processes Human Resourse Studies and Surveys B.Issues C. Proposals C1. Improving system for new water connection C2. Preventive measures to reduce NRW C3. Setting up Water Quality Monitoring Regime
04. Sewage And Storm Water Management A. Assessments Introduction Legislation, Policies and Guidelines System Description and Processes Human Resourse Studies and Surveys B.Issues C. Proposals
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C1. Demarcation of Manholes and Pipelines C2. Preventive Maintenance Regime C3. Roboholes for Cleaning Manholes C4. Digitised Record Maintenance
05. Public Toilet And Community Toilet
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A. Assessments Introduction Legislation, Policies and Guidelines System Description and Processes Human Resourse Studies and Surveys B.Issues C. Proposals C1. Behavior Change Communication Plan C2. Improvement of Public Toilet Contract
06. Solid Waste Management A. Assessments Introduction Legislation, Policies and Guidelines System Description and Processes Human Resourse Studies and Surveys B.Issues C. Proposals C1. Information, Education & Communication Campaign C2. Bio-methanation plant for processing of waste C3. Involving waste pickers in D2D waste collection & Formation of Co-operative
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07. Public Health Management
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A. Assessments Introduction Legislation, Policies and Guidelines System Description and Processes Human Resourse Studies and Surveys B.Issues C. Proposals C1. Web/ Mobile Portal for Public Health System C2. Emergency Facilities at the UHC
08. Livelihoods A. Assessments Introduction Legislation, Policies and Guidelines System Description and Processes Human Resourse Studies and Surveys B.Issues C. Proposals C1. Public - Private - Community partnership for City Livelihood Centres
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09. Street Vendor Management
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A. Assessments Introduction Legislation, Policies and Guidelines System Description and Processes Human Resourse Studies and Surveys B.Issues C. Proposals C1. Model for Space Regulation of Vendors C2. Rules and Regulations for Street Vendors
10. Street Parking Management A. Assessments Introduction Legislation, Policies and Guidelines System Description and Processes Human Resourse Studies and Surveys B.Issues C. Proposals C1. Integrated Parking Management Plan
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11. Heritage Management
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A. Assessments Introduction Legislation, Policies and Guidelines System Description and Processes Human Resourse Studies and Surveys B.Issues C. Proposals C1. Information, Education & Communication Campaign C2. Introduce Supportive Incentive Programs C3. Awareness among citizens about current initiatives of Corporation
12. Planning Processes A. Assessments Introduction Legislation, Policies and Guidelines System Description and Processes Human Resourse Studies and Surveys B.Issues C. Proposals C1. Outsourcing Technical Support for the TPO C2. Managerial measures in the Existing System
References
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List of Figures Figure 3.1 Water Supply Network of Shahpur Figure 3.2 Frequency of cleaning the tank Figure 3.3 Disease faced in the family Figure 3.4 Recording time taken to fill a vessel of 5 Litre Figure 4.1 Description of drainage system for Shahpur Figure 4.2 Shahpur sewer and storm drainage lines Figure 4.3 Process for availing new connection Figure 4.4 Complaining process for Citizens Figure 4.5 Complaining redressal process for Citizens Figure 4.6 Hand bucket cleaning Figure 4.7 Cleaning with Saliya 6e Figure 4.8 Combined high-flow and deep suction Figure 4.9 Drainage complaints recieved throughout Figure 4.10 Cleaning of manhole without gears Figure 4.11 Reference of Robohole machine to be used Figure 4.12 Action plan for digitsl record maintenance Figure 4.13 Benefits of digitised records Figure 5.1 Location of Community toilets in the ward Figure 5.2 Location of Public toilets in the ward Figure 5.3 Existing conditions of toilet Figure 5.4 Toilet Survey Parameters (Ministry of Urban Development, 2014) Figure 5.5 Public toilets at Advance Mill Figure 5.6 Community toilets in Galaji ni Chali 2 Figure 5.7 Highly prevelant disease due to unhygienic conditions Figure 5.8 Unhygienic practices due to lack of awareness Figure 5.9 Existing condition of toilet Figure 5.10 Boundary of the selected chaali,i.e. Galaji ni Chaali 2 Figure 5.11 Squat Ease toilet seat Figure 6.1 Door to Door collection vehicle Figure 6.2 Emptying of wet waste at RTS Figure 6.3 Manual road sweeping Figure 6.4 Organizational Structure Figure 6.5 Garbage vulnerable point Figure 6.6 Percentage of waste that remains unsegregated as per the survey Figure 6.7 Digester tank, Indore Figure 6.8 Gas Cylinder, Indore Figure 6.8 Rag picker near Shankar Bhuvan road
Figure 7.1 Model of Urban Health Care Delivery as per NUHM Guidelines Figure 7.2 Structure of Urban Health Centre Figure 7.3 Maternity ward hall in Shahpur UHC Figure 7.4 OPD waiting area in the UHC Figure 7.5 Requirement of services in the UHC Figure 7.6 Reasons forpeople not being able to avail health schemes Figure 7.7 Interface of the UHC incorporating login and data feed Figure 8.1 Sahpur ward CRP, Manishaben, assisting an SHG in Mithun Sayid ni Chali with loan application paperwork Figure 8.2 Sanitary napkin production at City Livelihood Centre in Madhupura Figure 8.3 UCD staff at work in the nodal office in Shahpur Ward Figure 8.4 Organisation chart Figure 8.5 Location of the 5 SHGs surveyed in Shahpur Ward Figure 8.6 A. Swa Sahay. Mithan Syed na Chapra Figure 8.6 B. Sapna. Jupiter Mills ni Chali Figure 8.6 C. Ekta. Jupiter Mills ni Chali Figure 8.6 D. Jai Jogni. Parmanand ni Navi Chali. Figure 8.6 E. Sivam. Kamu Miyan ni Chali. Figure 9.1 Food vendors in the ward Figure 9.2 Vegetable mobile vendors Figure 9.3 Location of the vendors according to primary survey Figure 9.4 Yellow demarcating vending space in Bhadra Plaza Figure 9.5 Vending zone developed in Ravivari Bazaar Figure 9.6 Littering on streets by the vendors Figure 9.7 Encroachment Removal Drive of the vendors - Jamalpur Market Figure 10.1 Auto rickshaw parking at Kama Hotel at Khanpur Road Figure 10.10 Integrated Parking Management Plan with all components and the impact Figure 10.2 On-street parkingin Shahpr road leaving very less Effective RoW Figure 10.3 Base map showing affected areas due to haphazard parking Figure 10.4 Parking sign board with designated days for parking.in Relief Road Figure 10.5 Survey for identification of user andtype of vehicle Figure 10.6 Survey for identification of peak hours Figure 10.7 Survey for identification of suitable fares for parking Figure 10.8 Summary of Management Strategies Figure 10.9 Parking Signage Board and dimensions Figure 10.10 Integrated Parking Management Plan with all components and the impact Figure 11.1 Dariyakhan Ghummat, Shahpur- ASI listed heritage structure
Figure 11.2 Functions of the Heritage Cell, AMC Figure 11.3 TDR cycle Figure 11.4 Heritage structures in the walled city area of Shahpur. Figure 11.5 Unwillingness to invest for conservation Figure 11.6 Lack of intermediary platform for owners and developers Figure 11.7 Online portal - Information displayed on the portal for the buyers Figure 11.8 Online portal - Information displayed on the portal for the sellers Figure 11.9 Awareness creation program by the urban local body Figure 11.10 Summary of the areas concerned for the proposals Figure 12.1 Overview of Town Planning Process Figure 12.2 Human Resource involved in Town Planning
L i s t o f Ta b l e s Table 3.1 Summary of bucket survey Table 3.2 Standardised form for surveyor Table 4.1 Service level benchmarking Table 4.2 Format of cleaning chart to be fiiled Table 4.3 Format of routine cleaning log Table 5.1 Proposed Cleaning Roster for Public Toilets Table 5.2 Capital Expenditure of AMC for Toilets Table 5.3 Revenue Expenditure of AMC for Toilets Table 6.1 Complaints registered for SWM Table 6.2 IEC Plan for sensitizing Top level Management Table 6.3 IEC Plan for sensitizing Citizen Table 6.4 IEC Plan for sensitizing school students Table 6.5 Framework for teaching the concept of waste segregation Table 7.1 Exiting Facilities in Shahpur Health Centre Table 7.2 Data feed form Table 7.3 Data extraction Form Figure 7.7 Interface of the UHC incorporating login and data feed Table 8.1 Roles and responsibilities of CLC partners Table 8.2 Reports and schedule Table 9.1 Matrix formed to decide upon the types of agreement the vendor would engage in Table 10.1 Proposed Permit Charges Table 10.2 Parking charges for two wheelers
A b b re v i a t i o n s CEPT: Centre for Environmental Planning and Technology AMC: Ahmedabad Municipal Corporation AUDA: Ahmedabad Urban Development Authority UHC: Urban Health Care ULB: Urban Local Body GPMCA: Gujarat Provincial Municipal Corporation Act BPMC: Bombay Provinicial Municipal Corporation Act GDCR: Common General Development Control Regulation CPHEEO: Central Public Health and Environmental Engineering Organisation SOP: Standard Operating Procedure WDS: Water Distribution System WTP: Water Treatment Plant CCRS: Comprehensive Complaint Redressal System MLD: Million Litre per Day LPCD: Litres per Capita per Day C.E.: City Engineer A.E.: Assistant Engineer T.S.: Technical Supervisor ACE: Assistant city engineer SLA: Service level agreement BU: Building Use SUSV- Support for Urban Street Vendors UCD – Urban Community Development department GULM – Gujarat Urban Livelihood Mission TVC – Town Vending Committee NPUSV - National Policy for Urban Street Vendors SEWA - Self Employed Women’s Association NASVI – National Association of Street Vendors of India DAY-NULM: Deendayal Antyoday Yojana – National Urban Livelihood Mission SM&ID: Social Mobilisation and Institutional Development EST&P: Employment Skill Training and Placement SUH: Shelter for Urban Homeless RO: Resource Organisation CRP: Community Resource Person STP: Skill Training Provider CMMU: City Mission Management Unit SHG: Self-Help Group RF: Revolving Fund
ASI: Archaeological Survey of India SDA: State Department of Archaeology, Gujarat AMASR: The Ancient Monuments and Archaeological Sites and Remains Act DP: Development Plan FSI: Floor Space Index TDR: Tradable/transferable Development Right HCC: Heritage Conservation Committee TDRC: Tradable/transferable Development Right Certificate TDO: Town Development Officer OUV: Outstanding Universal Value HFC: Housing Finance Company HUDCO: Housing and Urban Development Corp. Ltd ALF: Area Level Federation CLF: City Level Federation CLC: City Livelihood Centre PPCP: Public-Private-Community Partnership RPL: Recognition of Prior Learning TP&VD: Town planning and Valuation Department UD&HD: Urban Development and Housing Department TPO: Town Planning Officer CTP: Chief Town Planning Officer JTP: Junior Town Planning Officer TPS: Town Planning Scheme SG: State Government GTP&UDA: Gujarat Town Planning and Urban Development Authority RoW: Right of Way IPMP: Integrated Parking Management Plan NUTP: National Urban Transport Policy
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Introduction
Introduction About the studio
1. Water supply
Cities that are well-managed create an environment conducive for growth and better quality of citizen life. The Urban Governance and Management studio was meant as an exercise to understand how cities are planned, financed, and managed. The study was carried out through the smallest unit of governance and administration in most cities- the ward. Wards provide a decentralized environment for connecting people, their representatives and administrators. Each ward has a unique character in terms of the people that reside and the quality of services which are delivered. Ward management is a multi-sector and multi-actor process. It requires coordination and integration of public as well as private action to solve problems of the citizens. It is a continuous process to make cities competitive as well as sustainable.
2. Sewerage and Storm water
Purpose
The studio focused on defining the functions and the functionaries of ward management in order to determine critical management issues at the ward/ local level, and develop strategies for streamlining day to day processes. It intended to study and develop an effective plan for the management of a local urban area, and to develop an implementation plan for management of services at ward level.
Approach and Methodology
Two wards of Ahmedabad city- Sabarmati and Shahpur- were selected as sites of study. After an initial mapping and analysis of the wards on factors such as history and growth of ward, transit networks, land-use and built form, economic agglomerations, a detailed individual study was undertaken on each of the following sectors:
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Shahpur Ward Management Plan
3. Solid waste 4. Public toilets 5. Public Health 6. Livelihoods 7. Street Vendor Management 8. Street Parking Management 9. Parks, gardens, open spaces, and heritage 10. Planning processes Over a period of 16 weeks, the sites and sectors were studied through mix of observation, interaction with administrators at ward, zone, and city level, surveys, consultations with stakeholders including agencies outside of government and the beneficiary public. Primary and secondary data was collected through this process of interaction and self-assessment. The study was strengthened with reading and review of sector-related literature and case studies. The study and outcomes of it were structured to address the system of delivery with focus on human resources, legislation, processes and finances. This approach was followed to understand efficiency and effectiveness of service delivery, and identify gaps in the process, and issues on ground. A comprehensive understanding of each ward was built, with special emphasis on cross-sectorial linkages. Based on these findings, proposals have been prepared to tackle the problem areas and address opportunities. Management solutions have been identified that suggest interventions in regulatory, capital expenditure, and institutional frameworks, and their implementation and financial plans.
Structure of book The first chapter of this book introduces the studio, project, its objectives, and the approach and methodology followed. Analysis of each ward is represented through maps in the Ward Diagnostics chapter. Following this, subsequent chapters detail each Sector of individual study presented through assessments, issues, and proposals. Assessments are made on the basis of legislation, policies, guidelines,
studies of systems and processes, human resources, and qualitative or quantitative surveys. Issues identified through the assessments are highlighted in the next section. Each sectoral chapter closes with proposals constructed in response to the issues, and explained through rationale, salient features, impacts, costs and recovery. The book closes with an integrated overview of the proposals and how it re-shapes management of the ward.
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02
Ward Diagnostics
Ward Diagnostics Overview
Ward Connectivity
Located in the dense old city of Ahmedabad, Shahpur is a historically significant ward demonstrating the growth of Ahmedabad with everything from a slice of the Walled City, sites of multiple textile mills from the city’s industrial heyday now converted to housing blocks or swanky commercial establishments, a strip of the reclaimed and developed Sabarmati Riverfront Project, and beginnings of the construction of the Ahmedabad Metro Rail.
Shahpur is connected across the Sabarmati river through 3 bridges- Gandhi bridge, Rishi Dadichi bridge, Subhash bridge. Shahibaug and Delhi Darwaja are points of entry to the ward along its western boundary. By road, Shahpur is 3.5 km away from Ahmedabad Junction Railway station, 6.7 km from Maninagar station, and 7.8 km from Sabarmati station. Sardar Vallabh Bhai Patel Airport is 7.3 km away.
The ward studied for this project is defined by boundaries drawn for the 2017 legislative election, which include parts of the former wards of Shahpur, Dariyapur, and Madhupura. These boundaries encompass a diverse range of settlements from the independent bungalows of Shahibaug to the dense informal settlement of Shankar Bhuvan no Jhopra. It contains significant structures such as the Dudheshwar Water Works- the first point from which organized, piped water was supplied in Ahmedabad, and Dariya Khan Ghummat- a 15th century brick tomb which is currently labelled a ASI heritage structure. The site thus presents an excellent opportunity to study urban management and quality and delivery of services and utilities. Shahpur is ward number 17 in Ahmedabad, and is located in the Central Zone. The current ward area is 5.01 sq km and is occupied by a population of 1,20,000. This makes the ward population density 23,952 per sq km, which is more than double the city population density of 9900 per sq km.
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Shahpur Ward Management Plan
Ward Connectivity Map -I
LEGEND 24M Wide 18 M Wide Ward Office
Shahpur Ward Management Plan
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Transit Networks
Developed And Un-Developed
Major road networks in Shahpur are the 24m wide Kasturba Gandhi road, and Dr Ambedkar road; 18m wide Dudheshwar road, and Shahpur road; and the 14m wide internal roads which connect commercial and residential roads to the wider roads. A Bus Rapid Transit System (BRTS) line runs along the Dudheshwar road, with 3 stops within the ward. The Ahmedabad Municipal Transport Services (AMTS) service runs along a 10.9km stretch, and has 16 stops within Shahpur. The section of the currently under construction Ahmedabad Metro passes through Shahpur ward.
Shahpur is a densely developed ward, with very few vacant plots. The only significant strip of undeveloped land lies along the Dudheswar waterworks and Sabarmati riverfront.
Land Use
Shahpur currently has a mix of mostly residential, institutional, industrial land uses. The mixed-use areas are primarily residential-commercial. This can be contrasted with the proposed Development Plan published by AUDA which shows a major central area, currently composed mostly of residential and industrial, being converted to a new Central Business District and Logistics Zone. The sliver of Walled City within the ward is mostly residential. BUILT FORM TYPOLOGY Shahpur ward is mostly composed of low-rise buildings. The high-rises present are residential towers. There are several slums and chawls in the ward. Chawls were housing for the textile mill workers which have over the years degraded due to increased density within each settlement, and increased stress on utilities.
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Shahpur Ward Management Plan
Economic Agglomerations
Distinct economic agglomerations are identifiable in Shahpur, both of the formal and informal types. Formal economic agglomeration have activities such as shopping complex, small and medium industries, and metal workshops. Informal economic agglomerations were small scale retail such as scrap dealers, vegetable vendors, and used electric goods, as well as the informal cloth market- Juna Kapda market.
Transit Network -II
LEGEND Metro line BRTS line AMTS line Metro Station BRTS Station AMTS Station
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Land Use -III
LEGEND Residential CBD Industrial Commercial Institutional Mixed Use Parks, Garden Vacant Land Water Body
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Shahpur Ward Management Plan
Built form Typology -IV
LEGEND Low Rise High Rise
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Ward Administration The city of Ahmedabad is currently divided into 6 zones for administrative purposes - Central, East, West, North, South, and New West. Each zone is further split into wards. There are at present 48 wards. The Ahmedabad Municipal Corporation (AMC) consists of 2 wings- an Elected and an Administrative wing. The Elected Wing is headed by the Mayor, and is led by the Standing Committee, which is one of twelve statutory committees and has powers to sanction and award major work. It also has power to make financial decisions. The eleven other Special Committees, composed of 16 Councillors each look after specialized functions of the AMC. Each ward is represented by 4 Councillors, elected once in 5 years. The Mayor heads the party with the largest number of Councillors elected. Ahmedabad has 192 such elected representatives. Each ward has two male and two female elected representatives. The Administrative Wing, which is headed by the Municipal Commissioner, executes and implements the law, and decisions of the Elected Wing. The Municipal Commissioner is an IAS officer appointed by the government of Gujarat and wields executive power of the house. There are 8 Deputy Municipal Commissioners and 3 Assistant Municipal Commissioners who report to the Municipal Commissioner. They function as heads of particular zones, have different departments to supervise, and shoulder overlapping roles and responsibilities pertaining to the administration and functioning of the city.
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Shahpur Ward Management Plan
There are different departments working at zone level and ward level. The District Magistrate department looks after the maintenance of law, order, and safety in a district. This department is headed by an Assistant Manager, under whom senior and junior clerks work. The Town Development department looks after three major functions- implementation of Town Planning scheme, inspections for approval of building use permissions, and encroachments. A Deputy Town Development Office heads this department. An Assistant Town development officer works under Dy. TDO, and monitors under two sets of peopledepartment- wise executives (encroachments, licenses, rents, etc), and ward-wise inspectors and sub-inspectors. The Revenue Department looks after revenue of the ward, zone and city, and is headed by a Deputy Assessor and Tax Collector. An Assistant Manager and Division Superintendent report to this official. There are Shirastedar and Deputy Shirastedar who maintain records, and there are Inspectors. At ward level, there are two main departments, the Public Health department and the Engineering department. The Health department at ward level is headed by the Public Health Supervisor (PHS) who looks after sanitation of the ward- solid waste management, street sweeping, and sanitation of public/community toilets. The Engineering department at the ward level is headed by an Assistant City Manager who supervises an Assistant, as well as a Technical Supervisor, and Non-Technical Supervisor. The Engineering department looks after the day-to-day technical issues faced by the ward in water supply lines,
drainage lines etc. The Public Health Supervisor and the Assistant City Engineer then report to Sanitary Superintendent and Additional City Engineer at zone level.
Structure of AMC
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Organogram Administrative Chart
Departments with respect to the Authority
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Water Supply Management
A. Assessments Introduction Water supply management is a continuum of activities including planning, developing, distributing, and harvesting water. In urban areas, sustainable water management requires an amalgamated approach to ensure that the development and consumption of water resources, infrastructure for water deployment and both wastewater and water treatment facilities satisfy the economic, social, environmental and multi-sectoral demands of the area. The availability of water is very important for survival and is the constitutional right of the citizens of India. For a country like India, with a population of over 1.3 Billion, extensive expertise and research is essential to deal with the complex nature of urban water management and treatment to fulfil the needs of every single individual. The mitigation approach requires involvement of innovation and implementation of contemporary methods and technology that focusses not only towards the enhancement of the urban environment but also increase the liveability condition. The study deals with understanding the quantity and quality of water supplied at the consumer end of one of Shahpur wards in the Ahmedabad Municipal Corporation (AMC) and thereafter looking towards reforms if any discretion is found.
Legislations, Policies, Guidelines And Service Level Benchmarks The Gujarat Provincial Municipal Corporation Act (GPMCA), 1949: Section 185A of the GPMCA states that ‘supply of pure drinking water and construction and maintenance of water¬ work’ is an obligatory function of the Corporation.
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Shahpur Ward Management Plan
Under the 74th Amendment Act to the Constitution, responsibilities have been legally transferred to ULBs. Ahmedabad Municipal Corporation has allocated 30% of property taxes as water tax. All other ULBs levy a fixed yearly tariff. Guidelines on water supply levels are stated in the CPHEEO manual, 1999 This Standard Operating Procedure (SOP) is a stepby-step guide for ULB’s Water Supply Department staff to institute a framework for routine water quality surveillance. The procedures outlined in this SOP are applicable to all urban local bodies in Gujarat.
System Description And Processes Ahmedabad can draw water from the Narmada River and the Sabarmati River to fulfil the city’s water requirement. However, Sabarmati River being non-perennial, which supplied water through Dudheswar Treatment Plant with 70 MLD capacity was considered an unreliable source and hence, not dependable. Earlier, seven French wells constructed on Sabarmati River served as the primary source of water having a capacity of 150 MLD. But, the evergrowing need for water led to the construction of Narmada Main Canal, Sardar Sarovar Dam and Kotarpur WTP (650 MLD) to channelize the water from Narmada river. Furthermore, to fulfil the water demand, construction of intake wells and gravity lines took place at Kotarpur, whereas, a 200 MLD capacity WTP was set up at Raska under the JNNURM scheme. Additionally, construction of Jaspur WTP (275 MLD, now augmented to 400 MLD) took place in 2006 to cater to the west zone of AMC. Water from Narmada river is diverted into Four water treatment plant across Ahmedabad:
1. Kotarpur Water Treatment Plant (Capacity: 850 MLD) 2. Dudheshwar Water Works (Capacity: 110 MLD)
by one technical supervisor for Dudheshwar and Shahpur, pocket and two technical supervisors for Madhupura.
3. Jaspur Water Treatment plant (Capacity: 400 MLD)
As a part of the study, four aspects of the process has been analysed -
4. Raska Water Treatment Plant (Capacity: 200 MLD)
1. New Connections 2. Complaint Redressal
The underground reservoirs receives water through feeder pipes from the WTP. These underground reservoirs are attached with the pumping stations at the WDS, which supplies water to households for an intermittent period of 2-3 hours each day.
3. Recording inflows and outflows of water at WDS
Central Zone has water supply of 80.92 MLD which is distributed to 55,77,940 citizens (population census 2011). This adds up to to 145 Litre supply per capita.
Based on studies and interaction with concerned officials, any individual looking forward to availing a water supply connection for a built infrastructure undergoes the following processes:
At Shahpur Ward, a streamlined water distribution network exists which is categorised based on ownership. Segregation of the water channel in the distribution network has been made as private supply lines and public supply lines. Public supply lines further bifurcate as stand posts and community lines. Water is sourced from Dudheswar WDS and Shahpur WDS, which is channelized through these pipelines to every household in the Shahpur ward. The water delivery in the ward occurs in two phases each day and the timings are from 06:00-08:00 Hrs in the morning and 17:00-18:00 Hrs in the evening.
Step 1 (Engineering Department): New connection form is collected at the Zonal Office, which is duly filled and submitted along the with following attachments:
Water supply involves a continuum of complex functions and requires involvement of numerous bodies that have to work collectively in order to ensure water distribution to every household. To simplify the managerial aspect, the ward has been divided into three zones or pockets, headed
4. Preparing Tenders and Bills 1. New Connections
1. Property Tax Bill 2. Proof of Sewerage connection compliance 3. Approved Building Plan 4. Building Use Permission The officials then send the documents from the Zonal office to the concerned Ward office. Step 2 (Engineering Department): Post receipt of the documents, verification is done by the Assistant Engineer (AE). After necessary checks, the AE delegates the work of laying out new connection to one of the approved contractors. The contractors along with their supervisors, visit the site and
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LEGEND 42” Dia supply lines 48” Dia 36” Dia 60” Dia Shahpur WDS Dudheshwar Water works
Figure 3.1 Water Supply Network of Shahpur 38
Shahpur Ward Management Plan
take necessary measurements for establishing feasibility and preparing monetary estimates for carrying out the work. Budget for the project is then booked by the A.C.E after performing all necessary authentications. The file is again sent back to the zonal office from the ward office.
of the ward visits the site to assess the problems and address the grievances. After successfully analysing the situation, the supervisor allots a work tender to approved agencies who then completes the work in a stipulated time and finally prepares a work completion certificate.
Step 3: The ward level authorities notify the concerned individual about the total amount required for the project which is then paid at the accounts department at the Zonal office.
Additionally, if required, the Assistant Engineer puts up remarks in the complaint closure report to divert it to another department.
Step 4: After the payment is verified, project file is transferred from the zonal to the ward office for commencement of the project. Usually, the new connection is laid and made functional within a week period.
Water project department is in-charge and responsible for supplying sufficient water to each water distribution station. Supply of water takes places continuously for 24 hours each day and the authorities at the project department ensures the same. A designated employee at the Kotarpur WTP operates to change the flow of water directed towards different wards.
2. Complaint Redressal Post completion of the project, an individual can file grievances if he/she encounters any inconvenience. The complaints can be filed either through offline or through online medium. The offline process involves collecting and filling a ‘slip’, also called fariyaad, which is available at the ward office. The slip contains spaces for mentioning the problems, along with provisions for writing the citizen’s address and contact details to create a database for reaching them as per need. The online process consists of CCRS portal, which allows registering complaints via website, SMS, E-mail, mobile application or call centre. Process of complaint resolution After a complaint is received at the ward office through any of the above-mentioned mediums, the assistant engineer is briefed about the scenario via text messages. Thereafter, the technical supervisor
3. Recording inflows and outflows of water at WDS
Water from Kotarpur WTP reaches and gets collected in 22 underground tanks of ten lakh gallons each. Thereafter, the water is pumped up to the overhead tanks one hour prior to the supply hours through three booster stations. Booster 1 fills Vallabh Jalladhar (ten lakh Gallon) and RCC 3 (six lakh Gallon). Booster 2 fills RCC 1 (six lakh Gallon), RCC 2 (six lakh Gallon) and RCC 4 (six lakh Gallon). To facilitate pumping of water to the overhead tanks, four submersible pumps of 425 HP and three submersible pumps of 250 HP pump have been put up in the booster stations. During morning supply shift, six of these pumps are functional and in evening shift, three pumps care operational. The scale measures the level of water in the OHT and
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take one hour to fill up. Vallabh Jallandhar, RCC 1 & RCC 3 provides water to Shahpur ward. An operator employed by the Water Operations Department is responsible for overseeing and ensuring the correct level of water in the sump every hour at the WDS. The operator is monitored by the Assistant engineer. If the water level is not adequate, AE is notified of the issue, who then co-ordinate with the water project department to ensure sufficient water availability in the sump prior to commencement of the scheduled water distribution the next day.
Human Resources
In addition to the responsibility of the operator of managing the operating hours of the pump according to the schedule, he/she also drives the online chlorination process during the supply hours. The operator ensures that 0.25 ppm chlorine level is maintained.
Water Project Department is in constant liaisons with the Gujarat Government to procure required quantity of water from Narmada Main canal and Shedhi Branch canal. The Department monitors the supply of clear water from the WTP to the WDS across the city throughout the day. Along with this, the department is also responsible for the operations and management of the WTP. Additionally, they also conduct studies for future requirement of water supply.
4.Preparing Tenders and Bills Initiation of payments for completed works are made post completion of the project. Assistant Engineer verifies all completed works and prepares a completion certificate. A bill is prepared with the list of equipment & materials and labourers involved in the project, which is then certified by the Assistant City Engineer. After due verifications and checks by the Assistant City Engineer, the files are sent over to the Zonal office for processing. Before initiation of the financial transactions, Deputy City Engineer crosschecks the documents and gives his approval. Finally, the payments are made from the Zonal office.
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Co-ordination among various bodies is necessary to ensure constant supply of water to every household and institution within a city. Water supply is an extremely complex process involving engineers, planners and managers who act as cogs in the wheel and keep the process running. They are positioned at specific departments or bodies where different functions in the overall process are carried out. 1. Water Project Department (Central office):
2. Water Operation Department (Central Office):
Studies And Surveys
The Water operation department is headed by an A.E. at the ward level. Their entire workday is divided into two specific period; from 9am-12pm, they are mostly entitled to visit sites where projects are ongoing and post 12pm till the end of the day, they handle all office duties. Apart from the AE, several others form the core of the Water Operation Department. Assistant City Engineer handles the pumping maintenance activity while, the Assistant Engineer monitors the O&M works, prepares tenders, maintain records, scrutinize electricity bills and approve project bills. In addition, the department also houses a technical supervisor who manages operations, monitor on-site works and checks chlorination & pressure. Also, contracted labourers form a part of the department and are in-charge of operating the pumps and maintain the water distribution stations.
Two types of Surveys where conducted to get a user experience feedback for water supply. The methods adopted to complete the survey was through:
3. Engineering Department (Ward Office): The engineering department is headed by an assistant engineer whose duties are similar to those of the AE in the Water operations department. The other members of the engineering department includes an Assistant city engineer who initiate actions to resolve complaints, prepare proposals, quotations and budgetary requirements for a specific project and file closure report of complaints. A Technical Supervisor meet complainants, maintain records, supervise contractor’s labourers and machine operators. Additionally, Engineering department also employs a non-technical supervisor who supervise labourers, take on site measurements and also Labourers who carry out repair works.
1. Random sampling 2. Bucket survey 1. Random Survey: According to the standards, the sample size should be 1,800 household for 1,20,000 population, but due to constraints of time and resources, sample size was taken as 100 households. The primary motive for the sample surveys was to venture on the ground and take feedbacks from the local people to analyse real life field observations. During the survey, to maintain diversity and gather a broader dataset, samples were taken from high-rises to pavement dwellers, privately owned establishments to encroached infrastructure. In addition, washroom usage pattern was also looked into as it forms one of the majority areas in the water consumption in any household. The survey also included areas close to the WDS to the far end of the supply line so that at each interval we have an estimate on the quantity of water reaching households as it moves farther away from the source station. The primary objective of the survey was to gather information about the quantity of water used by each household in a particular locality, determining whether the quantity was enough, even in the hot summer days. Additionally, the survey was also aimed to establish the quality of water being supplied keeping in mind the condition of storages and a feedback on the diseases prevailing in the ward, if any.
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2. Bucket Survey
Figure 3.2 Frequency of cleaning the tank Figure 3.4 Recording time taken to fill a vessel of 5 Litre
Figure 3.3 Disease faced in the family
From the survey, it was derived that average family size is 7.2 people per household, and water supply is averaged to 2 hours per day. There are complaints registered about inadequate supply. During the survey it was observed that there is of lack monitoring for quality of water supplied. Furthermore, consumption of water per capita could not be calculated in this survey for which bucket survey was conducted at the consumption end.
Bucket survey was conducted in 9 areas during the supply hours to analyse the amount of water being supplied at the household. Here, time taken to fill up 20 litres of bucket was recorded at an interval of every 30 minutes. While performing the survey and collecting sample data, certain points were kept in mind like proximity of supply from WDS, collection of water in the supply lines, due to which low lying area gets longer duration of supply, collection from end point of distribution network, non-slum and slum area. The method was adopted as it gives constant and reliable data from which accurate conclusions could be derived. Thereafter, average of all these recording done was calculated and the following statistics were derived: Receiving end LPCD = 137 Supply end LPCD
= 145
Wastage
= 8 LPCD (i.e. 5.5%)
The results make it clear that the difference in the receiving end and supply end LPCD is within the NRW range provided in the standards.
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B. Issues Inadequate quantity of water distributed Locations
Family size
LPCD
At point A
12
148.79
At point B
11
183.63
At point C
3
266.47
At point D
14
32.41
At point E
11
125.48
At point F
18
62.75
At point G At point H
6 6
135.32 152.15
Table 3.1 Summary of bucket survey
It can be observed from the results that even when the average LPCD is 137 according to bucket survey, there is a huge gap in the distribution of supply. One possible reason that can be extracted from the table is the irregularity in the number of members assigned for a single connection. After further analysis it was seen that topography of land affects the pressure of water which increases such a discrepancy. Also, it has been observed in the sample survey that 17.6 percentage do not receive water in the evening hours forcing them to store water for 24 hours that may lead to contamination. Unaware about leakages According to the service level benchmark, supply of water for a population of 1,20,000 at the rate of 150 LPCD is 18 MLD. According to the Water Production Department, present supply for Population of 1,20,000 at the rate of 145 LPCD is
17.4 MLD, while, the bucket survey shows an average LPCD of 137.8 in Shahpur ward. This confirms a loss of 7.2 LPCD, i.e., within the acceptable range of NRW. As mentioned in the earlier chapters, due to the on-going construction of metro lines in Shahpur, leakages were successfully spotted in the water supply line. These leakages are too minute to be seen by the naked eye, but during supply hours, when water flows through a specific pressure, there is huge loss of water in the lines. Insufficient water quality monitoring Cases of water borne diseases were identified in the ward that raised the question of water quality check in the area. Thereafter, the storage system of these households was surveyed and were found clean and free from contamination. A bacteriological test was done in the central laboratory at Dudheshwar for which 14 samples were collected on every 9th day, since they collect one sample from each zone. For residual chlorine, four bottles were collected during the supply time. However, there is no record of physical and chemical survey conducted. Further tests were conducted in case discrepancies are observed or complaints recorded. No preventive tests were carried out. The CCRS also logged 17 complaints relating to the quality of water supply in a span of just 3 months. Also, there is lack of fund allocation for preventive maintenance. 3.4 Crore is allocated to Shahpur ward yearly, out of which, only 0.5 - 0.6 Crore is spend on water supply management and its operations and maintenance.
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C. Proposals C1. Improving system for new water connection Rationale This proposal suggests concentrating the process of applying for new connections to zonal level as workload at ward level is high, and to focus the process at a single point. It is more efficient to have a single enquiry and payment section rather than multiple entities to avoid confusion and streamline process on the administrative end.
Action Plan To initiate a new water connection, the person has to collect the application form, which will be available at the zonal office. Post form collection, the person has to fill the same, attach the following documents: property bill tax, proof of sewerage connection compliance, approved building plan for necessary checks. After which, Land analysis should be carried out and higher altitude ground should have a bigger connection. According to the current pressure of water supply, to enable 150 LPCD water supply each day for 8 members in the family, a ½ inch diameter connection is required beyond which there should be increase in the size of connection. Once the diameter is calculated the payment towards processing charges, new connection and water tax (30% of property tax) will be made at the account department in the central zone office. These charges will be non-refundable. Enquiry counters will also be available in the office for information dissemination and solving queries. Post payment of the fees, the form along with the
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attachments shall be uploaded on a cloud server online (AMC portal) and sent to the ward office. The AE shall check and verify all the documents provided. In case, any discrepancy with the application is identified, specific time will be given to make necessary corrections. After AE’s approval, he/she shall delegate the work of laying out the new connection to one of the approved contractors. The contractor along with the supervisor shall visit and take necessary measurements and judge the feasibility. Finally, the investment required for the new connection will be calculated as per the measurements and the budget for the same shall be booked by the ACE. With increasing number of connections there will be decrease in pressure in the lines and increase in demand of water from the supply end. Therefore, a formula would be made which would state that: For a span of 0.5 km there should be maximum ‘x inches’ of connection, if this number goes beyond, there would be a requirement of a pressure pump.
Impact This process would result in supplying adequate water to every household.
C2. Preventive measures to reduce NRW Rationale In Shahpur ward, due to corrosion and ageing, holes and leakage points may have cropped up on the older pipes. These points may be extremely minor in size, but they may still lead to water leaking from the pipes, usually unseen below the surface of Earth.
Action Plan Leakage sensors, also known as leak noise correlators, must be used to find specific leakages points that are hard to spot with the naked eye. This instrument consists of a radio transmitter unit and a correlator unit and they are placed on the test main at the two ends of the stretch attaching their magnetic sensors to the mains. Prerequisite for usage of this device are drawings and dimension of water supply lines, material and quality of lines, software operations on PCs running Microsoft and velocity of water flow. The process could be explained properly by an induction session for the engineers. Therefore, one technical supervisor is required from the Engineering department of the ward and two representatives from the contracted company and three labourers to carry out the process. Since this is a preventive check, a regime has to be made for a constant check. The process should involve monthly checks in the main lines ranging from 35 inches to 60 inches. Also, weekly checks should be performed owing to the frequent leakage issues documented. Additionally, weekly checks at the outlet lines from the WDS is required due to its peak pressure point.
Case Study Geetanjali Enclave Society, Delhi, An area with population of 2,150 was being supplied with nearly 10 Lakh litre of water every day, yet there were complaints. After ring-fencing this area it was found that water was being supplied in short intervals and at high pressure which resulted in higher leakages and huge quantity of water were lost. Due to the absence of pressure during the non-supply intervals, contaminants also entered the supply lines through leakage points. Ringfencing and closing all entry points except one, where water pressure and consumption were maintained and monitored to detect leakages, state-of-the-art Helium leak detection technique was deployed. This gas was injected into the water network, which rose up through the ground from leakage points. Electronic sensor picked up the pressure of gas and the leak location was confirmed with a sniffer. Location of the leak was then marked and coordinates were finally uploaded on a GIS enabled study. To prevent losses due to unattended supply lines, a non-technical supervisor and all the other staff members patrolling the ward during the supply hours should carry a bibcock with them to mount and lock individual lines that are left open. They could also charge an INR 500 penalty.
Impact With reducing the leakage in the lines there will additional quantum of water for supply.
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C3. Setting up Water Quality Monitoring Regime Rationale Insufficient of water quality monitoring and incidences of water-borne diseases are observed in the ward which calls for a strict method of setting up a process which will give one protocol to collect the sample and create a standardize database.
Action Plan Methods and procedure to analyze (physical, chemical and biological properties of drinking water) 1. Identify sampling locations 2. Establish a sampling regime 3. Database of samples collected & test results 4. Take remedial measures in cases of failure of sample 1. Methods and procedure to analyze a. Residual Chlorine: It indicates that a sufficient amount of chlorine was added to the water to kill disease causing bacteria and viruses making the water safe for consumption. This test is conducted on site using water quality field test kits. b. Physical test: This set of tests includes analysis of turbidity, pH, TDS, taste, color, odor and temperature value. This test is conducted on site using water quality field test kits. c. Chemical test: Chemical tests provide assessment of total hardness, chlorides, sulphates, fluorides, nitrate, calcium, magnesium, alkalinity and acidity.
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This test is conducted on site using water quality field test kits and the samples are sent to a laboratory for testing. d. Bacteriological test: Bacteriological tests analyze the number of bacteria present in drinking water. Preliminary test is conducted on site and then sent to the medical department laboratory. 2. Location of Sampling Survey: Samples must be taken from the water source, WTP, storage facilities, WDS, points at which water is delivered to the consumer, and points of use. The number of sampling points should be proportional to the number of links or branches and these points should include possible contamination such as unprotected sources, loops, reservoirs, low-pressure zones, ends of the system, etc. It should be kept in mind that at least one sampling point directly after the clean-water outlet from WTP is taken. Additionally, samples should be collected in slum, non-slum areas and community stand posts. The sampling locations at consumer end should be identified based on the population served by each water distribution zones. Finally, identification of the staff responsible for sample collection on different locations is required. According to CPHEEO, one sample is required per 15,000 population i.e., eight samples are required for 1,20,000 population. 3. Establish a sampling regime Frequency of required water quality tests provided in CPHEEO manual.
3. Remedial measures in cases of failure of sample There are three types of failure • Failure of water quality tests. • Complaints of dirty/ turbid water from citizens or a localized epidemic of enteric infection. • Unsatisfactory findings of sanitary inspection. If the quality issue is around untreated piped water supply immediately protect the source and its catchment area, conduct a detailed sanitary inspection and immediately correct the shortcomings found. If the quality issue is around WTP or WDS: report unsatisfactory findings, immediately collect samples and send for testing to confirm bacteriological quality. Steps taken: Samples are taken for bacteriological analysis. Immediately chlorinate water supply so that
the tail end has minimum 0.5 mg/l of free residual chlorine. Conduct a detailed sanitary inspection of source and WDS and rectify the shortcomings found. Ensure routine sanitary inspections, especially in areas prone to water logging and flooding. Steps taken: (For citizen awareness) Communication: Recommend boiling of water or use of disinfectant (chlorine tablets) to area residents. Distribution: If the report is wrong three times in a row, remedial Pills like chlorine tablets should be distributed in the ward. To create a database a standardized form for all surveyors is required.
Impact Quality monitoring will help in reducing the waterborne diseases.
Consumer End Water Quality Test : Daily Name of Municipal Corporation Agency / Department involved for Sample: Name of staff collecting samples: Date Sample Time No 1.
Ward
Water Zone
Designation: Address
Pocket No
Source of Water
RC (ppm)/ Colour No
Result
Remarks
Table 3.2 Standardised form for surveyor
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04
Sewage and S t o r m Wa t e r Management
A. Assessments Introduction Sewerage is the system of pipes, chambers, manholes and other infrastructure that conveys sewage (human excreta) for disposal. Waste water is the water that emerges after fresh water is used by human beings for domestic, commercial and industrial use. There are two types of waste water - black water and grey water. Black water contains water used to flush toilets to evacuate human excreta. Grey water is easier to purify as compared to black water, the practice predominantly followed in india is to combine these two wastes to discharge into a public sewer or into a sewage treatment plant (stp) in a residential community/ building that has no access to a public sewer. Storm water management is the science of managing storm water runoff to prevent adverse impacts on the environment. The main goal is to manage water quantity in addition to protecting water quality.
Legislations, Policies And Guidelines Bombay Provincial Municipal Corporation Act, 1949 As stated in the BPMC Act, 1949, Chapter – VI. (Duties and powers of the municipal authorities and officers), obligatory and discretionary duties of the corporation include:
63. (3) – The collection, removal, treatment and disposal of sewage (4) – The construction maintenance and cleansing of drains and drainage works (GOG, 1949).
CPHEEO Manual, Ministry of Housing and Urban Affairs
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The manual gives detailed specifications for operating and maintaining sewage systems on the basis of engineering, operation of sewer lines, and maintenance of sewerage system. The manual also suggests the type and quality of safety gear to be provided to workers in order to prevent hazards to their health. It also includes the guidelines to operate and maintain sewerage treatment plants and pumping stations. Citizen’s charter It defines roles and responsibilities of local bodies. Ccnstruction and maintenance of drain lines are described under service level agreement period. For a new connection, sla period is of 7 days and for redressing the complaints, the sla period is 2 days. Service level benchmark They have been set up by the ministry of housing and urban affairs for sewerage and storm water systems. These benchmarks are set up as goals for urban local bodies as targets to achieve to ensure maximum productivity and efficiency. All ulbs need to be thorough with these benchmarks in order to give a proper direction to their development work.
System Description and Processes Shahpur ward’s drainage system has old pipe lines across the ward. There are separate drains for storm water and sewage disposal. Waste water from households finds its way to the government drains through the connections. As some areas are low lying, two pumping station supplement the system in Shahpur- the Shahibaug pumping station with 19 MLD capacity, and the Mehndikaun pumping station with 16 MLD capacity. The waste water goes to a terminal pumping station, and finally to the STP
Indicator
Service level benchmark Benchmark
Shahpur
Coverage of the sewage network Collection Efficiency Adequacy of sewage treatment Extent of reuse and recycling of sewage Efficiency in redressal of customer complains
100% 100% 100% 20% 80%
90% 100% 100% 0% 60%
Efficiency in collection of sewage charges
90%
50%
storm water drainage network
Storm water 100%
90%
Table 4.1 Service level benchmarking
in Pirana. This facility has a capacity of 180 MLD and treats the water to the secondary level. This treated waste water is discharged into the Sabarmati river. Storm water is directly discharged into the
Sabarmati through designated storm water drains. Shahpur is serviced with a storm water network, and has approximately 876 catch pits. During monsoon these catch pits helps to collect rainwater.
Figure 4.1 Description of drainage system for Shahpur
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LEGEND Main Sewer lines Flow Direction Pumping Station Terminal Pumping Station
Figure 4.2 Shahpur sewer and storm drainage lines 52
Shahpur Ward Management Plan
The processes involved for sewage and drainage system are elaborated belowNew Connection Process Providing drainage connections to households is one of the duties of the Municipal Corporation. The zone office is supposed to provide drainage connections to citizens within 7 days of application. The whole sanctioning process involves Engineering department at all three levels. Sanctioning Process - The application form is available at the zone office for INR 10. Filled up applications can be submitted with mandatory documents which includes property tax bill, impact
fee receipt, connection charges, BU permission documents to the zone office. The office then verifies the documents and transfers the application to ward office. Ward office personnel carry out a site inspection of the requested area to check feasibility of connection. After the site inspection, the application form with all the documents is sent to the AMC head office through the zone office. The file is approved by the Deputy City Engineer after fee submission in the accounts department. The connection is provided to the household by an annual contractor who reports to the Ward office.
Figure 4.3 Process for availing new connection
Complaint Redressal Process Complaint Redressal System is the official portal of AMC for citizens to register complaints. The CCRS is
a web-based enterprise solution that allows AMC to enhance citizen satisfaction through comprehensive service management and efficient service delivery. It automates the entire complaint process right from
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registration to closure. It also enforces service level policies to ensure the complaint gets attended to within desired timeline, or gets escalated to higher authorities for their attention and intervention. Complaints can be registered both online and offline
through CCRS portal and complaint redressal department at ward office. There are two mediums to register offline complaints- phone calls on 155303 from landline or mobile between 6:00 AM and 10:00 PM, or through SMS.
Figure 4.4 Complaining process for Citizens
Figure 4.5 Complaining redressal process for Citizens 54
Shahpur Ward Management Plan
Cleaning Process Cleaning is done both manually, and by machine. Manual cleaning involves bucket de-silting and Saliya 6E. Machine cleaning involves high flow jetting, deep suction, combined high flow and deep suction. There are two contracts for cleaning- one for de-silting which is issued by ward office based on requirement, and other is machinery contract issued from zone.
Figure 4.6 Hand bucket cleaning
Human Resources Sewage and storm water management is handled by the Engineering department of AMC, with the Additional City Engineer (ACE) at zonal level its top-most authority. The ward level officers report to the ACE, who is assisted by an Assistant Engineer (AE). The AE presides over the technical supervisor, who is in charge of the supervisor (line man) The line man monitors the work of the contractor and AMC labourers. The roles and responsibilities of Engineering department are divided between the head office, zonal, and ward offices. These include construction,
Figure 4.7 Cleaning with Saliya 6e
Figure 4.8 Combined high-flow and deep suction
operation and maintenance of drainage lines, pumping stations and STPs. There are several other departments which handle related responsibilities. Drainage Project Department: This department at the AMC head office is involved in the construction of trunk main lines, feeder lines, as well as that of sewerage treatment plants. The department also keeps detailed records of construction work. Sewage Treatment Plant Department: The STP department is part of the AMC head office and looks after the operation and maintenance of STPs and pumping stations across the city and also maintains records.
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Engineering department: The Engineering department at the zone office is responsible for approving new drainage connections to the citizens. It acts as a link between the AMC office and the ward office. Records of drainage maintenance expenses is also kept by the zone office. Engineering department: The maintenance work of distribution lines is the concern of this department at the ward level. The ward office is responsible for the complaint redressal of citizens , and for drafting new project proposals.
Survey and study Interaction with 55 people in Shahpur about sewage and stormwater services indicated the following. Out of 55 people, 48 people complained about drainage system. 43 say there are issues of water logging during monsoon.
Figure 4.9 Drainage complaints recieved throughout
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Shahpur Ward Management Plan
B. Issues There is a lack of preventive cleaning of sewer lines, cleaning is only done on complaint basis. There is no schedule to clean the sewer lines. During monsoons, low-lying slums and chalis faces issues of water logging due to absence of catch pits, accumulation of solid waste in storm water lines. There is a lack of record maintenance of machinery, inspection record, and daily work record of the labourers. Citizen awareness is low, and large amounts of solid waste are found in sewer lines. As per Prohibition of Manual Scavenging Act, it is mandated for labourers to use safety gear while cleaning to avoid any exposure of human skin to substances which can lead to diseases, along with all breathing. However, these practices are lax in Shahpur.
Figure 4.10 Cleaning of manhole without gears
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C. Proposals C1. Demarcation of Manholes and Pipelines Rationale
Impact
The current lack of documentation of the sewerage system makes monitoring and maintenance difficult.
Easy and accountable cleaning can be done, life span of sewer and manhole can be recorded and numbering them helps in easy identification them. Each contractor and supervisor would have a count of manholes cleaned by them.
Action Plan Demarcating each manhole through mining the manhole cover with all the details like type, age of sewer, and numbering them in order to know the count and other specification of that manhole. Identify every manhole, even ones below the ground or hidden by the surface of road. This can be done with the help of radio metal detectors. This is a device used to identify the underground sewer system and then mine each manhole cover with the specific details. Pipelines also need to be coloured to easily identify the different pipes. For instance, blue for water line, brown for sewer line, yellow for gas line, and green for electricity line.
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C2. Preventive Maintenance Regimes Rationale Complaints of clogged sewer lines, water-logging when it rains was observed on site.
with by different stakeholders like AMC supervisors, contractor, supervisor and any resident of the area where the cleaning takes places.
Action Plan
Impact This regime helps to maintain the sewage lines on daily basis and daily cleaning will reduce blockage, choking, and backflow Reduce water logging during monsoon with frequent cleaning of storm water line Helps in reducing complaint cleaning and specified the reason of not catering the complaint on the day itself. And complaints can be drained within service level agreement (SLA) period.
Demarcating each manhole through mining the Creation of preventive cleaning regime and maintenance plan for carrying out de-silting of existing sewer lines. Quarterly cleaning of storm water lines, and mechanism of complaint clearing and record keeping. A preventive routine cleaning regime is made with all the details of cleaning and type of cleaning. This record should be filled by the workers and signed
Cleaning Regime - Storm water line Area
Catch pits
Storm water lines
Quarterly Machine
Manual
Use of nets
Removal of net waste
Inspection of storm water lines
Dudheswar Slums Chawls Supervisor SignTable 4.2 Format of cleaning chart to be fiiled
Date- 27th april 2019 Machinery cleaning types
Machinery timing
AreaManual Cleaning
Routine Cleaning log Manual timing
Routine Cleaning
Contractor nameInspection of Work work description
Manhole number
Supervisor SignTable 4.3 Format of routine cleaning log
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C3. Robholes for cleaning Manholes Rationale
Introduction of roboholes for efficient cleaning of sewer lines to replace bucket disilting.
Action Plan Replacement of manual cleaning with machine cleaning as bucket de-silting takes 40 minutes to clean one manhole while Roboholes takes only 2030 minutes to clean one manhole. The machine can clean 8-10 manholes in 4 hours, while work capacity by bucket de-silting is only 4-5 manhole in 5 hours. The machine has an in- built infrared camera which can be used for inspection of the manhole. A set of 3 workers need to be trained to operate the equipment. The machine costs approximately INR 10 lakh.
Impact Enforcement of Prohibition of Manual Scavengers Act, and more efficient maintenance of manholes.
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Shahpur Ward Management Plan
Figure 4.11 Reference of Robohole machine to be used
C4. Digitised Record maintenance Rationale
In order to keep track of work done, it is more efficient to maintain digital records.
Impact This system would make it possible to generate monthly reports to monitor staff performance,
Action Plan
identify major problem areas, and create solutions
Daily records of cleaning, complaint cleaning record, storm water line cleaning, work description
accordingly. This will also help in transparency and
of contractors, machinery used and others can be digitally maintained. After completion of work and on-site filling the log manually, Supervisors of each area should collect the logs from workers and submit it to the Asst. Engg for verifying. The Supervisor must maintain the daily digital log.
longevity of archives.
Figure 4.12 Action plan for digitsl record maintenance
Figure 4.13 Benefits of digitised records
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05
Public Toilet and Community Toilet
A. Assessments Introduction According to Census 2011, India’s urban population is 377 million or 31% of the total population. These numbers are expected to increase to 600 million by 2031. The Census 2011 also showed that in 4,041 statutory towns, close to eight million households do not have access to toilets and defecate in the open (7.90 million). Weak sanitation has significant health costs and untreated sewage from cities is the single biggest source of water pollution in India. This indicates both the scale of the challenge ahead of the Indian cities and the huge costs incurred from not addressing them (Ministry of Urban Development, 2014). In order to eradicate the problem of Open Defecation (OD) and to bring in a behavioural as well as a cultural change, the major focus areas related to sanitation of the urban poor was to provide adequate number of Public Toilets (PT) and Community Toilets (CT) and also to provide individual household toilets wherever possible. As per the Swachh Bharat Mission (Ministry of Urban Development, 2014) Public Toilets have been defined as, toilets which are provided for the floating population/ general public in places such as markets, train stations, tourist places, near office complexes, or other public areas where there are considerable number of people passing by. PTs are to be accessible to one and all and well-connected to important areas and pedestrian junctions. While Community Toilets have been defined as, the shared facilities provided by and for a group of residents or an entire settlement. CT facilities are used primarily in low-income and/or informal settlements / slums, where space and/or land are
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constraints in providing individual household toilet. These are for a more or less a fixed user group (Ministry of Urban Development, 2014)
Legislations, Policies And Guidelines There are 6 major acts, policies and guidelines that are prevalent across the country at the moment. 74th Amendment Act the Act decentralised the control of powers and gave autonomy to the Urban Local Bodies (ULB) including “Public health, sanitation conservancy and solid waste management”. GPMC Act, 1949 According to the Act, Commissioner of ULBs have been given powers to construct, alter, demolish or provide for water closets, privy systems and latrines for the public of the city under Corporation’s jurisdiction. CPHEEO Manual This manual issued by the Ministry of Urban Development enumerates standards for Public and Communtiy Toilets such as the number of fixtures required for a population. Guidelines on Swachh Bharat Mission – Urban SBM talks about actions required to increase access to, eradicate practices of open defecation and manual scavenging, adopt scientific waste management methods facilitating appropriate behavioural changes, capacity augmentation and creating supporting environment for private sector’s involvement (Ministry of Urban Development, 2014). Under the guidelines, there are “Special Focus Groups” mentioned which have to be served with
proper sanitation facilities and for which the state government have to make provisions. These include rehabilitating and providing sanitary toilet facilities for manual scavengers, toilets in temporary facilities such as accommodation for migrant labourers and urban homeless, toilet access at construction sites and labour housing, toilets for vulnerable sections such as pensioners, girl children, pregnant and lactating mothers Under SBM the major focus areas is to provide household toilets, if space is a constraint, then to provide Community Toilets and finally, to provide Public Toilets for the population. SBM aims to ensure that that no households engage in the practise of Open defecation (OD), which is estimated at 20% of the urban households in the cities. Community toilets can be constructed to mitigate the problem of OD. Community toilet blocks will consist of a given number of toilet seats, as per requirements, toilet superstructure including the pan and water closet, and a substructure (either an on-site treatment system, or a connection to underground sewerage/septage system) shared by all the toilet seats and facilities for hand wash. ULBs should ensure that all community toilets thus built have water supply. The need for community toilets is surveyed by the ULB, and adjoining land for construction should be identified. The target groups will be selected irrespective of whether they live in authorised/unauthorised colonies or notified/non-notified slums. The projects will be prepared and sanctioned by ULBs and must have a five-year maintenance contract. States will contribute a minimum of 25% funds towards community toilet projects to match 75%
Central Share. (10% in the case of North East States and special category states). Central government will provide 40% Grant/VGF for each community block constructed. SBM (Urban) Component 3: Public Toilets Under SBM (Urban), States and ULBs will ensure that a sufficient number of public toilets are constructed in each city. All prominent places within the city attracting floating population should be covered. Care should be taken to ensure that these facilities have adequate provision for men, women and facilities for the disabled (e.g. ramp provision, braille signage, etc.) wherever necessary. ULB should identify land, handle all sanctions approvals and implementation of project, ensure water supply. There will be no Central Government funding incentive, states raise funds through methods including encouraging the private sector to construct and manage public toilets through a PPP agreement. Additional funding support by any means other than GoI grant can be used for public toilets. All Public Toilets constructed under SBM must have a minimum 5-year maintenance contract. What is ODF? A city/ward is notified as ODF city/ward if at any point of the day, not a single person is found defecation in the open (Ministry of Urban Development, Government of India). Necessary conditions to be achieved before declaring a city/ward Open Defecation Free: 1. All households that have space to construct toilet, have constructed one 2. All occupants of those households that do not have space to construct toilet, have access to a
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community toilet within a distance of 500 meters 3. All commercial areas have public toilets within a distance of 1 km 4. City has a mechanism in place which they impose fine on the person who are found defecating in the open.
System Description and Processes The Urban Local Body at ward level has the following systems in place1. Different types of toilets (Public Toilets, Community Toilets) 2. Contracting of Public Toilets 3. Cleaning and Maintenance of Toilets under the purview of the ULB 4. Construction of new Individual Household Toilet under the SBM
The contractors are given a monthly payment of INR 25,000/- per toilet for its operations and maintenance. Out of the 25 toilets, 24 toilets are free for public use and no charges are taken whereas one toilet is a pay-and-use toilet since it is located in a commercial area. These 25 toilets are managed between 12 different contractors. Reasons for levying penalties on Public Toilet contractors: 1. Toilets not being clean. 2. Repair work of broken items not being carried out by the contractors 3. Maintenance of toilets not being done by the contractors
5. Complaint redressal System
4. Cleaning not being done within 100m radius of the toilets
6. Levying penalties to offenders who defecate in the open
5. Contractors not keeping the toilets open for 24 hours
7. Levying penalties to Contractors
6. If the contractor is charging money from the users for the use of toilets
Description Types of toilets in the ward • Public Toilets • Community Toilets • Individual Household Toilets made under SBM by the ULB For Public Toilets There are 25 Public Toilets in the Shahpur ward. All the public toilets have been contracted to private agencies for their operations and maintenance.
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While Public Toilets are run and managed by private contractors, Community Toilets are run and maintained by the ULB. Cleaning as well as repairing of the toilets if anything is broken, is done by the ULB.
LEGEND Community toilets
Figure 5.1 Location of Community toilets in the ward
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LEGEND Public toilets
Figure 5.2 Location of Public toilets in the ward
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Process of Construction of new Public Toilet/ Community Toilet 1. Survey – Health department at the ward level conducts surveys in order to understand if there is a demand for new toilets, while, at the same time, engineering department conducts surveys to check for water supply lines and drainage lines, whether they are available. 2. List preparation – Next step is to prepare a list of the identified locations for new toilets, this is done by the Assistant Engineer in tandem with the Public Health Supervisor. This list is then handed over to the Assistant City Engineer who in turn submits it to the Zonal Office. 3. Approval – Once the file is received at the zonal office, it goes for approval of the Deputy Municipal Commissioner and the Municipal Commissioner. When the concerned officials have approved the proposal, the file is sent back to ward office with the signatures of the same.
application form to be given to the Engineering department at the ward office for individual household toilets. • After the application is submitted by the resident, Technical Supervisor visits the site to survey for space and to check whether the household has been provided with a toilet or not. • After the survey is conducted by the TS, AE prepares a List of all the applications received which are then given to the ACE to take the list to zonal office for approval by the Standing Committee. • The Standing Committee gives approval to the list forwarded by the ACE of the respective ward. • Copy of approval letter is then given to the ACE of the ward who in turn gives it to the AE. • Contractors are given work via Tender/Offer/ Quotation in order to commence the work.
4. Work order- with the approvals granted for the new proposal, contractors are called with the help of Tenders/Offer/Quotation. And the work commences once the work is assigned to a particular contractor (Chauhan, 2019). Observations and issues on site for individual household toilet under SBM guidelines It is the responsibility of the ULB to help the individual household construct their own toilets with grants. The said grant is given in 3 stages to the households. The process of applying for a new household toilet is – • A copy of Ration card, Election card and
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Observations on site – At Shankar Bhuvan na Chhapra, toilets were made under this scheme, but all the toilets couldn’t be used for the purpose they were made for. Instead, people use these toilets as spaces to bathe. Since household toilets can’t be utilised, the residents depend on other facilities, like community toilets and public toilets. There are 4 community toilets and 5 public toilets, which combined offer 90 seats to the residents, of which more than 30 seats of community toilets are broken. Issues faced – The quality of seats and toilet structure are poor, which has led to broken seats for the households or broken structures. Due to drain lines being full/ choked there is a problem of backflow of faecal matter from the toilets. This in turn causes drain water to overflow onto streets and into homes.
Figure 5.3 Existing conditions of toilet
Complaint redressal system Complaints can be made online via Comprehensive Complaint Redressal System (CCRS), the CCRS mobile application, or via e-mail. Offline complaints can be registered by calling the ward officer, or making the complaint at the ward office complaint window. Process – Complaints regarding repairs and damage of the toilet 1. Once the complainant files a complaint, the AE or the ACE comes to know about it via text messages, notifications or the complaint slip.
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2. The work is assigned to Technical Supervisor, who will conduct site visits to assess and estimate the cost for the work. 3. If it is minor work, up to INR 25,000, the ward officer, i.e., Assistant City Engineer can sanction the work. In this case work is then assigned to the non-technical supervisor under the supervision of Technical Supervisor and subsequently work completion certificate will be prepared. 4. If it is major work, i.e. more than INR 25,000/then approval from zonal office is required and a work tender is floated for the same.
Human Resource There are two departments involved for Public toilets and Community Toilets – • Public Health Department – which looks after the day to day cleaning of the toilets that are under the purview of the ULB. The department does not clean toilets which are contracted to a private contractor. • Engineering Department – which looks after the civil upkeep and maintenance of the toilet blocks in the ward. Roles and Responsibilities at Ward Office Health Department 1. Public Health Supervisor (PHS) – Inform the engineering department if any complaints are received regarding repairing work of choked drains, community toilets being damaged etc. SI of the ward reports daily to the PHS to give the daily report of the work done. PHS supervises and inspects the work done. The PHS then reports to the Deputy Director of SWM department 2. Sanitary Inspector (SI) – To supervise and check whether the complaints of cleanliness related to the toilets/SWM are resolved by the safai kaamdars. Also, if there is any work to be done by the Engineering department of the ward, then SI reports the same to the PHS. 3. Sanitary Sub Inspector (SSI) – Maintains the daily inward and outward register of the safai kaamdar and the SSI has to do random site visits to inspect, and if any problems found, reports to the SI.
4. Mukkadam – Supervises the daily work activities done by the safai kaamdars and maintains the daily reporting of ground level situation to the SSI 5. Safai kaamdars do the daily street sweeping and cleaning of toilets as directed. Report back to mukkadam if any issues found. Engineering Department – 1. Assistant City Engineer (ACE) – Takes action regarding the complaints received from the PHS, CCRS and Complaint Forms for choked drains in toilets or other civil maintenance work for toilets. The ACE also supervises and inspects the work of Assistant Engineer of the ward on a daily basis. The ACE in turn reports to the Additional City Engineer at Zonal Level. 2. Assistant Engineer (AE) – The AE reports to ACE of the ward. Supervises and assigns work to the Technical Supervisor (TS). If any major work is required regarding renovation or repairing, then the AE visits the site to inspect. 3. Technical Supervisor (TS) - Once the work is assigned by the AE to TS, TS supervises and assigns the work. 4. Non-Technical Supervisor- Reports daily to the AE. Does site visits on regular basis. If major work is of renovation or repairing is required, then TS will visit the site and make an estimate and submit it to the AE to get further approval from the superiors. Completes the work assigned by the TS and then reports to the TS on a daily basis.
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Studies and Surveys Survey of Public Toilets and Community Toilets in Shahpur Ward A survey of 10 public toilets and 15 Community toilets was conducted in order to understand their state of condition. The toilets were assessed on 4 major parameters as shown in above figure.
Figure 5.4 Toilet Survey Parameters (Ministry of Urban Development, 2014)
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Survey Analysis of Public Toilets
to guide the common public.
1. Mandatory Indicators - 8 out 10 toilets surveyed had more than 75% toilet seats and urinals clean and usable at the time of survey while 9 out of 10 toilets had more than 75% doors with functional bolting arrangement. 2. Essential Indicators - None of the toilets surveyed had safety gears and equipment’s for the cleaner of the toilet while only 1 toilet had soap available at the wash basin, none of the others did have a soap to wash hands. Also, 6 of the 10 toilets had less than 25% litter bins per cubicle and only 3 toilets had signage’s available
3. Desirable Indicators – of the surveyed 10 Public Toilets, only 1 toilet had a roster which was being maintained, while all of them did have a caretaker who was present at all times in the toilet complex. All the toilets surveyed had all the relevant contact details and information prominently displayed. 4. Aspirational/Additional Indicators – the ward has 1 Public toilet with a sanitary napkin vending machine while at the same time none of the toilets surveyed had a feedback system mechanism in place.
Figure 5.5 Public toilets at Advance Mill
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Survey Analysis of Community Toilets 1. Mandatory Indicators – of the surveyed 15 Community Toilets only 1 out of 15 Toilets had more than 75% toilet seats and urinals clean and usable at all times, while at the same time only 2 out of 15 toilets had more than 75% doors with functional bolting arrangement. Only 1 out of 15 toilets had functional light point available within the toilet cubicles. And finally, 14 toilets of the 15 toilets did not have a wash basin in the toilet complex. 2. Essential Indicators - Out of the surveyed 15 toilets, 10 toilets had less than 25% cubicles
with taps for water supply. None of the toilets surveyed had a soap bar or a soap dispenser in place and only 1 toilet had a litter bin. 3. Desirable Indicators – Of the surveyed 15 Toilets only 1 toilet was visible on the Google Map Toilet Locator as an SBM toilet. While 4 out 15 toilets surveyed did not have relevant contact details and information displayed on the toilet block. 4. Aspirational Indicators- All the toilets surveyed had low height/Indian Toilets for children and at the same time none of the toilets had any other aspirational or additional indicators.
Figure 5.6 Community toilets in Galaji ni Chali 2 74
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Survey of Users A survey of 60 respondents was conducted to understand what difficulties they face while using the toilets, what kind of hygiene practices they practice, and whether they are prepared to take part in a community-led sanitation approach and if they would pay to keep their toilets clean. According to the survey analysis 1. Almost 75% people are not aware about safe hygienic practices that should be followed like washing hands with soap after using the toilet. 2. 90 % people are not aware about the ill effects to their health if they remain in constant contact with unhygienic and dirty surroundings.
Figure 5.7 Highly prevelant disease due to unhygienic conditions
3. The rate of spread of diseases is high around the community toilets as people are unaware of health hazards of living around unhygienic toilets. 4. 71% people are ready to pay to keep their toilets clean and usable. This piece of information indicates the need for an Information, Education and Communication Campaign (IEC) in order to make people understand the health hazards of unhygienic surroundings and importance of practising clean hygienic practises.
Figure 5.8 Unhygienic practices due to lack of awareness
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B. Issues Poor upkeep and maintenance of Community Toilets. Communities do not have the charge of their own toilets and are dependent on the Corporation and also they are not being cleaned on a regular basis. The toilet structures and its amenities are in a dilapidated state or are missing altogether. People are unaware about the health hazards of living around unhygienic toilets. They are also unaware of safe and hygienic practices of personal hygiene. Guidelines related to cleaning and maintenance of Public Toilets are not being followed. There are discrepancies in the contract that is signed by the Corporation with the contractors.
Figure 5.9 Existing condition of toilet
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C. Proposals C1. Behaviour Change Communication (BCC) Plan Rationale In order to solve the issues of people being unaware of hygienic practices and community not being sensitive enough towards their own toilets, a BCC campaign is proposed to facilitate the desired behaviour change in the communities.
Action Plan Behaviour Change Communication Plan BCC plan can be divided into 4 broad components – 1. Planning for the campaign 2. Preparatory activities and developing IEC/BCC materials 3. Implementing the said campaign 4. Monitoring and evaluating the desired behaviour changes. These 4 broad categories entail the following steps of action – IEC/BCC Campaign for Shahpur ward The NGO, Environmental Sanitation Institute (ESI) will be the guiding light for the campaign, developing tools, guiding the citizens and brining about a cultural and behavioural change through their intensive awareness and training programme. The action plan for this is: Planning and preparing activities of IEC/BCC campaign
1.
MoU – a Memorandum of Understanding (MoU) will be signed between the AMC and the ESI which will define the roles and responsibilities of each partner along with the objective of the campaign to be undertaken. (A draft MoU has already been made)
2. Data collection of users and behavioural data – according to the data collected in the survey that was conducted, only 29% of the people washed their hands with soap after using the washroom, while only 9% of the people knew what kind of diseases can be spread due to living around unhygienic surroundings. 3. Target Groups – The target groups identified are the users of the community toilet which is the Priority Group. It is this section of people of the ward who will be trained in order to have the desired behaviour change. Also, the Influencing Group identified are the people working at the ground level, i.e. the NGO representatives and Ward officials, along with them relatives and friends of the users of Community Toilet also come under the Influencing Group. 4. Goals and objectives – the goals and objectives of the campaign will be – • To impart knowledge about Hygienic sanitation practices . • To sensitise people about what diseases can be spread due to living around unhygienic and dirty surroundings.
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• To educate people why they should be sensitive about their own toilets. 5. Developing linkages with other organisations – Officials at the Ward level, Public Health Supervisor (1), Sanitary Inspector (2) and Sanitary Sub Inspector (4), being the administrative wing, will be made aware of the situation, trained and sensitised on topics like women and sanitation, school and Anganwadi sanitation, personal hygiene.
There are 14 households in the chaali which have their own individual toilets, the rest 36 households are dependent on the Community Toilet. According to the family size of the chaali, this particular CT
• Training will be given by ESI at their premises. • The training programme will be conducted for a period of one month and the officials will be trained at the institute on every weekend, i.e. Saturday (2) and Sunday (2). • The training will be imparted according to the modules developed by the NGO, via short films, presentations, lectures, intensive courses. Implementation In order to understand the implementation plan in detail, Galaji ni Chaali 2 was selected, which had a comparatively more dilapidated Community Toilet. There is 1 Community Toilet block, which has 4 seats for men and 4 seats for women. Hence according to the norms, this particular toilet can cater to 140 men and 100 women. The approximate population of the chawl is 250. While the number of households is 50. Hence the approximate family size is 5 for the chaali.
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Figure 5.10 Boundary of the selected chaali,i.e. Galaji ni Chaali 2
Key Plan
serves a population of 180 which is within the norms specified for the number of users.
will be aided by posters, short movies, success stories or games.
Now, the chaali will be divided into 6 zones with 6 households in each zone. These 6 zones will then be assigned one representative from the NGO, ESI, who will then look after the awareness and training of their respective zones in the chaali, covering all 36 households in 1 week. Strategy for Community Sensitisation
3. 1 hour – Encouraging adoption of new behaviour – Once the household is aware about the ill effect and dangers of unhygienic practices, new behaviour will be taught to them with the help of posters or physical demonstration. At the end of this the representative will take a short verbal quiz or will ask the members to paraphrase and demonstrate what they learnt in order to assess their understanding.
The 6 representatives will train and educate the households for a period of one month. The trainings will be on one-to-one basis, i.e., one representative will cater to one household per day. The representative will go to the household with an IEC Kit which will have the required tools, like the posters, flyers, games for children, and short films. Plan for the day for the NGO representative who will go from 5PM to 9PM in order to capture the population of children and men of the households. 1. 1 hour – Ice-breakers and initiation of dialogue – where the representative along with the AMC official can talk about general day to day affairs. Next will be to state the objectives for the day and what the representative will do and what problems they face with respect to the topic. 2. 2 hours – Creating awareness –the next step will be to create awareness and educate the household about the repercussions and the ill effects if they do not follow the proper actions and behaviours. The awareness or the education
Weekly plan for the NGO representative A weekly plan from Monday to Saturday will be given to the representative in order to facilitate the learning process for the households. The agendas and focus areas for that particular week will be predefined. 1. Week 1 – Personal hygiene – the citizens will be sensitised about the personal hygiene practises like washing hands, wearing clean clothes, cutting one’s fingernails, to shower on a daily basis. 2. Week 2 – Health and hygiene – in this module the citizens will be educated and made aware about the various health complications and health hazards that can occur if they do not pay heed to their personal hygiene, along with helping them identify various diseases and how to treat them at household level. 3. Week 3 – Water usage and conservation –
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the third week will be focussed on making people aware about the importance of water conservation and how-to judiciously use water. 4. Toilet usage and sustenance – the final module of the training is to educate people on how to use the toilet facilities so as to not damage the assets and also how to increase the longevity of the toilet infrastructure by not manhandling the toilet. Also, there will be weekly meetings on every Sunday where the representative from the NGO will give hands-on training and guidance to the community as a whole near the toilet block of the chaali where the representative will educate the community practically on - how to wash one’s hands properly, how to clean the toilet seat and faecal matter properly, how to use and maintain the toilet facility, what not to throw in the toilet seats, and how to keep the toilet environs clean and hygienic. It is during these meetings and trainings that the NGO representatives will choose two individuals, preferably two senior citizens, 1 male and 1 female, who will be called “community coaches”. These community coaches will be further trained for a period of one week on courses like women and sanitation, importance of hygiene and hygienic practices, and importance of sanitation for children, at the ESI campus in Sughad, Gandhinagar. It is then that the coaches will be handed over the charge of their Community Toilet.
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Rehabilitation of Community Toilets Any IEC campaign will fail if the citizens are not provided with the desired or adequate services. Hence, before handing over the Community Toilet block to the respective community, AMC will have to undertake repairs and re-construction of toilet block for various amenities. The toilet block at the chaali will have to be repaired in order to better facilitate and ease the issues faced by the community. The facilities or the amenities to be provided are 1. Toilet structure – To repair damaged toilet structures, doors and toilet seats. 2. Bathing space – To provide for a bathing space in the toilet structure. 3. Wash basins – to provide each toilet with a functional wash basin. 4. Bulbs – To provide each cubicle with a functional lighting arrangement 5. Taps – To provide each cubicle with a tap for water supply. 6. Water tank and pump – To provide each Community Toilet with a water tank and a water pump. 7. Ramps – To provide ramps for disabled and also to provide WC’s for them. 8. Pipes – To repair damaged pipes and to clean clogged pipelines.
The aforementioned amenities will have to be provided by the AMC at its own expense before handing over the toilet blocks to the respective communities. According to the rates provided by a contractor to the Engineering Department, Central Zone, AMC, cost for constructing one community toilet seat is INR 32,716/Hence, the total cost of repairs and rehabilitation for the 8 seats of the Community Toilet will come to INR 2,61,728/Introduction of SquatEase SquatEase is an Indian-style toilet pan which has an advanced design which in turn will help the user squat in a better position. The pan is unidirectional, which makes it easier to clean.
Advantages of SquatEase 1. With an introduction of inclined planes on the footrest, the user will be able to squat more comfortably and easily without any pain caused to their joints. 2. The inclined plane distributes the pressure across the foot instead of being concentrated only on toes, hence making squatting comfortable. 3. The design also resolves the problem of falling backwards or forwards while squatting. Cost Cost of one SquatEase pan is INR 999/- while that of a conventional squat pan is INR 588/If this particular seat is installed in all the 8 seats of the chaali, the total cost of fitting new seats along with the repairs and rehabilitation of the Community Toilet will be INR 2,65,016/Operations and Maintenance of the Toilet
Figure 5.11 Squat ease toilet seat
Conventional squatting pans increase the risk of falling, poorer hygiene and wastage of water in cleaning the toilet (Raja, 2019)
Once the BCC campaign and toilet construction is over, the identified coaches will be given the charge of their respective Community toilet and in turn to maintain and keep the toilets clean, a sum of INR 50/- will be charged per person to mitigate the costs. According to the user survey conducted, more than 50% people were ready to pay INR 50/- per month for clean toilets, and almost 40% of the people were ready to pay up to INR 100/- for the clean toilets. In order to maintain a degree of transparency and
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accountability, a zero-balance joint account will be opened between the PHS of the Ward and the Community Coaches of the Community, where the money collected will be deposited. Hence for Galaji ni Chaali, a sum of INR 9,000/- will be collected per month from which the community will have to arrange for a cleaner to clean the toilets on a regular basis, and will also have to pay their own electricity bill. Cleaning Roster for Public Toilets Ward: Shahpur Name of PT Name of caretaker Sr No Date
Roles and responsibilities of the community which now operates and maintains the toilet – 1. To keep the toilets clean . 2. Community will have to ensure that there is no damage done to the toilets. 3. There must be no dumping waste near the toilet. 4. No waste should be flushed down the toilet.
Ward Number:
Name of Cleaner 1st time Sign
2nd time Sign
Checked by PHS/ SI/SSI
Table 5.1 Proposed Cleaning Roster for Public Toilets
Monitoring and Evaluation of the Toilets
the communities if they face any difficulties.
There will be weekly monitoring and evaluation conducted by the Ward officials, i.e., PHS/SI/SSI along with the representative of the NGO, once the toilet is handed over to the community. It is during these evaluations for the first 3 months after handing over the toilet that the officials will help out
After the initial 3 months of handing over the toilets, the inspections will take place on a monthly basis for a period of 7 months.
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The toilets will be surveyed according to the checklist provided by the CPHEEO, MoHUA, India.
Incentives and Penalties Every month, 1 community toilet will be declared a winner as the “Cleanest CT of the Ward” and the winning CT will have its electricity bill paid by the Corporation. Toilets which still face issues will be given hands-on training by the NGO representative, again. After the initial hand-holding period of 1 year, the toilets which remain in bad condition will be penalised the amount of their electricity bill.
Cost Recovery Budget allocation for toilets in 2019-20 – A capital budget of INR 9.92 Cr has been approved for Capital Works of toilets, which includes construction of new toilets, major repairs and reconstruction, for the fiscal year 2019-20 for the city of Ahmedabad. There is also a Revenue Expenditure budget which entails INR 12.53 CR for Public toilets for routine maintenance like paint work, small renovation, repairs etc for the fiscal year 2019-20 for the city of Ahmedabad. There is also INR 1.00 CR allotted for routine repairs of individual household toilets constructed under SBM. Monthly Expenditure incurred by the ward for Public Toilets – Since all public toilets are contracted to private contractors who look after the operations and maintenance of their toilet blocks, the monthly
Capital Expenditure Expense head
Amount (in INR) (in Crores)
Capital Works (New construction)
9.92
Pay and Use Capital Works 0.25 Table 5.2 Capital Expenditure of AMC for Toilets
remuneration paid to the contractors for the same is INR 25,000/- Hence the monthly expenditure on contracts for Public Toilets comes to INR 6,00,000/Monthly expenditure incurred by the ward for maintaining Community toilets – All the Community Toilets come under the purview of the ULB and hence their upkeep and maintenance is the duty of the ULB. Revenue Expenditure Expense head
Amount (in INR) (in Crores)
Public Toilets (Routine maintenance)
12.53
Routine repairs of Individual Household Toilets
1.00
Routine repairs of Public and Community Toilets
0.50
Table 5.3 Revenue Expenditure of AMC for Toilets
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Three nuisance tankers have been Contracted for cleaning and maintenance of the community toilets. The payment made all three on a monthly basis is INR 1,12,230/Total Monthly expense incurred to operate and maintain the toilets in the ward is INR 7,37,230/The total finance required for executing and implementing the Proposals will be 1. Cost incurred to repair and rehabilitate the toilet seats – INR 2,65,016/2. Cost incurred for BCC of 180 people• Salary for NGO representatives – INR 350 per day, which is the minimum wages decided by the AMC, therefore, 350*6 representatives*46 days = INR 96,600/• Printing Cost for posters and banners will be INR 15 *104= INR 1,560/• Cost for Execution of the plan = INR 20,000/(approximate cost) Hence the total cost incurred for the chaali will be INR 3,83,176/While the cost of rehabilitating and repairing the seats and toilet structures for the survey toilets will be INR 23,18,890/-
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Impacts The possible impacts of the above-mentioned proposal are – • People will start to practise clean and hygienic practices. • Clean toilets for communities. • Monthly expense of INR 1,12,000/- for the contract of nuisance tanker will be saved. • Communities will look after the cleaning of their own toilets and will no longer be dependent on the Corporation for the same. • Other communities and wards will be motivated to undertake the same.
C2. Improvement Of Public Toilet Contract Loopholes and discrepancies were found in the service contract for Public Toilets. There is no mention of any Acts, Laws or rules that have to be followed, nor is there any mention of the worker safety while cleaning or maintaining the toilet. The contract also lacks a mechanism for monitoring and evaluation of the cleanliness of the Toilet block and stopped short at mentioning that there will be random site visits by the ward officials. There is also no mention of a dispute resolution clause, or a termination clause in the contract. Hence, a model contract has been drafted in order to plug all the above-mentioned loopholes There is also a proposed roster in order to check and evaluate the cleanliness of the toilet. The roster will have to be signed by the Cleaner, the Supervisor, and by the Ward Official, once every day. Also, a proposed chart for daily, weekly, monthly, and quarterly cleaning has been added to the contract. This will have to be put up at the entrance or where the supervisor sits. This chart of what amenities to clean and when to clean them will have to followed by the contractor, failing which he/she will be penalised for not adhering to the contract terms.
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06
SOLID WASTE MANAGEMENT
A. Assessments Introduction “Solid waste is defined as discarded solid fractions, generated from domestic units, trade centres, commercial establishments, industries, and agriculture, institutions, public services and mining activities. Characteristics of waste vary based on place of generation and season in which it is generated. The American Public Works Association (APWA) has classified refuse materials in twelve categories. These include garbage, rubbish, ashes, street sweepings, dead animals, abandoned vehicles, construction/demolition waste, industrial refuse special waste such as hospital waste, bulky waste, animal and agricultural waste & sewage treatment residues (Compendium of Good Practices in Solid Waste Management, 2014).” Municipal Solid Waste Management (MSWM) refers to a systematic process that comprises of waste segregation and storage at source, primary collection, secondary storage, transportation, secondary segregation, resource recovery, processing, treatment, and final disposal of solid waste (Swacch Bharat Mission - Urban , 2017). Solid Waste Management System in Ahmedabad is classified into two parts: Road sweeping process & waste generation to disposal of process. “Almost, 4000 Metric Tons of solid waste (including 300 tons of C&D waste) is generated from the city on a daily basis. This waste is collected, transported, treated and disposed according to MSWM Rules. Nearly 50 percent of the entire waste is collected from municipal bins and from street sweeping. Street Sweeping is carried out on all 365 days by more than 12,500 workers from morning 6:30 am to 11:30
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am and 3.00 pm to 6.00 pm on all roads of the city (SWM Profile, 2017).”
Legislations, Policies And Guidelines BPMC Act, 1949 Under section 63 of the BPMC act, the Municipal Corporation is obligated to provide 25 basic services which includes solid waste management and maintenance of public streets. As per the BPMC Act, collection, removal, treatment and disposal of waste and watering, scavenging and cleansing of all public streets and places are obligatory functions of AMC that are handled by the Solid Waste Management Department (Compendium of Good Practices in Solid Waste Management, 2014). 74th Constitutional Amendment Act, 1992 Solid waste management is primary duty of Indian urban local body under the 74th constitutional amendment, 1992. Municipal Solid Waste Management Rules, 2016 The Ministry of Environment and Forest (MoEF), Govt. of India issued a notification on the 25th September, 2000 under the Environment Protection Act 1986 stating that all cities and towns of India should undertake municipal solid waste management as prescribed by the rules (SWM Profile, 2017). These rules were revised after 16 years and were known as “Municipal Solid Waste (Management & Handling) Rules, 2016” The Rules are applicable to every urban local body in India responsible for collection, segregation, storage, transportation, processing and disposal of municipal waste.
System Description and Processes Door to Door Waste Collection Ahmedabad Municipal Corporation introduced a new concept i.e. Door to Door/Gate to RTS waste collection system since July 2009 contracted to an agency named Global Waste Management. Door to Door (D2D) / Gate to Refuse Transfer Station (RTS) means collecting segregated solid waste from residential area (i.e. from societies, colonies, apartments, slums etc.) and commercial areas on a day to day basis using labours and close body vehicles with tipping arrangement, and transporting collected waste to RTS (Kankaria Road).
Figure 6.1 Door to Door collection vehicle
D2D garbage collection and transportation of waste in Shahpur ward is done daily, i.e. all 7 days a week including National Holidays, festivals and Sundays, 365 days of year. If a residential or commercial unit has one common gate, then waste is collected from there. The waste from societies, bungalow, and commercial units is collected by driving vehicles inside the premises if possible. Waste generated at residential and nonresidential zone is gathered in a bin and that waste is collected by the agency and then transported to RTS. The segregation of waste is carried out at different levels- at source, at the time of collection, at RTS, and also at disposal. Unloading of garbage is done in hopper at the RTS. Wet waste is transferred into a compactor and transported to Pirana whereas dry waste is emptied at Material Recovery Facility (MRF) located behind the RTS. Dry waste is segregated in 10 categories at MRF.
Figure 6.2 Emptying of wet waste at RTS
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Road Sweeping Street sweeping is carried out in two different ways in the ward: 1. Cleaning manually by workers 2. Scrubbing of roads through machines. Manual cleaning of roads is carried out on all 365 days by more than 350 workers from morning 7:00am to 11:30 am and 3.00 pm to 6.00 pm on all roads of the ward. The Sweepers are provided with various assets such as a lorry of 6 bins for cleaning and other hand tools. The waste collected is then transferred to the nearest stationary compactor. Once the compactor is full, it is transported to the refuse transfer station and then to the disposal site. Road sweeping through machines is carried out in the ward once or twice in a week. This helps achieve the goal of a dust free city.
Human Resources
There are 401 staff positions for solid waste management in Shahpur Ward, of which 93 are vacant. Duty hours are from 7:00am to 12:30pm and 3:00pm to 6:00pm. Absenteism is a major issue. Roles of Public Health Supervisor includes site inspection, initiate campaigns for SWM in the ward, overall supervision, contact the supervisor of D2D if there is any complaint, take daily reports from SI and SSI, take immediate action if a complaint is made by a citizen. Sanitary Inspector (SI) carries out supervision of the work assigned to SSI and sweepers, daily site
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Figure 6.3 Manual road sweeping
inspection, collect penalties in case of punishable offence, penalise the contractor in case of violation of the contract terms. Sanitary Sub-Inspector (SSI): Appoint a reliever when a sweeper is absent due to any specific reason, take immediate action if any nuisance point is found during site inspection, heck daily attendance of the sweepers, site inspection of the area allotted to each SSI. Safai kamdaar: Clean allotted 500m beat twice a day, contact the SSI if any animal waste is found during their work
Figure 6.4 Organizational Structure
System Description And Processes Refuse Transfer Station, Kankaria Road The process at RTS is described in 6 steps: 1.Vehicle is weighed: Gross Weight (Wet Waste+ Dry Waste+ Weight of vehicle) 2.Wet waste is emptied in the machine. 3.Vehicle is weighted 2nd time (Dry waste + Weight of vehicle) 4.Dry waste is emptied at MRF 5.Vehicle is weighed 3rd time: Net weight
6.Once the compactor is full, wet waste is transported to Pirana in hook loader. One of the issues at RTS is that in case of breakdown of a machine, there is a traffic jam observed during peak hours. Material Recovery Facility (MRF) MRF is a specialized plant that receives, separates and prepares recyclable materials for marketing to end-user manufacturers. NEPRA had given proposal for the collection and recycling of waste generated by the commercial units
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of the different zones of the city. AMC has sanctioned the proposal for the trial run of six months for the collection capacity of waste increasing from 7.5 M.T. to 30 M.T. per day (SWM Profile, 2017). Dry waste from the Central zone is emptied at MRF located behind the RTS. This waste is then segregated in 10 different categories manually by 8 employees (2 males, 6 females). Out of 9,740 kg of dry waste, 520 kg of waste is segregated on average per day. The rest is sent to NEPRA for further segregation. Eco Skipper AMC had invited bids for installation of GPS and RFID technology based solution for the vehicles deployed for collection & transportation of solid waste management of Ahmedabad city for 5 years, on a two bid system with a technical demo as a part of bidding process. AMC has engaged (n) Code Solutions (A Division of GNFC) as a consultant for this project and assigned this work to Infinium Solutionz Private Limited, Ahmedabad. This project commenced in August-2014. This system is deployed in Door / Gate to dump collection vehicles, Road Sweeping machines etc. All contractual vehicles and machineries are monitored through Information, Communication Technology(ICT) since December, 2014. (SWM Profile, 2017). In-spite of software monitoring system of movement of vehicles for waste collection, it is analysed that 20% of the POI’s are unserved and 27% are served by others. The routes needs to be changed in order to avoid unserved POIs. Immediate action is not taken by the operators in case of live vehicle route display.
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Comprehensive Complaint Redressal System The CCRS is a web based enterprise solution that allows AMC to enhance citizen satisfaction through comprehensive service management and efficient service delivery. CCRS automates entire complaint process right from registration to closure. It also enforces service level policies to ensure the complaint gets attended within desired timeline or gets escalated to higher authorities for their attention and intervention. A citizen can lodge complaints through a call centre, website or by visiting a ward office. At call centre or ward office, an operator registers a complaint in the system with all necessary details. In all cases, the complaint is given complaint acknowledgment number. Once a complaint is registered with the system, it is assigned to a concerned area officer dealing with the reported problem. The system automatically sends an SMS to officer alerting him on the complaint for taking required actions. The officer calls up the complainant, if necessary, to seek specific details. The officer is expected to resolve the complaint within a specified period. Once a complaint is resolved, the officer marks the complaint closed in the system. The citizen receives an SMS confirming resolution of the complaint. If the citizen is not satisfied; he/she can request to re-open the complaint, which then escalates to the higher authority. If the complaint is not resolved within the specified period, the same gets escalated to higher authorities. On repeated failure to resolve it gets escalated to the Dy. Commissioner.
Shahpur Ward Complains Detail SWM 01-Nov-2018 To 31-Jan-2019 Problem
Department S.W.M
Cleaners Not Coming - SWM
39
Cleaning Out The Mud and Water Soaked Soil
2
Clearing Building Material Debris
9
Clearing Off The Cow Dung
1
Clearing off the Dead Animal
5
Clearing Off The Dust
29
Door-To-Door Solid Waste Management
30
Not Cleaning At All - SWM Public Toilets and Urinals - Daily Cleaning Not Being Done
2 4
Spraying Off Insecticides
2
Grand Total
123 Table 6.1 Complaints registered for SWM
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B. Issues Garbage Vulnerable Points Due to the removal of 1100 containers and silver trolleys all over the city to promote segregation of waste, there are nuisance spots where citizens litter. AMC collects more than 1000 tonnes of waste per day from various spots in 7 zones by deploying 130 tractors, trucks, JCB, etc. The monitoring is done by the GPS system. In order to remove nuisance spots and to meet the increasing needs as well as to maintain cleanliness and public health, several steps have been taken like Information, Education, Communication in the ward. Still, nuisance spots are found.
Figure 6.5 Garbage vulnerable point
A major challenge to remove the garbage vulnerable points is to bring an awareness amongst the citizens and to tighten the penalising. Behavioural change is of prime importance in this context. Segregation at source Segregation at source is not practiced 100% in-spite of awareness being spread through IEC. This creates a major problem of mixed waste, causing a huge amount of waste to be directly dumped at Pirana without being treated. Absenteeism One of the major problems is absenteeism of street sweepers. Only 40% of sweepers are present on daily basis in spite of biometric attendance system.
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Figure 6.6 Percentage of waste that remains unsegregated as per the survey
C. Proposals C1. Information, Education & Communication Campaign Rationale
• CBO representatives
A major challenge to remove the garbage vulnerable points is to bring an awareness amongst the citizens. Awareness and education campaigns should target municipal authorities, elected representatives, schools, nongovernmental organizations (NGOs), media, trade associations, families, and the public at large.
• Institutional representatives
To economically and efficiently operate a waste management program, regardless of the strategy, requires significant cooperation from the waste generators. Public involvement is therefore necessary in all waste management and disposal activities.
Action Plan Any intervention in the existing SWM system will affect stakeholders differently. After stakeholders are identified, the process of planning for the IEC campaign includes defining the messages to transmit and the main issues on which to get feedback, involvement, and consensus from the community. The following stakeholders should be members of the pilot ward-level subcommittees: • NGOs, CBOs, and volunteer groups • A health officer or engineer • Commercial establishments • Citizens Other representatives should be invited:
• Representatives of the media •Representatives from schools and colleges The main objectives of IEC are to make people understand • The concept of and need for source segregation • The need to store waste at source in two separate receptacles—one for biodegradable waste and one for recyclable waste—and the need to keep toxic and hazardous waste separate • The role citizens can play in primary collection of waste from the household and handing over of the waste materials to rag pickers or waste collectors. • Stop public littering and promote 100% segregation of waste at the source of generation. Level 1: Sensitizing top Level Management Municipal officials should understand their role and relationship with the rest of the community. The following messages should be given to municipal officials: • Health officers and engineers play key roles in the SWM system, but they need to understand that they ultimately respond to the needs of the population. Therefore, receiving feedback and concerns from stakeholders is essential.
• Councillors
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• Often, people are sceptical of working with municipal authorities. • In any community participation project, municipal officers need to take the backseat and share their powers with the waste management committee. However, they still have the technical knowledge and need to properly communicate when decisions are not suitable. Date, Time & Venue 1st July 8:00 AM- 9:00 AM AMC office
2nd July-8th July 7:30 AM-9:00AM AMC office
2nd July-8th July 11:00 AM- 12:30 AM CEE 8th July-14th July
• Municipal officials need to enable the training and capacity building of resident welfare associations (RWAs). Officials should empower RWAs but not overburden them. • Training NGOs, CBOs, and RWAs to motivate the community toward waste management is important for ensuring the sustainability of a system.
Event
Topic/ Objective
Panel discussion hosted by Centre for Focussed discussion amongst decision Environment Education (CEE) makers, leaders & influencers to clarify roles & responsibilities, discuss strategies for reducing waste, promoting decentralised waste processing, etc. by inviting experts from other cities. Power Nashta: Morning breakfast Touch points for various stakeholders to get hosted by the commissioner. A call them on board & collectively address the for partnership inclusive of Municipal garbage issue. Coming together and sharing Commissioner, government agencies, how partnership can be integrated & what corporate houses environmental are the principles of the partnership, discuss organizations, NGOs community why did it need everybody to come together leaders, experts, opinion makers, to hear what needed to be done. local celebrities, etc Workshops/training programmes for Municipal officials should understand junior level ward officials integrated their role and relationship with the rest of by a team of 4 experts from CEE the community. , Receiving feedback and concerns from stakeholders is essential. Exhibition (Seeing is believing)
11:00 AM-5:00PM
Managed by CEE & Local Managed by CEE & government Local government
Creative Re-use: Showcasing techniques, technologies, products, services by citizens, waste management experts, students, etc. that engage managing their own waste, spreading best practices, success stories.
Table 6.2 IEC Plan for sensitizing Top level Management
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Level 2: Sensitizing outsourced group of workersrs
Level 3: Sensitizing citizens
In collaboration with the key resource centres, training and capacity building of these group of workers will be carried out:
The most effective way to ensure that the right messages reach all participants is to launch a doorto-door awareness campaign. At all stages of the project, it establishes continuing contact with the participants, provides feedback, and builds a bond between the project and the beneficiaries.
• Interpersonal skills is of prime importance for waste pickers collecting waste from individual units; through act outs and demonstration. • A brief lecture through presentation to sensitize the workers regarding the importance of collecting waste in segregated form and making them aware about the repercussions if they don’t do the same. • A four hour intensive & interactive workshop for D2D waste collectors regarding primary collection; lifting and removal of solid waste from source of its generation. • Distribution of leaflets with lot of pictorial graphics to each worker in order to make it easy for them to understand. • Safety training, handling of assets training, waste collection training programmes for waste collectors. • Training workers in waste management and motivating entrepreneurship in waste management, especially recycling of waste products (sale of compost, paper, and plastic) involves Self-Help Groups and women of the community. Local SHGs need to be taught about the economic gains that they can get by recycling waste product.
Door-to-door visits build the confidence of the people, who begin to believe that the project means to deliver the goods. It also gives an opportunity to ask people to segregate waste, which all participants see as a major chore. Door-to-door motivation gives each household a chance to clear doubts and ask questions about the project. Printed educational materials such as posters, brochures, and pamphlets are given to each house or commercial establishment, and the entire concept of segregation of waste is explained through the materials. Materials on SWM may include posters, leaflets, and handouts that can be distributed among households, shop owners, or office workers and can be displayed in prominent positions. The materials should use catchy words and slogans to convey their message. Posters must be attractive, with good photographs and short messages that are readable from a distance, and they should be displayed in various parts of the city.
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Stakeholders
Content of information Collection, Segregation & possible treatment
Methods to convey information IPC with leaflet, brochure, poster, Sponsored events
Community Collection, mobilisation/ segregation RWA’s & possible treatment at community level Mass level All aspects of SWM practices
Hoardings and workshops of community leaders, community radio
Households
Mass media: TV, radio, outdoor media, digital media, advertisements, mobile exhibition
Time periRemarks od Continuous By team of 30-35 experts (8th June- from CEE intensively visiting HH’s in the ward 8th July) and spreading the message. (Each expert will cover around 100 households per day) Continuous By community leaders and (8th June- volunteers 28th June)
Radio talk: Twice per month
By CEE, Ward officials, School students, etc
Other media campaigns: Continuous Table 6.3 IEC Plan for sensitizing Citizen
CEE in partnership with Health department: Health officials like Medical Officers, Health Inspectors, and ASHA workers, SHG’s, Social Justice department: Anganwadi workers and Helpers, Police department, Literacy Mission Preraks, Resident associations, Local clubs, Religious Institutions, Parents Teachers Association.
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15 schools in the ward: Teachers, 6 experts from CEE , Every stage will be repeated 2 times a month, Class duration for 4-7 years: 30 mins & for 7 above: 45 mins- 1 hour.
Primary school students
Quizzes on topics related to SWM (Pre assessment, Post assessment)
Once in a week for a period of 1 and a half month
Cleanliness drive
1st July-7th July
Distributing daily activity chart on good and bad habits to students to monitor 5 houses Summer camp:
8th July-14th July
•Technical sessions on waste management •Speech of executive director of CEE •Collection & Segregation of waste activities •Best out of waste competitions, etc. Secondary school students
Competitions propagating message of 3R’s
Every Saturday for a period of 1 and a half month
•Essay writing •Poster making •Creative reuse •Swacchta committee formation (Name plate in schools displaying names of students) •Inter-school quizzes and competions
Higher Secondary school students
Race towards positive change. Assign different tasks to students: Team formation, visiting various places within 500m-1km, interaction with residents and taking their opinion and understanding their problems, generating awareness, in the end developing a tagline and mapping the whole activity on poster.
Sunday morning 7:00AM-9:00AM
Table 6.4 IEC Plan for sensitizing school students
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Knowledge
Basic concepts, facts and terms
Comprehension
Combine basic information
Application
Solve problems in new situation
Dry waste/Wet waste, Colour of dustbins Identifying different types of wastes like plastic, paper, organic, hazardous, etc. Waste segregation system at home
Analysis
Break up of any information into reasons, causes, motives, etc
Identification of problem and prospects of the work
Synthesis
Formulation of solution
Suggest a solution for waste management problems
Evaluation
Debate/Experts
Work as a student volunteer
Table 6.5 Framework for teaching the concept of waste segregation
Impact Awareness amongst the citizens regarding the importance of source segregation and achieve 100% segregation at source in primary collection of waste from the household. Behavioural change amongst the citizens and hence eradication of public littering.
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C2. Bio-methanation plant for processing of waste Rationale On a daily basis, huge of wet waste is dumped directly at the landfill without being processed.
Action Plan The biogas plant receives all kinds of organic waste - typically livestock manure and organic industrial waste. The dry solid in livestock manure contains carbon, among other things, and in the process this carbon is transformed into biogas, a compound of methane (CH4) and carbon dioxide (CO2). The manure and waste are mixed in the plant’s receiving tank before being heated to 38-52°C/100-125.6°F and pumped into the digester in which the biogas is produced.
Figure 6.7 Digester tank, Indore
The biomass stays in the digester for 2-3 weeks and the fermented slurry can subsequently be used as crop fertilizer. This fertilizer has improved qualities such as less odour inconveniences when spreading the slurry and significant reduction of greenhouse gasses.
Impact Processing of huge amount of waste and further the biogas generated from the plant can be used as fuel in city buses.
Figure 6.8 Gas Cylinder, Indore
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C3. Involving waste pickers in D2D waste collection & Formation of a Co-operative Rationale There are around 9 registered waste pickers in the ward. (The list was made on December, 2017 and hasn’t been edited since then). Also, there are several unregistered waste pickers who pick up waste from the garbage vulnerable points to earn their living on daily basis. On an average, these rag pickers earn 300/- per day by selling the waste to Kabadi wala. These rag pickers are mostly seen around the GVP’s. In the area behind Shankar Bhuvan, there are around 8 waste pickers. In total, there are 40-50 waste pickers in the ward. To upgrade the livelihoods of these waste pickers and to have a uniform system for the collection of segregated waste from households, it is necessary to involve them into D2D waste collection system and form a cooperative
Action Plan A pilot survey of all the waste pickers across the ward/city will be conducted in order to know about movement plan and assessment. After the analysis of the survey, a membership based trade union of all the waste pickers across the ward/city has to be registered. A cooperative of all the waste pickers i.e. waste pickers from individual households, registered rag pickers, non-registered rag pickers has to be formed and signing of MoU with AMC to provide front end waste management services in the ward/ city has to be initiated.
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Figure 6.9 Rag picker near Shankar Bhuvan road
A large scale training program after the formation of the cooperative has to be put into practice where all the waste pickers will be trained various aspects of waste collection from households, slums, chawls, commercials, etc. under one large platform (SEWA). the fermented slurry can subsequently be used as crop fertilizer. This fertilizer has improved qualities such as less odour inconveniences when spreading the slurry and significant reduction of greenhouse gasses.
Impact This initiative can help the waste pickers to upgrade their livelihoods and earn a living in a dignified, safe manner without having to rummage into garbage piles and community bins, while also reducing delivery of unsegregated waste.
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07
Public Health Management
A. Assessments Introduction As urban populations skyrocket and cities grow denser, the state of public health beomes vital in retaining a productive society. The rapid rise in urban population numbers has outstripped the rate of betterment of the urban spaces themselves, and causing a proliferation in the number of slums and informal settlements. As per NFHS III ( 2005-06) data under 5 Mortality Rate (U5MR) among the urban poor at 72.7, is significantly higher than the urban average of 51.9, More than 46% of urban poor children are underweight and almost 60% of urban poor Children miss total immunization before completing 1 year. Poor environmental condition in the slums along with high population density makes them vulnerable to lung diseases like Asthma, Tuberculosis (TB) etc. Slums also have a high-incidence of vector borne diseases (VBDs) and cases of malaria among the urban poor are twice as high as other urbanites. The National Urban Health Mission (NUHM) was set up to address these concerns with every Urban Local Body setting its own approved broad norms for health facilities. (Ministry of Health and Family Welfare, Government of India, 2013).”
Legislations, Policies And Guidelines 74th Amendment Act In the Constitution 74th Constitution Amendment Act, 1993, public health has been defined as a function of the Urban Local Body. G.P.M.C Act 1949 G.P.M.C Act 1949 mandates the appointments of Medical Officer of Health, Municipal Chief Auditor and Municipal Secretary for the system
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of Public Health, construction or acquisition and maintenance of public hospitals and dispensaries including hospitals for the isolation and treatment of persons suffering or suspected to be infected with a contagious or infectious disease and carry out other measures necessary for medical relief. (Government of Gujarat, 2006).” NUHM Guidelines NUHM guidelines focus on the urban poor, and other vulnerable population by facilitating equitable access to quality health care through a revamped public health system, partnerships, community based mechanism with the active involvement of the urban local bodies. It mandates that health facilities be set up for each segment of target population, which can be accessed conveniently. All the services delivered under the urban health delivery system through the UrbanPublic Health Centres (U-PHC) and Urban-CHCs will be universal in nature, whereas the outreach services will be targeted to the target groups (slum dwellers and other vulnerable groups). Outreach services will be provided through the Female Health Workers (FHWs). (Ministry of Health and Family Welfare, Government of India, 2013).”
System Description Urban Health Care Delivery Model
Figure 7.1 Model of Urban Health Care Delivery as per NUHM Guidelines
The above pyramid structure of the urban healthcare delivery model shows the different level of facilities in urban areas. The top tier is Referral services that serve people in special cases, and may be either public or private service providers. Generally these are hospitals with bigger and better infrastructure. Next comes the Urban Health Centres which are generally one for 50,000 population. This setup is for strengthening the existing Public Health Care facility and extending services to unserved areas. Community level planning and management of healthcare
services are through a community health volunteer – Accredited Social Health Activist (ASHA) or Link Worker (LW). One ASHA is assigned to 1000-2500 urban poor population covering about 200 to 500 households. They ensure communitylevel participation by creation of community based institutions like Mahila Arogya Samiti (50100 households) (Ministry of Health and Family Welfare, Government of India, 2013).�
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Urban Health Centre
Figure 7.2 Structure of Urban Health Centre
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Public Health In Shahpur Ward Shahpur has 2 UHCs to serve a total population of 1.2 lakh. This meets the NUHM guidelines requirement of 1 UHC for 50,000 population. ASHA workers There are 39 ASHA workers in Shahpur ward- 21 covering the 64,000 population registered with the Ahmedabad Urban Health center, New Shahpur, and 18 for the 53,000 population registered with the Urban Health center Tavdipura, Kazipura.
These numbers are slightly less than the NUHM requirements 1 ASHA worker for 200-500 households (1000-2500 population). ANM workers ANM (Auxiliary Nurse Midwife) supervise the ASHA workers’ work plan, reports, and schedule. As per the guideline of NUHM the number of ANM should be 1 for 10,000 population. There are 11 ANM on duty at UHC in Shahpur, quite close to the guideline requirement. General structure of Urban Health center in
Services
In-charge
Facilities
OPD Services
Medical officer
Inspection Office Laboratory Pharmacy
Family welfare
Medical officer
Inspection Office Pharmacy store
Maternity care
Medical officer/ Gynecologist
Maternity Ward Delivery room Pharmacy
Antenatal care
Medical officer/ Gynecologist
Maternity Ward Delivery room Pharmacy
CMTC
Medical officer
Child care ward Play area Kitchen
Vaccination
Medical officer
Vaccination room
Table 7.1 Exiting Facilities in Shahpur Health Centre
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ShahpurUHC at Shahpur is a primary source of health facilities or information about the health system. Its basic services are OPD, family welfare, maternity care, antenatal care, Child Malnutrition Treatment Center (CMTC), pharmacy store and vaccination services. Maternity care, antenatal care and CMTC are open 24 hours a day, all week. OPD services, family welfare services, pharmacy store, and vaccinations department are in service from 9:00 am to 4:00 pm from Monday to Friday, and 9:00 am to 1:30 pm on Saturdays. Both UHCs are closed on Sunday.
Figure 7.3 Maternity ward hall in Shahpur UHC
Both UHCs in Shahpur are have pathological laboratory facilities equipped with facilities for tests such as Haemoglobin, blood group, RBS for Diabetes, BSBD and SGPT for Jaundice, Thalassemia, urine and Albumin for antenatal, blood test for HIV, Sputum and Serum Carotene for TB and Rapid Diagnostic Test for Dengue and Chikungunya.
Figure 7.4 OPD waiting area in the UHC
Human Resources:
UHC HR structure
AMC Public Health System HR
NUHM guidelines defines the organizational structure of UHC. A Medical Officer heads the institution and others structured under this post. Other staff at the UHC in New Shahpur include -1 pharmacist, 1 General Nursing Midwife (GNM), Lab-technician, 2 Staff nurses, 1 Lady health visitor. GNM comprises of 4 Multi-purpose health workers and 2 Auxiliary Nurse Midwives (ANM). These ANM supervise 21 ASHA workers the UHC.
The department of Health in Ahmedabad Municipal Corporation is shown. All the departments of health system is headed by Deputy Health Officer at zonal level. This Dy. Health Officer reports to Medical Officer (MOH), who reports to the Dy. Municipal Commissioner of a particular zones.
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Work structure of ASHA workers ASHA workers are involved in different activities for healthcare delivery to society. These workers are a link between primary health care facilities and the urban poor society. They engage in diseases survey, administering vaccination, and maternity care. They also support filling of family health register, organize community meetings, organize health and nutrition days in collaboration with ANM.
System Description And Processes Data collection of Health Survey: Data collection for public health is an important process, so that preventive measures can be taken on time. ASHA workers visit each household and document the condition of health, and report any of illnesses. They enter this data physically in forms which are later submitted to the ANM at the UHC. ASHA workers fill special forms for Mamta and Rasikaran card (Maternity), Swine flu, T.B., Malaria, Dengue, Diarrhea, Cholera (Diseases), and Khasra, Rubella, Measles, Hepatitis (Vaccinations).
Figure 7.5 Requirement of services in the UHC
However, as these forms are in physical form they are susceptible to loss or damage, and there is significant lag between form completion to when it reaches the Dy. Health Officer, thus delaying preventive or remedial action.
Surveys and Studies A community survey on ASHA workers revealed that most residents (nearly 85%) are unaware of ASHA workers, and that ASHA worker visits were not frequent ( once in 1 or 2 months). This indicates the necessity for better supervision of ASHA worker regimes and improved accountability. A survey regarding various government health schemes was carried out which indicated that the urban poor are mostly unaware of these different schemes, the administration isn’t responsive about the schemes, and that information about the schemes isn’t communicated well. A survey on health services available at UHC indicated the need for emergency services, and that the information outreach network should be enhanced.
Figure 7.6 Reasons forpeople not being able to avail health schemes
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B. Issues Overall, issues observed at ward level in the public health system are: • Time taken for health survey data to get from household to Dy. Health Officer (1 month) is not good enough for prompt preventive action. • Lack of awareness and health education • Emergency care facilities are not available at UHC
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C. Proposals C1. Web/Mobile Portal For Public Health System Rationale The lag in data collection and transfer in health surveys has been observed. A web/mobile portal
for public health system would solve these problems by archiving data online, and making retrieval easy.
Good Practice - Jeevan Rekha ‘Jeevan Rekha’, 2017 in Kerala is a platform for efficient service delivery and creates a centralized database of healthcare information.It is an electronic demographic database and Electronic Health Record (EHR) of the population, alongside end-to-end automation of all government hospitals. It is used to assist records for disease surveillance and help provide timely alerts on communicable diseases. Its helps to reduce the load at the outpatient department, laboratory, pharmacy and x-ray and scan centers. The project would be linked with the Aadhaar numbers, which would help streamline the various health schemes.
Action Plan
The Application UI will list services, followed by login for specific users, options for data entry, and subsequent data extraction.
Figure 7.7 Interface of the UHC incorporating login and data feed Shahpur Ward Management Plan
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This Login tab will be for Supervisor & Medical Officer who can login to the application and feed the data further.
This report will also be on the portal so monitoring and usage of data for better service delivery would be easy.
Data feed option will lead to the data forms.
The information cross-linking to this application would be fed by Dy. Health Officer and Medical Officer at respective UHC.
No.
Patient 1
Patient 2
Child Name
Current Web/Mob portal providers-
Parents Name
Im Techo
Address
ImTeCHO is an innovative mobile phone application to improve performance of ASHAs through better supervision, support and motivation for increasing coverage of proven maternal, new-born, and child health interventions among resource-poor settings in India.
Sex Weight Height Disease
The technology consists of a mobile phone application to be used by ASHAs, and web interface (computer) which is used by PHC staff including medical officers
Treatment Treatment Date Remarks Table 7.2 Data feed form
The data fed will be used to generate automated monthly reports accumulating all the details. Category
Detail
Month
Xyz
Total case of Pregnancy Total Deliveries Total No. of vaccination Table 7.3 Data extraction Form
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Support to ASHAs: 1. Provision of daily schedule makes planning of home visits easy 2. No need to remember every small details from ASHA module 6 and 7 as mobile reminds what tasks to be completed during home visits 3. Easy calculation of incentives and regular replenishment of supply Support to Female Health workers/Auxiliary Nurse Midwives:
1. Reporting and recording is now easy
Impacts
2. Planning of monthly village health and nutrition day is easy and effective
This system will help early detection and active case finding with the help of GIS based mapping. It can improve quality of outreach to the citizen, and transparency in the distribution of health schemes and benefits to the urban poor.
3. Instant notification of at-risk mothers and children so that FHWs can plan their field visit accordingly 4. Support to PHC staff including Medical Officers 5. Timely and accurate entry in is possible 6. Up-to-date information about births and deaths 7. Calculation of ASHA incentives is now very easy 8. Performance monitoring will be easier Support to higher level health officers at block, district, and state level 1. Up-to-date performance monitoring system using balance score card gives detailed and critical information about ASHA programme within few seconds 2. Up-to-date information about ASHA programme management including supplies, incentives, high-risk tracking and more.
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C2. Emergency Facilities at UHC Rationale Currently, patients with minor injuries like cuts, wounds, or fractures either go to private hospital or a referral hospital which costs them more money and time. Establishing such facilities at UHC would directly benefit the served population.
Action Plan Emergency services would include stitching of wounds, bandaging, saline provision. It would require additional infrastructure of a nursing room with a bed and nursing table, anesthesia cart, surgical lights, storage area, wash area, bathroom. It also requires one additional medical assistant to the current HR structure. Total expenditure for this infrastructure will cost approximately INR 1,05,000.There is also the additional salary of INR 15,000 per month.
Impacts
Immediate treatment to the patient. Reliability increases over the UHC among the citizens of the ward.
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08
Livelihoods
A. Assessments Introduction Livelihoods are, in simplest terms, a means of securing one’s living. It includes the capabilities, assets, and activities required for this. (Rakodi, 2002) It is an essential component of poverty alleviation in both rural and urban contexts. This is not a concept that can be looked at in isolation or in a single dimension, but exists within a framework of the assets a household may have and the context within which they live. In India, livelihoods have been looked at the government as a means of upliftment of the poor through various schemes over years. From the Nehru Rozgar Yojana in 1989, Urban Basic Services for the poor in 1990, Prime Minister’s Integrated Urban Poverty Eradication Program in 1995, Swarna Jayanti Shahari Rozgar Yojana in 1997, National Urban Livelihood Mission in 2013, and the currently implemented Deendayal Antyoday Yojana- National Urban Livelihood Mission since 2017. The Mission of DAY-NULM is ‘to reduce poverty and vulnerability of the urban poor households by enabling them to access gainful self-employment and skilled wage employment opportunities, resulting in an appreciable improvement in their livelihoods on a sustainable basis, through building strong grassroots level institutions of the poor’. (Ministry of Housing and Urban Poverty Alleviation, 2013). The Mission document defines that vulnerabilities faced by the poor may be residential, social, or occupational, and restricts the scope of this Mission to reducing occupational vulnerability. This study views livelihoods through the lens of DAY-NULM, its implementation and effectiveness.
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The guiding principles of this Mission is that the poor are entrepreneurial and have innate desire to come out of poverty, livelihood promotion programme can be scaled up in a time-bound manner only if driven by the poor and their institutions. It is meant to be implemented by the Urban Local Body as urban poverty alleviation is its function as per the 74th Amendment. It also recommends convergence of the Mission with other schemes of the government, and partnerships with the private sector.(Ministry of Housing and Urban Poverty Alleviation, 2013) The Mission is meant to be implemented in all urban areas with a population greater than 1,00,000 as per the 2011 census. It is meant to cover the population Below Poverty Line, as well as groups that require upliftment such as disabled, scheduled caste/ scheduled tribe, etc to a maximum of 25% of the population.
Legislation, Policies, Guidelines And Service Level Benchmarks The National Urban Livelihood Mission has a set of manuals and training modules for each of the 6 components of which it is composed. These give instructions on the purpose of each, the operating procedures, and checklists and formats.
System Description And Processes NULM Components The NULM works through 6 components: Social Mobilisation and Institutional Development(SM&ID) deals with the formation of Self-Help Groups in which every urban poor family is represented, preferably by a woman in such a group. It is primarily a micro-finance program that promotes financial literacy through thrift, credit, and
related activities. Capacity Building and Training (CB&T) to build ability within the governmental administration and employees of the Mission to create a pool of specialised and technically advanced professionals to work on poverty alleviation. Employment through Skills Training and Placement (EST&P) to develop and improve skills of the poor to enable self or salaried employment, as per market demand. Self Employment Programme (SEP) to provide interest-subsidised loans to individuals or groups of urban poor for the purpose of setting up an enterprise. Support to Urban Street Vendors(SUSV) and Scheme of Shelter for Urban Homeless (SUH) are the last 2 components. Of these components, this study will be looking into the implementation of SM&ID components in the Shahpur ward. The NULM is administered through a National Mission Management Unit at the Central Government Level. Each state has a State Mission Management Unit, which in Gujarat is the Gujarat Urban Livelihood Mission (GULM). Further, each city implementing the program will have a City Mission Management Unit (CMMU) which in Ahmedabad is within the Urban Community Development Department(UCD). External bodies/ institutes/NGOs support implementation of this scheme. Of these, the Skill Training Providers under EST&P, and Resource Organisation under SM&ID are empaneled at state level, but are monitored at city level. However, the NGOs or agencies that run the homeless shelters under SUH and City Livelihood Centres under SM&ID are appointed as well as monitored at City level.
Annual action plans are prepared by the state unit based on population of urban poor and absorption of scheme in previous years, and sent for approval to the National level. The state further divides the approved targets to its City units. At city level, the ward-wise targets are set. Funding is 75% from the Central Government, and 25% from the State Government. The City Government doesn’t officially have to contribute funds for implementation of this Mission
Processes Involved Social Mobilisation and Institution Development SM&ID is composed of sub-components: •
Self-Help Groups and their Federations
•
Universal Financial Inclusion
•
Revolving Fund Support
•
City Livelihood Centres
•
Training and Capacity Building
Resource Organisation Resource Organisation (RO) is engaged to support the formation and working of SHGs. The RO is expected begin with mapping the allotted area, identifying groups, facilitating group formation, hand-holding, training and capacity building for a period of 15-24 months of formation of an SHG. ROs employ a Community Resource Person (CRP), usually a local of the targeted area, to make interventions and build trust. The Resource Organisation functioning in Ahmedabad hired at State level is an NGO, JAHANVI. The organisation has however not
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conducted a mapping required to identify existing groups and potential target areas. New groups are formed mostly within communities that already have successful existing groups. The RO has deployed only one Community Resource Person for the ward, though their Agreement requires one to handhold 10 groups. The CRP in Shahpur also works as UCD Apprentice at the ward. Formation and Federation of SHGs Self-Help Groups(SHG) are the foundation of the SM&ID component. A self-help group is a group of people from a homogenous background that join together to address common issues. (Pangavannar, 2012). A group of 10-20 women, 70% of which are urban poor can form an SHG under NULM, for the purpose of thrift and credit. The group decides a name for itself, elect office bearers (president, secretary, treasurer), and formulate internal by-laws. These including monthly saving amount, frequency of meeting, etc. The group submits an application form to the CMMU with the member’s details and ID proofs, enumeration of by-laws. The approved group receives a certificate from the CMMU. A bank account is then begun for the SHG in a bank of their convenience. The group commences regular meetings (once a week recommended) with each member contributing a decided amount per month for saving. Simultaneously, they receive training from the CRP on saving, credit, loans, accounting, bookkeeping and other financial information, as well as on how to manage the group, make decisions, resolve conflicts etc.
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Figure 8.1 Sahpur ward CRP, Manishaben, assisting an SHG in Mithun Sayid ni Chali with loan application paperwork
A group must function on the basis of ‘ Panchsutra’:
receive a revolving fund of INR 50,000.
• Regular meetings
There is one Area Level Federation registered as a charitable society in Shahpur, and a second one has applied for registration. The ALF is the only point at which the SHG members in Shahpur are currently linked to any income generating activities. The functional ALF has 10 member SHGs, and meets once a month. They manage the Pay and Park facility along the Sabarmati riverfront in Shahpur, and the homeless shelter in Shahpur.
• Regular savings • Regular internal lending • Regular repayments • Regular book-keeping Once a group is functional for 3 months, it is eligible to receive a Revolving Fund (RF). This is a onetime deposit of INR 10,000 to the SHG account as incentive and contribution to their corpus. The next stage in the maturity of an SHG is the Term Loan. A group which has received RF, and has completed 8 functional months is eligible to apply for and receive a term loan of an amount up to INR 1 lakh. Each group has to maintain records- one of monthly accounts, one of meetings and minutes, and individual account books. The Community Resource Person maintains a record of every group they are monitoring. The City Mission Management unit maintains a physical file of all the documents connected with a particular SHG, and an up to date Management Information System which is accessible through the NULM portal. There are 74 SHGs existing in Shahpur. The first group was begun in 2011 under the Swarna Jayanti Shahari Rozgar Yojana (SJSRY), a precursor to the DAY-NULM scheme.
However, there is a lack of access to training and capacity building within the groups, which might have enabled them to participate in more income generating activities, especially with the many new commercial establishments in the Shahpur ward. An ALF further federates to form a City Level Federation(CLF). A CLF is meant to represent urban poor, advocate for pro-poor planning, assist ULB to identify beneficiaries for government schemes etc.(Ministry of Housing and Urban Poverty Alleviation, 2013) CLFs in Ahmedabad are formed in each zone by the federations of all ALFs in them. There are 5 CLFs in Ahmedabad. The ALF in Shahpur is affiliated to the Central zone CLF which is an aggregation of 71 ALFs. City Livelihood Centre (CLC)
An Area Level Federation can be formed by 10-20 SHGs, with a minimum of 2 representing each SHG. The ALF can register under state laws as a society/ association. An ALF too has its by-laws and office bearers. As soon as the ALF registers, it is eligible to
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These are meant to be resource centres for the urban poor, where they can access services and information, or offer their goods and services in an organised manner. There can be a maximum of 8 CLCs in a city with population above 10 lakh. A one-time grant of INR 10 lakh is available for setup of each such centre. The setting up of a CLC is the responsibility of the Urban Local Body, and it can be handed over to an NGO, to run in premises provided by the ULB. The CLC could provide support for functions such as opening savings bank accounts, information on social welfare schemes, business support services, enrolment for UID etc. (Ministry of Housing and Urban Poverty Alleviation, 2013) There are 6 CLCs in Ahmedabad, of which the one closest to Shahpur is located in the Madhupura subzonal office. It is one of 4 CLCs run by the NGO Women’s Empowerment Corporation (WEC). It functions as a call centre for Aajeevika mobile application, and a unit where production of Sakhi trademark sanitary napkins takes place. Though this could be an excellent income generating activity for SHGs, the women currently employed do not belong to any.
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Figure 8.2 Sanitary napkin production at City Livelihood Centre in Madhupura
Human Resources The National Mission Management Unit is a module within the Ministry of Housing and Urban Affairs. Each component is developed and monitored by Mission Managers. The State Mission Management Unit is the Gujarat Urban Livelihood Mission. At the city level in Ahmedabad, there are 4 Mission Managers- one for each NULM component functioning in the city. There are 3 Project Officersone for 2 Zones. There is 1 Community Organizer per city Zone. Each ward has one Assistant Community Organizer(ACO), 1 NULM Community Organizer(NCO), and Apprentices. Execution and monitoring of NULM happens at ward level, making the roles of the last 3 staff positions essential. The Community Resource Person(CRP) employed by the Resource Organisation also works at ward level.
Figure 8.3 UCD staff at work in the nodal office in Shahpur Ward
Figure 8.4 Organisational structure of NULM
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Studies and Surveys An interaction was carried out with 5 SHGs in different settlements within Shahpur to study their functioning and impacts. The interactions were carried out as group discussions. Questions were asked to gain a profile of member details, group details, and interest towards community outreach and income generating activities.
the SHGs as it has taught them the habit of saving, and made it possible to have funds available in case of an emergency. They feel the necessity for access to other government schemes which could help them with housing, opportunities for their children.
The groups interacted with were Swa Sahay at the Mithan Sayed na Chapra, Sapna at the Jupiter Mills ni Chali, Ekta at the Jupiter Mills ni Chali, Jai Jogni at the Parmanand ni Navi Chali, and Sivam at the Kamu Myan ni Chali. Each group has 10 members, have meetings about twice a month, and each members saves INR 200 per month. All groups have a ‘pramukh’ and ‘mantri’ but have not had recurring elections to occupy the office bearer posts as the members are satisfied with current leadership, and unwilling to take on the responsibility. It was observed that the group members were women between the ages of 30 and 60, all married and with children. About 70% of each group was literate. Their savings are from small-scale, irregular, informal and home-based activities such as stitching, tiffin-making, selling goods from the city to their home villages. Most save from household expenses to contribute to the group account. Though the women were all interested in additional sources of income, they mentioned preferences for paid work within their settlement area, and for 2-3 hours a day. There is interest in community outreach activity, but again, only within their areas, and many have concerns that their literacy levels might hold them back. They are happy to be part of
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B
D
C
E A
Figure 8.5 Location of the 5 SHGs surveyed in Shahpur Ward
Figure 8.6 A. Swa Sahay. Mithan Syed na Chapra
Figure 8.6 C. Ekta. Jupiter Mills ni Chali
Figure 8.6 B. Sapna. Jupiter Mills ni Chali
Figure 8.6 D. Jai Jogni. Parmanand ni Navi Chali.
Figure 8.6 E. Sivam. Kamu Miyan ni Chali. Shahpur Ward Management Plan
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B. Issues Administrative observations made point to an insufficient workforce, especially from the Resource Organisation which has not been properly functional in Shahpur. There is only one Community Resource Person available for the entire ward, who has recently also started working as Apprentice at the UCD ward office. The database at this office is also incomplete, and the staff do not have complete and accurate information about their activities available. The MIS is structured for NULM programmes, but makes it difficult to extract information specific to a need. The groups themselves currently lack confidence, liberty, or skill to engage in come generating activities. Maximum growth seems to have been for the group leaders. So, there exists an opportunity for strengthening the groups. The City Livelihood Centre is under-utilised due to minimal activity and lack of publicity. The ULB is lax in the monitoring of it, possibly as it does not have a financial stake in the CLC.
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C. Proposals C1. Public-Private-Community partnership for City Livelihood Centres Rationale The study indicates a requirement for institutional strengthening to support the overall aim of the Mission, and increased ownership of the community engaged with the activities of NULM. A solution for this could be to build the City Livelihood Centre as a parallel institution to address the gaps in the system, and support the government machinery.
Action Plan The proposal is for a Public-Private-Community Partnership to set up and run the City Livelihood Centre (CLC), which would be an Urban Resource Center to improve access of urban poor to livelihood opportunities, and civic services. It would offer a mix of paid and free services in order to be able to function as an independent enterprise. The public partner would be the UCD, private partner an Agency or NGO with relevant expertise, and the community partner the City Level Federation (CLF) of SHGs of that particular zone.
Good practice This could be developed along the lines of the Saath Urban Resource Centre which provides assistance for the urban poor to access civic rights and services through centres set up within the locality. Another good practise is that of the Mahila Arthik Vikas Mahamandal (MAVIM) Community Managed Resource Centres (CMRC) in Maharashtra. These are run by the women in SHGs and provide services to the SHGs in 20-30 villages for a small monthly subscription fee.
The roles and responsibilities of each partner are highlighted in the figure, but primarily the city government would provide funding and monitoring, the NGO would provide expertise, and the CLF, community outreach and eventually full operations of the CLC. Each SHG would also be required to have one member as an Ajivika volunteer, who would report to the CLF officers at the CLC, and act as point of contact for community outreach and to communicate requirements to the CLC. Shahpur Ward Management Plan
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Table 8.1 Roles and responsibilities of CLC partners
Timeline The first 2 weeks would be for training and capacity building of the Centre’s staff, especially of the officers provided by the CLF, by the NGO’s technical experts. This training would be about the Centre, services offered, how to conduct processes involved, roles and responsibilities, book-keeping and accounting, communication, data collection and archiving, among other activities. The next 4 weeks would be dedicated to community outreach to build the database for the CLC. Each day, the CLC team would go out into the various communities, conduct 2 hour sessions with the
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Ajivika volunteers and SHG members on data collection and recording. They would then be spread out to collect specific data from their own communities. After this, 4 weeks would be to continue capacity building of the CLC staff, and for organised entry and analysis of data collected in the previous 4 weeks. The next month would again be on the fieldcommunity outreach to let the target population know about the CLC, its services, and advantages of availing these services; and to institutions and organizations that could be interested in the product
supported by the CLC which are goods and services produced by urban poor.
might avail from the CLC, and what amount they might be willing to pay for these services.
It is after this stage that the CLC would begin functioning as a resource centre for the urban poor. For the rest of the first year, the Centre would continue functioning with hand-holding from the NGO. After the first year the NGO completely hands over operations of the CLC to CLF, and continues to be involved in an advisory and consultant capacity.
The willing workforce would be all the SHG members. Data collected would be basic details such as name, location, but also specifics such as literacy, skills, constraints such as limit in number of working hours.
Building Database A database is of high importance for a CLC as its services will only remain relevant through constant community outreach in order to identify appropriate services required by urban poor, who form their client base. An initial database would be built in the second stage of the CLC timeline (as mentioned in the previous section), through formation of a task force for data collection. This task force would consist of CLC staff- both from CLF and from the NGO, the Ajivika volunteers of each community, and the UCD staff of each ward.
Skilled service providers are those that offer specific services such as plumbing, carpentry, etc. The database would contain information such as name, location, skill sector, certification, experience. All EST&P graduates would automatically be enrolled in this database. Monitoring and Evaluation The CLC would be monitored by both the City Government, as well as the larger CLF body. Checks would be kept on factor such as performance, processes, customer service, outreach, recordkeeping, finance. A schedule of reporting for the first year, and subsequent years are enumerated in the table -
The data collected would be of 3 broad categoriescommunity, willing workforce, skilled service provider. The community database would be of the entire target population, which is the urban poor. This set of data would be to identify their locations, and understand what their needs are, what services they
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Period Year 1
Year 2 onwards
Type
Frequency
Organisation
CLC financial audit
Monthly
AMC+Agency
CLC financial report
Monthly
AMC+Agency+CLF
CLC activity report
Weekly
AMC+Agency+CLF
CLF staff individual report
Weekly
AMC+CLF
CLC financial audit CLC financial report
Quarterly Monthly
AMC AMC+CLF
CLC activity report
Monthly
AMC+CLF
Staff individual report
Monthly
AMC+CLF
Table 8.2 Reports and schedule
Services Offered Of the many services such as business development services, micro-entrepreneurship consultation, assistance with civic processes that could be offered, 3 specific new processes are detailed below: City Projects Cell It has been observed through the entire study that AMC often has need for short – term, low-skill workers for activities such as community outreach, solid waste and sanitation management within settlements. This need can be meet through SHG members who have expressed interest in paid work close to their homes. The City Projects cell in the City Livelihood would connect these 2.
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The AMC department requiring services would contact the CLC with details such as nature of work, number of workers required, number of hours of work, proposed pay. CLC would identify SHG members from their database subject to AMC requirements and SHG member constraints. Once a set of workers are identified, CLC notifies the head of the SHG as well as UCD staff at the ward the SHG is located in, who counsel the identified members and confirm their consent. The CLC would then notify AMC about the workers identified, and schedule a slot for AMC to train the workers in the CLC space. The commissioned work begins post the training session.
AMC makes the payment of fee plus a 5% commission for the Centre to the CLC account, which then pays the worker’s personal account (if available) or her SHG’s account.
candidate, after deducting a 10% commission for their service. The CLC maintains copies of these certificates.
Once the work is complete, CLC obtains feedback about the worker from the department, and the individual is graded in the CLC database.
As NULM also includes Shelters for Urban Homeless, it possible to connect shelter residents with government schemes meant for them. However, this often takes a backseat as shelter staff are themselves unaware of the schemes on offer.
Facilitating Recognition of Prior Learning Recognition of Prior Learning is a scheme within the Prime Minister’s Kaushal Vikas Yojana (PMKVY) to provide certification to skilled service providers. CLC could facilitate this by promoting this scheme within their database. This would also be a way to assure quality of workers supplied through CLC. CLC would identify eligible candidates from their database and counsel them on the scheme, and advantage of obtaining certification. Once a grop of 25 is identified, the Skill Training Provider (STP) would be notified. The STP conducts a pre-screening by assessing the candidate and their available documentation. They are given a 12 hour orientation with domain specific training, soft skills, and awareness of assessment methods. An assessment is done by a Sector Skill Council accredited body, based on respective performance criteria.
Schemes for Shelter Residents
In this context, CLC would build a module by identifying relevant schemes, and train the shelter staff in questions to ask residents and identify possible beneficiaries. Once identified, the shelter staff would contact CLC with their information. CLC staff then visit the shelter to counsel residents on the various possibilities, and hand-holds them through the process of obtaining IDs and enrolling in benefit schemes. The CLC would maintain records of these interactions, and the stage of each application.
The CLC is handed over INR 500 for each candidate that clears the assessment, as well as the certificate. The CLC passes on the certificate and fee to the
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Cost Recovery
Impact
The City Livelihood Centre is meant to function as an independent, sustainable enterprise. However, it is evident from examination of the current scenario that the City Government having a financial stake in it is necessary to sustain monitoring and therefore performance quality of these centres. This is also necessary for the private partner (NGO) to be encouraged to take up the mentoring role as risk is reduced.
This model of Public-Private-Private-Community Partnership for City Livelihood Centres would support NULM to mainstream the urban poor through close connection with the beneficiary communities. As the Centre would be run by members of these communities through the City Level Federation, real problems and requirements will get addressed and the CLF will receive the power and platform to advocate for dignified lives and livelihoods of the urban poor.
The proposed financial model would require the NGO to prepare a projected budget for the first year of the CLC. Based on this amount, the City Government pays 40% of the cost in 5 monthly instalments over the first 5 months to the CLC account. This would help sustain the Centre as there will be no income generation during this period. The remaining costs for the year will be spent outof pocket by the NGO, by paying in to the CLC account. After the NGO phases out and hands over full operations of the CLC to the CLF, the City Government pays back the NGO based on actual expense, performance of the NGO and CLC, and income generated by the CLC.
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09
Street Vendors Management
A. Assessments Introduction
Legislation, Policies And Guidelines
Street Vendors have always been an inseparable part of any city market. As per the data of National Policy for Urban Street Vendors, 2009 , the total number of street vendors was estimated to be around 10 Million, where Mumbai had the highest with around 2,50,000 , Delhi 2,00,000 , Calcutta 1,50,000 and Ahmedabad around 1,00,000, which proves the sensitivity of the sector in the city. These numbers have grown substantially over the years, leading down to heavy impacts in the informal sectors of the economy.
Due to the lack in upliftment of the street vendors for such long time, various organizations and associations came forward and stood for the rights of vendors.
As per the data by Ministry of Housing and Urban Poverty Alleviation, the informal sector has contributed about 46% to the GDP of India, of which street vending is a part. Thus, with such level of involvement, it becomes necessary to identify them formally and address the sector with the respect they deserve. The city of Ahmedabad was known as the ‘Manchester of India’ for its flourishing textile mills around 1940s. But due to the restructuring of textile industry around 1980s, major textile mills shut down, which resulted in the loss of jobs. People were forced to move towards the vending sector. In addition, immigration of people to the city for better livelihood opportunities, lack of education and knowledge, and poverty contributed to the entire scenario of street vending in Ahmedabad.
Bombay Provincial Municipal Corporation Act, 1949, was the first act that addressed vending (hawking) activity, and assigned powers in hands of the Municipal Commissioner through setting limitations as -Section 384, Licenses for sale in public places, “Except under and in conformity with the terms and provisions of a license granted by the Commissioner in this behalf, no person shall use any public place or any public street for the purpose of hawking or exposing for sale, any article whatsoever, whether it be for human consumption or not.” Further sections 385, 386, 387, 388, provided the power to evict, relocate, remove any hawkers from a public space, without providing any future alternatives or proposals, as sought necessary by the authorities. After compliance of the Act, there was no comment on their upliftment, which led to further demoralization among the vendors . It was then Self-Employed Women’s Association (SEWA) came forward and started laying the needs of vendors in front of the concerned authority. They brought women forward by motivating them towards selfhelp. National Association of Street Vendors of India (NASVI) overtime accumulated within it more than 500 organizations, fighting for the rights of the vendors and also providing guidance to manage themselves.
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• National - Legislation National Support to Urban Street Vendors,2009 It was the first policy made in India, that spoke about the vendors. It clearly stated the regulations for vendors while laying down objectives for their betterment. It identified vending as a profession linked with right as a citizen. It lead to the formation of plans and town vending committee in order to form a dedicated body. Later, the Street Vendors Act was enacted that strictly addressed all the objectives with a much more rigid approach towards vending in India. National Urban Livelihood Mission,2013 Mission (NULM), incorporated street vending within it as one of its component. Support to Urban Street Vendors (SUSV), was constituted for the upliftment of the street vendors, that elaborately discusses the need of the sector and how actions must be taken to improve their livelihood. Street Vendors Act, 2014 The street Vendors Act clearly identified the roles and responsibility towards street vending. It set guidelines for the government to address the issues of street vending and directed them with measures. • State – Legislation In Ahmedabad, street vending is governed by various laws and acts namely: GPMC Act, 1949, Indian Penal Code, 1860, Gujarat Police Act, 1951, Motor Vehicle Act, 1988, Criminal Procedure Code, 1973, Gujarat Town Planning and Urban Development Act, 1978. The powers derived from these Acts could be explained through incidents that took place in
Bhadra Fort Market, Ahmedabad, where section 283 of the Indian Penal Code was used by Ahmedabad police to evict street vendors on 17th December, 2011. Cases were slapped on 50 street vendors and their goods were confiscated. This eviction drive was on account of the decision made by one individual Deputy Commissioner of Police (DCP), who was new to the area and ordered eviction. “Criminal Procedure Code can be used to arrest the street vendors protesting eviction without any procedure was the explanation (Mahadevia & Vyas, 2012).” “The TPS mechanism gives a tool for reserving lands for the vendors’ market. In spite of this provision of the GTPUD Act, the TPSs do not recognize natural markets where the vendors carry on their business, and do not make any provisions for the street vendors. It is thus evident from the above that while urban plans allocate space for public amenities such as parks, hospitals, community space, etc. they do not take into account places that can be developed into natural markets for the hawkers, e.g.: rail or bus terminuses etc. (Mahadevia & Vyas, 2012).” Gujarat Street Vendors’ Scheme, 2016 “The scheme states that the major functions of the TVC should be to provide amenities to the vendors in vending zones, formulate rules and regulations to register vendors, carry out regular surveys and decide on the number of registered vendors to be permitted in the vending zones, decide the fee structure for the vendors, fix the dates, time and days of functioning of the vending zones; keep a quality check on the goods sold, provide for skill enhancement of the vendors, provide them with credit schemes and insurance and also reserve plots in old and new Town Planning schemes for vending
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activities. The scheme also states that the TVC should be monitored by a monitoring committee, e.g.: the Standing Committee formulated under the BPMC Act (Mahadevia & Vyas, 2012) .�
System Description And Processes Street vending is being controlled by the Estate Department of Ahmedabad Municipal Corporation since the time BPMC Act,1949 made amendments for the ULBs Later, NULM clearly stated the transfer of powers from the Estate Deptartment to the City Mission Management Unit in the Urban Community Development Department (UCD) under SUSV Cell. The objectives of the SUSV component included – Survey of street vendors & issue of ID Cards, development of city street vending plans, Infrastructure for vending zones, training and Skill Development, financial Inclusion, access to credit and linkages to social security schemes for street vendors. The Street Vendors Act, 2014 further added the formation of a town Vending Committee on a zonal or ward level as required, regulated by City Vending Committee. It clearly identified the members meant to be a part of it. In spite of the Act and Mission, the entire work is currently being handled by the Estate department and its encroachment cell, with the help of City Traffic department. The survey of vendors that began in year 2014 is nowhere near to completion, resulting in delay of other processes. Further, no agendas for the upliftment are fulfilled due to the lack of accountability.
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Roles & functions of the Estate Department nowhere includes street vending as its designated duty and no priority is given to the vending sector. Survey for the issue of ID cards through third party engagement and encroachment removal drive of the street vendors are the two process that are being actively carried out. The identification of the vendors and their vending location through geo-tag are the two major components of the survey. The survey questions to be addressed are mentioned in the Gujarat Street Vendors (protection of livelihood and regulation of street vending) Scheme, 2016
Process of Survey and Ids Irrespective of UCD being the nodal office of Gujarat Urban Livelihood Mission under AMC, the entire process of ID card distribution is vested with the Estate department The third party is appointed by ULB through RFP, after the approval by Standing Committee of GULM, to carry out survey, as per SUSV guidelines. So far only, 4450 vendors have been identified in Shahpur Ward, out of which only 266 has been provided with IDs. Hawking License issued by the Estate Department were mandatory until now to vend. The form for license had to be submitted along with proof of ration card, address, or voter ID card, etc. The proof of address for the slum dwellers was the hurdle that exempted most of the street vendors from acquiring it. Food License/registration card as per the turnover, for vendors selling cooked food issued under
FSSAI Act, is mandatory. The health department is responsible to issue card on City level. The food stalls are inspected by the Health Officer of the sanctioned ward as and when need arises. The major hurdle in acquiring the card was again the lack of vending address proof, due to which there is loose control over the quality of food provided by these vendors.
Process of Allocating Zones As the vending plan has still not been formed, the zonal office maintains and allocates vending zones on temporary basis. As per the guidelines of SUSV and the Street Vendors Act, a town vending plan has to be prepared according to which venders could be allotted designated zones for vending. But no plan has been prepared as of now that marks the permanent vending zone. Within a short period of 1-2 year, prominent vending markets have been removed by AMC. No prominent steps are followed while relocating. On the basis of complaint and the availability of an empty patch of land, the vendors are relocated without any acknowledgement of their customer base or the de-stabilzation of their livelihood.
Human Resources As per NULM Operational Guidelines, Support to Urban Street Vendors, “The State Urban Livelihoods Mission (SULM), i.e. GULM, will be the nodal agency responsible for overall implementation of the component. At the City level, the responsibility for implementation will rest with the Urban Local Body (ULB).” The Estate department is looking after the SUSV Component as the nodal department. As per Street Vendors Act, “The appropriate Government may, by rules made in this behalf, provide for the term and the manner of constituting a Town Vending Committee in each local authority.” The town vending Committee is still provisional with entire duties with Estate department. Overall, the resource of the Estate department as it is looks into street vending of the City. goods to be sold from where they acquire their second hand products. For further study, the Juna kapda market is selected to implement as the subject.
The new improper location of vending leads to the decline in their monetary growth. This leads the vendor to re- locate himself to the old location illegally. When it comes to regularization of street vending, Encroachment cell is involved for demarcation, with still no assurance of no disturbance from traffic police or themselves.
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Studies and Surveys On the basis of observations for Shahpur Ward, the vendors present are mostly stationary. The vendors are huge in numbers with around 2000 in a single patch close to Delhi Darwaza. The maximum availability of stationary vendors, have led to their sub-categorization are mentioned with with reference of location marked in the ward map. Site Observations for Shahpur WardThe Market Identified –Juna Kapda Market
Figure 9.1 Food vendors in the ward
The interconnection of the two arterial roads, both around 24m wide explains the complexity of the market, where there are around 2000 vendors. The vendors have been continuously harmed by the authorities by pushing their setbacks, or the encroachment department pulling in, or the traffic department taking away their belongings. Stil,l the market functions, in the form of circular economy for them. The nearby retailers provide retailers provide goods to be sold from where they acquire their second hand products. For further study, the Juna kapda market is selected to implement as the subject.
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Figure 9.2 Vegetable mobile vendors
LEGEND Flower Vendor Clothe Vendor Weekend Electronics Mobile Vendor Food Vendor Vegetable/ fruit Figure 9.3 Location of the vendors according to primary survey Shahpur Ward Management Plan
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The relocation amends for the past markets have been analysed. Ravivari Bazaar, Ellis Bridge, Ahmedabad The Gujri market along the riverfront line have been maintained well by the Corporation. Each vendor have been allotted with a vending number as per their stall. A challan of 20 INR is issued to each registered vendor every Sunday when the market is set up. The discrepancy here is the lack of mechanism to check the eligibility for deserving person whowould need that vending spot. The shopkeepers avail the spot and than sublet it to the vendors on higher prices, thus exploiting them. The market after the renovation of Bhadra plaza, is atypical example of how the vendors are regularized after various battles fought by the NGOs with the AMC. Rajkot City Market – GTPUD Act Provision has been made in Rajkot City in an innovative scheme, wherein the plot reserved for commercial purpose has been allocated for the development of vendors’ market in a prime location in the city. The vendors occupy the market after 4.00 pm every day. The Rajkot Municipal Corporation has put in lights and provided toilet facilities, The demarcation and allocation takes into account very little, the need of the vendor. The municipality upholds different practices to allocate space to the vendor, with no definite criteria for space allocation. During the time of space allocation to the vendors at Bhadra Fort, the lottery system was taken, which was later hugely protested by the workers of SEWA. Thus, until the plan comes into formation, proper methodology must be formulated to regularise the vendor activity as well as provide them equally better benefits for their upliftment.
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Figure 9.4 Yellow demarcating vending space in Bhadra Plaza
Figure 9.5 Vending zone developed in Ravivari Bazaar
B. Issues From the analysis, it is understood that the reason for the existing condition of the vendors is the gap between the vendors and the authority. These gap could be identified as communication gap, resource gap, etc. – which has turned into lack in realisation of the following issues – Their is very less acknowldgement towards vendors. Due to which less consideration is given towards their actual requirement. Continuous encoachment removal drive takes place that provide them with temporaray places to vend, without considering the factor of location for thier income generation.
Figure 9.6 Littering on streets by the vendors
There is lack of rules and regulations for street vendors. Lack of restrictions over the manner of thier activity creates unpleasant scenes for the neighborhood.
Figure 9.7 Encroachment Removal Drive of the vendors - Jamalpur Market
Source: AMC, secondary
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C. Proposals C1. Vendor Space Relocation Model Rationale The need for a city vending plan has been emerged continuously, but lack of its implementation or even formation has left vendors in a difficult state. On one hand, where the ULB is not able to identify space for them, they subject vendors to eviction drives. A proper model for relocating street vendors where the toll of impact on their livelihood is minimal is necessary.
A model for space allocation of Shahpur Ward Vendors has been formulated in accordance to the needs of existing vendors.
Good practice Patna Model of street vending The vending survey that would decide the accountability for vendors has not been yet completed by any of the states of the country. But various strategies have been formulated through which they have been able to devise methods to allocate space to them forming a bottom-up approach. Patna Model for street vendors is one such model where, the ULB has identified proper zones for vendors and devised methods to improve them and check upon the need of relocation. 31 vending zones have been identified and through a matrix of how and what can be improved, they are being developed with minimal negative impact on the livelihoods of vendors.
Bhubaneswar Model of street vending Bhubaneswar Model where they tried to solve the vending issues permanently through a rigid framework is most interesting. They identified each potential stakeholder of vending, which included Govt. bodies to NGOs to vendor representative. Then, they identified vending zones and developed them on temporary basis for 3 years. On achieving the customer target as required by the vendors, permanent stalls were erected through private partners in return for advertisement rights. Following this successful implementation, 50 more vending zones were created in the city, and the vendors were then surveyed marking their location. Bhubaneswar and Patna are the examples of cities that have a similar dynamics to that of Ahmedabad on the grounds of demography and livelihoods, and they have been able to solve the issues of street vending to an extent.
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Action Plan
No of Vendors - 2000
Understanding of departments involved to delegate roles and responsibilities and setting their limitations is the first steps towards laying down a framework.
Monthly Earning - INR 8,500/-
The transfer of vendor management completely to the SUSV component of NULM, to be handled by UCD is very much important. Thus, stating that SUSV cell is activated, the space allocation would be carried over by the UCD department along with the Estate department supported by the Planning department. The entire process flow is elaborated below with each guided set of responsibilities to help relocate the Juna Kapda Market. At first, survey to understand the situation of vendors must be carried out by the SUSV cell’s Project Officer and the Apprentice at the ward, and submitted in the form of report to Mission Manager. The survey must constitute of objectives to understand the needs of the vendor and the issues they currently face. The result would provide basic information of vendors in the patch as data to be utilised further. The analysis of the survey would help to understand the amenities desired by the vendors and what better could be provided to uplift them. On analysis of the survey of the report prepared for Juna Kapda Market, the following data was established:
Duration for vending - 0.5Hrs to 1Hrs Vending time- 9:00Hrs to 19:00Hrs Vendors in each spot - 10Nos. Space required by each Vendor - 2.16Sqm. Total Area Circulation)
required-
600Sqm.
(Including
Total spots required - 200Nos. Along with this data, the report also helps to critically analyse the earning mechanism for street vendors to understand the impact area. The vendors are engaged in selling utensils in exchange for second clothes which they sell in the Juna Market. The utensils( 10-15pcs) are borrowed from the shops at a price of INR 30-50/- each, where they roam in a radius of near about 3-4km selling them. The utensils are sold and by evening the shopkeepers are returned the money at selling price. The daily earning from this practice is about INR 340/- per day, amounting to INR 8,500/- per month. This gives a clear understanding of the impact area and the factors to be considered while allocating site to the vendors. On critical review of the report, UCD department would than pull in its resources for the selection of
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the plot for allocation. The decision would be made in meeting in the presence of the representative of the respective departments to further discuss the action plan. The selected plots would be handed over to the Planning department. Rationale for the modification of zone and inclusion of the plot as a permanent zone for vending. On understanding the dynamics of the market, a plot is identified that would cause least loss to the vendors upon relocation. The development of plot is than taken care of by the Estate department along with the incorporation of amenities and facilities required. The SUSV operational guidelines state the amenities - public toilet, platform for vending, protective cover, electricity and drinking water are to be included in the vending zone. These amenities are to be procured by the Estate department and incorporated in the vending zone. The Assistant Town Development Officer for the Central zone would be responsible to look into the entire mechanism of development, procurement and contracting to avail the services such as maintenance of toilet, etc. For the development of the land, the major risk lies in the investments. If the vending zone doesn’t suffice or cater to the vendors, it may result in the movement of vendors again towards encroachment.
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To tackle this issue, the entire relocation of vendor has been divided into three phases, each spanning 3 months. The first phase will see a relocation of 500 vendors, followed by 500 and 1000 in the second and third phases respectively. Phase 1, foresees development of 50 spots of vending that would be shared among 500 vendor on time basis, i.e. utilisation of one spot by 10 vendors for one hour each. The total plot developed would be 200sqm. Meanwhile, the remaining 1500 vendors would be asked to remain in the space demarcated to each. The demarcation would be carried out by Encroachment cell and the traffic police. For implementing the entire plan of relocation, an outreach to the vendor is required, explaining to them the procedure of relocation. Awareness would be created through announcement in the local newspaper, Apprentice of NULM in ward, public notice. The vendors would be asked to register for the vending spot. Since initially only 50 spots would be developed, the vendors would be registered for the spot on first come first serve basis. The last date of registration would be marked. Upon registration, the ID proof along with a onetime registration fee of sum of INR 100/- has to
be produced. The vendor would then be asked to sign the vending agreement that would clearly state the terms and condition of vending along with termination clauses. The vendor would have to pay an amount of INR 150/month for vending . After the construction and development is over, the public toilet would be given out on contract for operation and maintenance, along with the cleaning of the vending zone. Each phase would constitute of a time frame of two months for registrations, and one month would be a waiting time to see the income generation of vendors. On completion of all the phases, all the contracts and roles would be completely transferred to the UCD department. The final step would be the regulations of vending zone. For that purpose, an inspection regime would be created to keep a check on the activities happening int the vending zone. The regime would include the schedule of the designated person and the checklist for inspection. Overseeing the terms and conditions mentioned in the agreement of the vendor would be a part of the checklist. If any discrepancy is seen due to the negligence of the vendor, the termination clause would be brought into action after a third warning. On successful allocation of the vendors, the vendors
of other parts of the city could be relocated with better vending provisions for them.
Impacts This model would help in the formation of an organized informal market. The database of vendors maintained, while registering would be covered under the survey. The zones created would be incorporated in the city vending plan, through a practical approach. Better vending provisions would help to uplift the livelihood of the vendor.
Cost Recovery The goal of the cost- recovery breakdown is not to understand the profits that could be made since it is the duty as a Corporation to provide services to the citizens, i.e. the vendors. The total cost is to be born by the UCD Department, through NULM funding. A vending fee of INR 150/- will be monthly collected alongwith one time registration fee of 100, which will amount to INR 20,00,000/- for a fully functional year. The amount would be ring - fenced in the SUSV Cell to create opportunities for the vendors. The initial cost, i.e. in the 1st year of development amounting to INR 20,28,000/- will be spent including the capital investment and yearly operation cost.
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C2. Rules and Regulations for Street Vending
Looking at the issues arising on the street due to lack of a framework that regulates the vending activity, it is important to have a form of code of conduct that binds the vendor’s activity.
Rationale The Street Vendors Act, 2014 clearly directs to form terms and conditions for street vending that are to be included in the Gujarat Street Vendors Scheme. Various states such as Delhi, Rajasthan have been able to implement them through elaborate clauses in their scheme. The formulation of such a framework is important as it would clearly state the manner of vending.
Action Plan After a comprehensive study on street vendors, certain factors emerge from the surveys and case study that stand in priority to be regulated Health & Hygiene Area Demarcation Timing Cleanliness Storage Space Other License Each of these factor would hold a Code of Conduct that would regulate them. Each code would not be uniformly applicable to all the vendors. A garment
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seller won’t be bound by health and hygiene requiements, which are relevant to a food-seller. Thus a matrix will be formed that would define the type of conduct a vendor has to follow. Reflecting on the Shahpur Ward, the matrix is formed based on the vendors prevalent there. This code would be form of agreement with the vendor, that would include penalty clauses as well. The code of conduct formulated is added in Appendix C. Mere inclusion in the scheme is not enough but a stringent framework is required to implement it. Implementation would be carried out at the ward level, to ensure that no vendor is left out. While formation of rules, it would be SUSV Cells responsibility to implement it. Project officers and Asst. Community Organizers would head the proceedings at the zonal and ward level respectively. The agreement of code of conduct would be provided as a document to be signed while issue of ID card. The database of the vendors would also incorporate within it, a section for the vendors who have signed the document. The major step for the success of framework would depend on its actual implementation. Orientation of the vendors would explain to them the code of conduct and how beneficial it would be for their overall evaluation would be a major part. The orientation programme would be added as
compulsion to attend for availing the ID Cards that will take place in the ward civic centre.
Table 9.1 Matrix formed to decide upon the types of agreement the vendor would engage in
Impact Vending zone would be well-maintained. Control over the type of vending taking place. Ease in identification of vendors for survey if such a new drive is introduced.
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10
Street Parking Management
A. Assessments Introduction There is a rise in the number of private vehicles in recent years which results in over-spilling and congestion on roads. In spite of the provision of parking by-laws for buildings, there is a lack of effective implementation. Vehicles are parked on roads resulting in haphazard parking, congestion on streets, neglected parking spaces- so there is a need to formulate and enforce public parking management plan in order to organize and create a sense of responsibility among parking users. Public parking can be categorized into three categories- on-street, off- street, private. This study aims to solve public parking related issues in Shahpur Ward with the objective to identify existing public parking policies, working of the system, current scenario in Shahpur Ward, identifying issues and root causes, followed by conducting appropriate surveys and analysis to come up with an effective proposal for public parking management.
Legislations, Policies And Guidelines Parking regulations and policies severely affect our urban fabric. It influences transportation choices and numerous quality-of-life issues, including affordable housing, walkability, air quality, traffic congestion, and greenhouse gas emissions. Traffic management and parking policy are closely interlinked and should serve a wider set of environmental, social and economic objectives. There are various policies on national level such as National Urban Transport Policy (NUTP) India 2014, Indian Road Congress (IRC) 1988, Motor Vehicle Act, 1988 and on state level like GPMC Act. 1949, General Development Control Regulation (GDCR) 2017 which helps
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government and authorities to regulate parking norms at public and private spaces.
System Description and Processes Departments Involved There is the engagement of various departments at different levels for implementing on-street and off-street parking. The Traffic Police department monitors parking at city level, with both Traffic Project and Estate departments share responsibilities at zone level. For off-street parking, Traffic Project and Engineering road departments work at city level, while Estate level does so at zone level. Activities There are three processes involved: identification and demarcation of on-street and off-street parking, regulation towing, and penalty. The Estate department and Traffic Police department handle on-street parking. Based on the complaints from the public and if there is any continuous congestion due to public parking, then an appropriate zone is identified. For this purpose, the respective zones have to identify empty plots, islands, and an alternate patch for parking. Approval must be obtained from the Estate department. After approval, the survey is conducted based on frequency and type of vehicles parked. Other factors like circle rate for the property nearby and type of locality are also considered. At this stage, the process is subject to the approval of Municipal Commissioner and further, the demarcated area has to be surveyed by planning cell of Traffic Police Department and a no
objection certificate has to be received by Deputy Commissioner of Police of Administrative Wing. It is then decided whether to impose charges and make a “pay and park”, of free parking. In case of free parking, the demarcated area is set up with signboards and road markings if needed by Traffic Project Department. The budget is allocated from the Traffic Project Department. In paid parking, the area is sublet to a third party for management, invited through tender and dispatched after finalizing the bid and conditions as per contract, which is done by the Estate Department. Before floating the tender, the prices are to be approved by the standing committee. The contract amount is paid by the contractor phase-wise to AMC as per the conditions mentioned in the contract. For demarcation of off-street parking, three departments are engaged- the Estate department, the Traffic Police department, and the Engineering Road department. First, the plots are identified by the Estate department at zonal. After the identification of feasible area and type of parking (plot parking or multi-level parking), a proposal is made by zone level Estate department and sent for the approval of Municipal Commissioner. The Commissioner also decides if parking is to be paid or free. For a free parking plot, the demarcated area is developed by the engineering department with proper signboards and other infrastructure. The budget is allocated from the Engineering Road department. After that, the plot is managed by the Estate department of that zone. If it’s paid parking, the area is sublet to a third
party for management invited through tender and finalizing the bid and conditions as per contract which is done by the Estate department. Before floating the tender, the prices are to be approved by the Standing Committee. The contract amount is paid by the contractor phase-wise to AMC as per the conditions mentioned in the contract. If multi-level parking turns out to be a feasible option then construction is supervised by the Engineering Road department at zone level with funding from the budget allocated from the Engineering Road Department. Further, for operations and management, it is sublet to the third party, invited thorough tender and finalizing the bid and conditions as per contract which is done by the Estate Department at the zone level. Before floating the tender the prices are to be approved by the standing committee. The contract amount is paid by the contractor phasewise to AMC as per the conditions mentioned in the contract. The third activity is regulating parking by towing, and penalty. Only Traffic Police department is responsible for these operations. At Shahpur, it is regulated by East Zone of Traffic Police department. There is a total of four towing vehicles available for towing- one for four-wheelers and three for two-wheelers. Of these, one vehicle is owned by the Traffic Police department and other three by a contractor engaged in operations. These operators work with one traffic policeperson whenever towing a vehicle ,and towed vehicles are sent to “F Chowki” police station of Subhash Chowk which is controlled by “L Chowki” police station located at Shahibaug. For the other cases vehicle are locked on site with a
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mobile number on the lock for clearing the challan and unlocking the vehicle. In case of a nuisance, one can lodge a complaint and can also report to 1095. There is no specific route assigned for patrolling. If any vehicle is obstructing the vehicular path then it is either towed or locked. The working hours for these operations is between 9:00 am to 9:30 pm all days of the week. The challan is issued on receiving the vehicle, penalty as per the charges set by the Regional Transport Office.
Site Overview After studying the ward it was noticed that there is only one on-street free parking that is assigned to auto-rickshaws in front of Kama Hotel at Shahpur Road. Also, there’s the absence of other paid onstreet parking and off-street parking. Furthermore, the areas of nuisance and congestions were identified of which root causes are overspilling, unorganized vehicles parked at junctions, and bottlenecks. Observations As shown in base map the first area comes under Gamtal area which has congestion over Shahpur Road.
Figure 10.1 Auto rickshaw parking at Kama Hotel at Khanpur Road
were neatly parked along the road margins and a dirt patch available, so there is evidently a sense of responsibility among the vehicle owners. But in contrast, the scenario at Shahpur Road is congestion, parking vehicles on road along with street vendors as shown in figure below. The stretch identified is approximately 900 meters long with 5.5 meters right of way. This road had two-way traffic and there are commercial and street vending economic agglomeration. Walking down on the street it is seen that major contribution for congestion is due to two-wheelers and auto rickshaws. The areas affected due to above activities leaving a limited clear area for traffic movement and unregulated parking.
The second area is a junction at Dudheshwar area near Charansingh Gurusingh Mangat Marg.
Area 1: Gamtal Area It was found that mini-carriers, auto rickshaw were parked along the Khanpur Road. These vehicles belong to people living nearby engaged in delivery of scrap and auto rickshaw driving. But these vehicles
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Figure 10.2 On-street parkingin Shahpr road leaving very less Effective RoW.
LEGEND Area 1Gamtal Area Shahpur Road (affected area)
Area 2 Dudheshwar Gurusingh Marg (affected area)
Figure 10.3 Base map showing affected areas due to haphazard parking Shahpur Ward Management Plan
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Area 2: Dudheshwar Now coming to Dudheshwar area, on-street parking of four-wheelers, two-wheelers could be seen in above base map. Further narrowing down to the area in Charansingh Gurusingh Mangat Marg the over-spilling two wheeler parking were found due to street vending activities. This stretch Chosen is for study is approximately 200m long with right of way of 18m.
Human Resources There are 3 departments engaged in managing parking.
First is parking at Relief Road in Ahmedabad. This is the most suitable example which suits the dynamics of the stretch in Shahpur. A systematic way of organized parking has been enforced on the effective carriageway of 8m, and alternate parking days are assigned for two-wheelers, that are to be parked on either side with on the respective day. On Monday, Wednesday and Friday to be parked on one side and Tuesday, Thursday, Saturday and Sunday on the other side. ‘No Parking’ points are assigned on the street, and vehicles parking at these point will be towed. A multi-level car parking facility also exist for 4 Wheelers.
First is the Estate department which operates at Zone Level. It has responsibilities like maintenance of Corporation-owned assets, identification and parking demarcation, and approving building permissions for new construction, alteration of the existing buildings, zoning certificates, work related to the development plan. Second is Traffic Project department, which works at City level with duties like receiving a proposal from the zone for bump, circle, central verge, island, traffic signals and getting its sanction from Traffic Police dept. The third is the Traffic Police department which works at zone level and is responsible for regulating parking and monitoring violations. They help the Estate department as consultants for on-street parking approvals
Studies And Surveys To support and to have insights to good practices around the world, various cases have been taken into account to be able to come up with an effective solution.
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Figure 10.4 Parking sign board with designated days for parking.in Relief Road
Another case study is of Miami, Florida where residents of a particular geographic area pay a lower meter rate than non-residents and tourists pay. In Miami Beach, for example, the rate is $1 an hour for residents, and $1.75 an hour for non-residents. The strategy is to impose higher rates for non-residents that could encourage the use of alternative modes of transportation to travel to downtown. Next case study is of Parking Ambassadors at Omaha, where parking regulations and pricing requirements are enforced more frequently, more effectively, and more considerately. Thus, improving enforcement could bring in higher revenues and encourage turnover of on-street parking. In an attempt to create an enhanced sense of place and to make downtown a more desirable destination, ‘parking enforcement officers’ are transforming into ‘Downtown Ambassadors’. This expanded role can be very successful in regulating on-street parking. In London, traffic wardens help to regulate on-street parking by frequent monitoring. Last is a case study of the Surat Municipal Policy on Public Parking. Various components of public parking that are essentials to make an effective system work are included in the policy. Of their practices, the idea of issuing parking permits to residents for on-street parking as a pricing method, and having additional enforcement which could work parallel to Traffic Police for regulating parking turns out to be most feasible for the exercise.
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B. Issues There are many issues identified in Shahpur, such as the fact that there is no dedicated public parking space. There is a scarcity of on-street and off-street parking in the ward for private vehicles. AMC advices that there are no feasible plots available for on-street parking, which is a constraint. Also, traffic congestion is prevalent due to inefficient monitoring of parking. An accumulation of unregulated and haphazard parking increases pressure at primary nodes and junctions. Lack of monitoring was also found with vehicles parked on carriage width, interrupting traffic movement.
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C. Proposals C1. Integrated Parking Management Plan (IPMP) Rationale
Component 1: Survey Analysis
The aim is to create an Integrated Parking Management Plan (IPMP) based on guidelines and actions for the management of parking across the ward.
Three types of surveys were done for data collection and simulation with the aim to determine the amount of parking accumulation and to come up with appropriate pricing models.
The IPMP is achieved through various objectives such as allocation of on-street parking with the provision of choice in types and locations of parking, timely delivery of parking solutions to meet parking, and supporting economic activity with the management of the most desirable parking spaces
First was a Questionnaire Survey in which user type, trip purpose, vehicle type, duration of parking, number of visits in a day, days of visit in a week were recorded with the objective to determine the type of user, and further demarcate zones as per user.
The plan will lead to overall control of public parking to empower the authority to achieve the best possible outcome while setting suitable rates for parking as land value is high, but not with the aim of generating profit.
It was inferred from the survey that there are two types of parking users- visitors, and residents. Accumulation of vehicles was mostly two-wheelers by visitors. Also, most vehicles were parked for short duration for visitors and long duration of residents.
Action Plan - Approach The approach set for the objectives have been bifurcated over five components: 1. Survey and Analysis 2. Management Strategies 3. Infrastructure Development 4. Operations 5. Finance
Figure 10.5 Survey for identification of user andtype of vehicle
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The second survey was Fixed Period Sampling in which parking volumes is to be taken for varying duration on varying days. Parking volumes for cycles, 2-wheeler, 3-wheeler and 4-wheeler with the objective to determine the parking accumulation. It was found that the peak hours were 1-2pm and 7-8pm with mostly two-wheelers accumulation as shown in the above graph. Also, it’s recommended having parking hours from 10 am to 9 pm. Figure 10.6 Survey for identification of peak hours
Last is License Plate Method of Survey in which every parking stall is monitored for a continuous interval of time, and the license plate number is noted down. This will give the data regarding the duration for which a particular vehicle was using the parking bay. This would help calculate the fare
because of fare based on the duration for which the vehicle was parked. By this survey, it was found the parking turnover to be equivalent to two. This helped define the parking demand and frequency of utilization.
Figure 10.7 Survey for identification of suitable fares for parking 162
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Component 2: Management Strategies
visitors zones separately.
Various scenarios have been worked out to come up with the most suitable strategies to manage and regulate on-street parking. There are three major classifications of strategies that have been worked out for zoning, regulating conditions, and pricing.
Pricing
Zoning In terms of zoning, the parking is demarcated separately for - residents and visitors. Out of these, residents will have a long duration parking space. Residents, shop-owners, and commuters will have a separate pricing system to be able to park on the street. For visitors, they will have to pay for parking on an hourly basis set by AMC. Visitors will have to get a parking ticket from the contractor. These will be demarcated separately from the long duration parking users. The specifications for marking is best if done on 30° angled parking which is best among various solutions available for parking since the effective right of way is much more than others. Guidelines Now for regulating conditions, the case of Relief road has been taken into consideration. Days are assigned to park vehicles on either side of the street with ‘No parking’ points marked, and vehicles beyond this point are towed. Parking signboards must be installed indicating the parking schedule. These signboards will be installed in residential and
For pricing strategy, the idea of issuing parking permits for residents, and parking tickets for visiting users has been applied. There are two types of permits to be issued. One is residential permits for the people living in that area, and the other is a work permit for the daily commuters. The conditions for residential permits are to be issued monthly, quarterly or annually to one vehicle per residence. These permits will guarantee the availability of parking, and applies to two-wheelers, three-wheelers, cars, and light commercial vehicles. The revenue generated will provide cost recovery for the administration. Permit users will park vehicles in a defined area which is limited to demarcated zones by AMC. Work permits will only be issued where an applicant can demonstrate a clear community benefit, no alternative parking solution available, and a continuous high parking utilization. A range of temporary, short-term parking permits will continue to be available for businesses, commuters and shop owners who are not residing in the area. the following considerations: parking duration for residents for 12 hours for 365 days in a year, and at work for 8 hours on 300 days in a year (48 days weekend and 12 holidays).
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Vehicle
Cost per month (in Rs.)
3 months
6 months
9 months
12 months
2 Wheeler
180
540
1080
1620
2190
3 Wheeler
130
390
780
1170
1560
4 Wheeler
330
690
1980
2970
3960
MGV
230
690
1380
2070
2760
Table 10.1 Proposed Permit Charges
These parking permits will help people avail subsidy for long term parking. 95% of parking costs are subsidized if parking permits are procured as demonstrated by the Surat Municipal Corporation under Public Parking Policy. A user can apply for these permits online or offline. To apply offline, one can approach the AMC office with proof of residence or job, depending on the type of permit required. Once verified, the user will be allocated a designated parking space for the specific duration which will be mentioned in the permit, and the same code will be on the sticker which has to be put on the vehicle. For online application, one can fill up the form online on the authority website by entering address details, permit type, zone, location, and vehicle type followed by the payment gateway. The user will also have to upload address proof for verification. The online application will have an option if the user wants to have their receivables delivered at their
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address, or they want to collect it from AMC. The enforcement officers shall have real-time access to check the permit validity. Parking permits will remain valid for a given address, and shall cease to be valid when the address is changed without informing AMC. Also, there will be a limit of one parking space per residence. Higher penalties will be charged for defaulters. Visitor parking users will have to avail parking tickets from the contractor in charge appointed by AMC. As per NUTP, parking charges should be calculated as per the land value of the area. Taking this into account, the charges per day will be INR 165 for two-wheelers. Considering average property tax rate and parking turnover to be equivalent to 2, the revenue adds up to INR 1,08,900 per year. Currently, INR 5 per hour is being charged for twowheelers.
With the concept of dynamic pricing, the incremental factor is 1.25 for next hour, adding .25 for consecutive hours. This is what is proposed in Surat Municipal Corporation for deciding public parking charges. However, authorities might have a hard time implementing this it isn’t feasible to shoot prices Parking hours 1st Hour 2nd Hour (b) 3rd Hour (c)
from INR 5 to INR 20. Therefore, there will be area based approach for elite and non-elite areas where the authority will implement these charges in one go across Ahmedabad. This can be alerted by issuing public notice, followed by effective enforcement by traffic police as people will attempt to escape paying high charges.
Charges a b= (1.25 X a) +a c= (1.5 X a)+ b
Charges in Rs. 20 45 75
4th Hour (d) d= (1.75 X a)+ c Similar, increment can be applied for the subsequent hour
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Table 10.2 Parking charges for two wheelers
Action Plan The areas with highest on-street parking demand without any other resort for parking is identified with identifying pressure points at nodes and junction due to haphazard parking. After identifying affected areas, demand assessment for a number of parking bays to be provided is to be done. This could be achieved by considering the number of households along the stretch chosen, number of vehicle owners at each house, and current location of vehicular parking. After calculating the number of bays to be provided, an equal number of permits will be issued in that area.
A database is built to issue permits for specified areas zone wise, ward-wise, and area or locality wise. Parking charges shall remain approved by AMC and further, it could vary as per the type of locality but the minimum base charge has to be set. The third stage includes system development for backend and front end IT operations and finalizing of formats of permits and stickers. Also, manual prints shall be approved by the standing committee along with stickers. The resident shall submit their name, address, contact number, email address and choose their permit type i.e. resident or work permit at the provided zones by AMC. The applicant shall fill vehicle type after which the applicant will be directed to payment gateway. These permits will be
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available on first come first serve basis and will be issued for 1 month, 3 months, 6 months, 9 months and 12 months. The fourth stage includes awareness through public notices, advertisement, and newspaper. Vehicle owners shall approach the Traffic Project Department parking permits or online with application form with the street name, proof of residence and proof of vehicle ownership and fees shall be deposited. The residents will receive a valid permit and a specially designed sticker with a unique ID to be prominently
displayed on the vehicle. The enforcement officers shall have real-time access to check permit validity. All parking permits shall remain valid for a given address, and shall cease to be valid when the address is changed without informing AMC. There will be a limit of one parking space per residence and higher parking permit charge for defaulters. The implementation plan includes pilot scale intervention by issuing permits by online and offline methods. If this turns out to be feasible, it could be scaled up for other zones and wards.
Figure 10.8 Summary of Management Strategies
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Component 4: Infrastructure Development Two types of infrastructure are to be providedsignage, and road marking for marking parking zones. The signage should be of the retro reflective surfaces of 600mm x 600mm as per IRC 067: Code of Practice for Road Signs as shown in the figure below. For road marking, thermoplastic paint shall be used marking strips of 100mm width as per IS:164-1986. Component 5: Operations There will be two types of operation associated with on-street parking- towing & penalty, and pay & park service. Towing & Penalty Only Traffic Police handle towing and penalty. And there are a low number of towing vehicles and human resources available for this. As monitoring is essential, the proposal suggests additional enforcement by AMC itself with towing and penalty rights, so that Traffic Police and AMC can work parallel to make the system more effective. Just like traffic wardens in London, Omaha city traffic ambassadors, and recently in Surat Municipal Corporation, there shall be Traffic Enforcement Officers within AMC. Under Section 458 of the GPMC Act, Municipal Commissioner has powers to assign these positions and duties for managing public parking places. So there shall be 2 enforcement bodies to be appointed, Traffic Enforcement Officers
Figure 10.9 Parking Signage Board and dimensions
(TEO) and Field Officer (FO). The team of TEOs Zone-wise shall be appointed and shall report to the Dy. Municipal Commissioner. The roles and duties of the TEO include powers to assign Field Officers their respective wards. All records and database shall be maintained in order to identify violations and take appropriate actions as decided by the Municipal Commissioner. Also, private agencies can be appointed for vehicles and clamps through a transparent and competitive bidding process for towing in the city, under the supervision of authorized officer appointed by Municipal Commissioner. For FO, all cases of parking violations shall be monitored through frequent patrolling. Also, they have authority to tow away or clamp vehicles which violate parking norm. These positions will be designated to the existing officers in the Estate Department, therefore,
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reducing additional Human Resource cost. For TEOs Asst. Town Development Officers on zone level and Ward Inspector for FO on ward level shall be assigned duties. Action Plan First stage is draft preparation including all plan, strategies, exclusions, and special conditions. Then there will be approval from states and other authority’s clearance for enforcing it. The third stage is allocation of powers by Municipal Commissioner within AMC by appointing staff and designating duties. Training staff about roles and responsibilities which could be done with the help of the traffic police department. The next stage is to increase public awareness about the places for parking of different kinds of vehicles and the penalty. Then, there is implementing stage as a pilot project, enabling zone-wise duty with coordination with police. Also monitoring and tracking smooth operations for the penalties, code of conduct, including feedback shall be there to identifying glitches. The final stage is iterating and scaling up in other zones and wards. Pay & Park Service The other major operation is to offer pay and park service. There are three scenarios in order to implement the service. One is installing parking meters, other is through the collection of charges by AMC staff, and last is though contractor.
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In case of parking meters, there should be frequent patrolling by officials as a user can easily slip parking meter for a short duration of time. These meters will incur initial investment and subsequent maintenance costs. In the case of AMC staff appointed to run this service will incur additional human resource and cost to the authority. Therefore, the most feasible solution is subletting the service on contract basis as it reduces the human resource cost, but also the further maintenance charges, and mitigates accountability risk. This service is to be provided between 10 am to 9 pm, as inferred from the survey. Also, the first time infrastructure cost will be borne by the authority after which it will be maintained on contractor expense. In addition, a termination clause will be incorporated in the contract for suspension or termination of work in case to safeguard the process. Component 5: Costs and Recovery Income generated from issuing parking permits for Shahpur Road is INR 2,21,550 annually assuming that occupancy rate to be 100%, with only 50% of the parking spaces allocated out of 204 spaces. Also, the percentage of vehicles is 85%, 10% and 5% for 2 wheelers, 3 wheelers, and 4 wheelers respectively. Only INR 10,800 is to be invested for 18 signboards considering INR 600 per board. The recovery for this capital expenditure will met in first month.
Impacts With a holistic problem-solving approach, the final Integrated Parking Management Plan made up of integrated components supporting each other. These have to allocate on-street parking, infuse IT platform to have real-time data, suitable pricing strategies, time-oriented demarcation, introducing permits and additional enforcement to monitor all.
These will help in the smooth flow of traffic, better utilization of public space with appreciated land value, better space management and ease of access through services. This will achieve balance between the resources available and designing services to providing optimum solutions for the public good.
Figure 10.10 Integrated Parking Management Plan with all components and the impact
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11
Heritage Management
A. Assessments Introduction Ahmedabad is situated in the heart of Gujarat and is a fast growing metropolitan city but deeply rooted in the history of its traditions and culture. In Ahmedabad, the old city also known as the Walled City, founded by Sultan Ahmad Shah in 1411 AD is identified as the archaeological entity on the basis of its historic significance due to the presence of the remains from the Pre-Sultanate and Sultanate period. The city’s heritage is associated with various multicultural characteristics like pols (the gated residential areas), the khadkis (inside entrance areas to the pols), various religious buildings and rich wooden architecture. Ahmedabad was as the first Indian city in UNESCO’s World Heritage List 2017 and is focusing on managing its historical sites better. There are 28 monuments listed by the Archaeological Survey of India (ASI), 1 monument listed by the State Department of Archaeology, Gujarat (SDA) and 2,696 buildings listed by the Heritage Cell (department) at the Ahmedabad Municipal Corporation (AMC). A Heritage Management Plan for the city has been prepared by AMC with the support from authorities like Ahmedabad Urban Development Authority (AUDA), Archaeological Survey of India (ASI), State Department of Archaeology, Gujarat (SDA) and various other administrative offices of the AMC. Managing the heritage structures and attributes is one of the main focuses of the Heritage Cell. Introduction to various initiatives like incentives to the heritage structure owners in the form of Tradable Development Rights and heritage awareness campaigns are been prevalent in the city.
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Figure 11.1 Dariyakhan Ghummat, Shahpur- ASI listed heritage structure
Legislations, Policies And Guidelines The city heritage sites and buildings are protected by many central government, state and city level acts based on the jurisdiction of the respective monument/ site/ building. 1. AMC’s Building by-laws and provisions of GDCR under Development Plan (DP) 2021, 2. AUDA at city level. 3. The Gujarat Town planning and Urban Development Act, 1976.State Government Policy for Heritage Conservation, Government of Gujarat. 4. The Gujarat Ancient Monuments and Archaeological Sites and Remains Act, 1965, Government of Gujarat. 5. Indian antiquities and Art Treasures Act, 1972,
Government of India.
fields of intervention for the Heritage Cell-
6. AMASR Act 1958, and its Amendment and Revalidation Act, 2010, ASI, Government of India.
• Counselling and Consultation - It deals with the policy planning and implementation of public projects with the involvement of stakeholder’s participation.
System Description And Processes
• Assessment - It deals with the detailed documentation of heritage buildings, preparation of dossier, updating the tentative list in the walled city.
The Heritage Department at the AMC is responsible for the preparation of the Heritage Management Plan for Ahmedabad which is an important tool for conservation and sustainable management. The special regulations mentioned in the DP 2021 prepared by the Ahmedabad Urban Development Authority (AUDA) talk about the restriction on street widening, regulates the FSI and Land Use in order to maintain the appropriate population density, and also GDCR describes the availability of the Tradable Development Rights (TDR) in form of the financial incentives for the heritage buildings listed under the GDCR provisions. There are basically four major
• Approval - It deals with the approvals of interventions on the listed sites within the nominated property and buffer zone. • Implementation - It deals with the on-ground activities like awareness campaign and incentive programs for the heritage building owners. Focusing on the existing initiatives by the Heritage Cell, this study is based on TDR and awareness campaigns.
Figure 11.2 Functions of the Heritage Cell, AMC Shahpur Ward Management Plan
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Process 1 Financial incentives in the form of Tradable Development Rights (TDR) to the owners of the listed buildings in the list of heritage buildings in the city. The TDR is provided to a building owner for a building unit with some heritage structures or elements with heritage value, or if the building is listed within the heritage precincts identified by the Heritage Cell, AMC. The building is then classified on the basis of its respective heritage value depending on the grade assigned by AMC. The Tradable floor space is provided on the basis of the utilized FSI, irrespective of the area of the building unit. For the applicants who want to restore their heritage unit, the owner needs to apply with the correct format of the application form along with all other necessary documents like property cards, plans of the building unit, etc. Once these documents are forwarded from the Heritage
Cell to the TDO, Central Zone, AMC and the HCC, TDRC is issued to the applicant. Now, the pattern of issuing the TDRC is that when the restoration and conservation work on the site is started then 20% FSI is awarded to the owner in the time frame of 6 months. For applicants who have already restored their heritage units, once the TDRC is issued to the owner of the heritage unit, after 6 months another 50% FSI is issued to the owner of the heritage unit. Again after 6 months another 30% FSI is issued to the owner. This process becomes long for the owners to get the incentive. The owners also find it difficult to arrange all the required documents and they also lack legal advice. Also, unavailability of any common legal medium for the TDR certificate holders and the developers/ builders makes it difficult for them to interact and negotiate in case of selling the TDR. This uncertainty in the process leads to less applicants for TDR.
Figure 11.3 TDR cycle
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Process 2
Studies And Survey
Public awareness campaigns have played a major role in heritage conservation and management. People’s awareness of historically important sites and buildings to enhance the Outstanding Universal Value (OUV) of it is equally important to getting the incentives. This step is important to ensure that users and the owners of important heritage buildings are aware of the value of that heritage, and understand the need to conserve and manage it. Currently, awareness campaigns have been set up for few days in areas like pols to educate people of the target incentive programs and their roles. Although this has increased the willingness of the people to apply for TDR, there are still very few registrations from the pols of the old city and specifically, no registration from Shahpur area.
To understand various models used in different parts of the world to manage the heritage, different models were studied as listed below.
Model 1 Hong Kong Model- Inclusive approach Location - Sheung Shui’s Ho Sheung Heung Hau Ku Shek Ancestral Hall. If maintenance cost is the problem for the landowner, then it is possible to apply the arrangement where the government takes over maintenance responsibilities while leaving the property use unchanged, but requires the landowner to grant public access to its properties on certain days.
Human Resources Heritage Cell looks into the counselling and implementation, approval and assessment, and the administration of the department. For approval and assessment, the TDO, assistant TDO, TDO inspector and the City Chief Planner are responsible for scrutiny of the building permission, application of TDR and site inspections. For counselling and implementation, Deputy City Engineer along with his subordinates look into planning and coordinating the execution of all tasks related to conservation and civil maintenance work. The conservation architect and the historian help in documentation and maintaining the archive of the department. For the administrative works of the department, the Assistant Manager and their subordinates contribute in the smooth functioning of the administration and accounts of the department.
Model 2 Private Housing Finance Company (HFC) Location – Ahmedabad List of housing finance companies granted certificate - MAS Rural Housing and Mortgage Finance Limited, KIFS Housing Finance Private Limited and Adani Housing Finance Private Limited.
Model 3 HUDCO loans Location - Jagdip Mehta`s House, Ahmedabad When he discovered that banks weren’t allowed to issue home renovation loans for buildings older than 15 years, he pushed for that law to be changed; Mehta received the first such loan from HUDCO.
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To understand the reason behind the unwillingness of owners of heritage buildings, a pilot survey in the pols of Shahpur- Shahpur No Khancho, Mangal Parikh No Khancho, and Vanmali Vanka Ni Polwas carried out. The aim of the survey was to bring out the issues faced by the people in reaching out to the incentives provided by the Heritage Cell. As per the inference, majority of the heritage structure owners are unaware of the complete mechanism of the incentive through TDR and also are uncertain about investing money in conserving the structure prior to getting the incentive. Heritage structures in the walled city are shown in image1. Champa wali masjid 2. Sambhavnath derasar muni suvratswami derasar 3. Ramji mandir 4. Shahpur darwajo no khancho 5. Mangal parikh no khancho 6. 6. Vanmali Vanka ni Pol According to the case studies of Heritage Property Tax Relief: A New Tool for Conservation carried out in Ontario, New foundland and Labrador, it has been evident that a single incentive program always requires a sideline backup in the form of other bank loans, grants and other incentives. This will help the citizens believe in the system and willingly apply for conserving the heritage of the city.
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Figure 11.4 Heritage structures in the walled city area of Shahpur.
Key plan of the Ward
B. Issues The survey had led to several questions regarding the problems faced by willing owners in getting their TDR issued and the efforts which are required from the Corporation’s side in order to take the citizens in confidence. So, the inconvenience faced by the owners of the heritage structures is the first issue dealt here. The second issue is to introduce another supporting incentive programs and funding from grants and bank loans to increase the reliability of the citizens on the TDR measure.
Figure 11.5 Unwillingness to invest for conservation
The third and one of the most prevalent concern is to develop a sense of pride and ownership to the heritage structures and sites.
Lack of an efficient Negotiation medium
Figure 11.6 Lack of intermediary platform for owners and developers
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C. Proposals C1. Information, Education & Communication Campaign Accelerate the process of TDR applications for the owners of the heritage structures and create an online portal in AMC’s official website for interaction between the TDR certificate holders and the TDR buyers (developers/builders).
Rationale This could help to accelerate the process of arranging all the required documents from the applicant’s end and get some legal guidance and help in interaction between the owners and the developers for the trade of the TDR certificate.
Action Plan The legal advisor in the advisory panel of the Heritage Cell, AMC could be empowered with the duty to form a committee of legal advisors who may facilitate the arrangement of all the legal documents and legal knowledge from the owner’s end. This
Figure 11.7 Online portal - Information displayed on the portal for the buyers 178
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would increase the reliability of the owners on the department as well as a legal advisor would help make the process steady. The online portal would have the registration for the owners and the registered developers/ builders. The owners need to provide their TDR certificate number, details of the total issued TDR and additional FSI. The developers need to provide their registration number, name and contact number.
Impacts An additional duty to the legal advisor in the advisory panel would make the process of document collection and application easy for the owners of the heritage structures. This would in turn increase the efficiency of the TDR issuance process both for the owners/applicants and the department. As well as the online portal will strengthen the full cycle of selling and buying the TDR.
Figure 11.8 Online portal - Information displayed on the portal for the sellers
C2. Introduce Supportive Incentive Programs Introduce supportive incentive programs to encourage citizen’s willingness in conserving the heritage.
Rationale Transferable development rights (TDR) is employed as a tool by the local administration. Only these incentives are insufficient to take care of expenditure required to conserve heritage structures. The aim of introducing property tax rebate is to highlight to the owners what they have saved so that the savings can be put back into the heritage property conservation and get everyone under the tax slab.
Impacts The buildings will be automatically brought under the property tax slab and the additional rebate they get apart from the TDRC can be helpful for the amount paid in conserving the building.
Action Plan Heritage Conservation Agreement – Voluntary legal agreement between the Municipal Corporation and the owner to protect the heritage attributes of a property. This incentive program will involve certain steps• Involve people in the community • Develop eligibility criteria • Decide amount of relief • Decide form of relief • Establish application process • Develop a monitoring strategy • Promote the program
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C3. Awareness among citizens about current initiatives of Corporation Create awareness amongst the citizens regarding heritage initiatives taken up by the Corporation and identify their roles in conserving the heritage.
Rationale Community participation needs to be strengthened by involving school students. This proposal focuses on the seven schools in the premises of Shahpur named – • Sarawati Mandir Municipal School • SMY Shahpur tutorial High School • Akhandanad School • Gayan Yagna High School • Dudheshwar School Number 6 • Shahibaug Municipal Saraswati Mandir School • AMC School Board The program will be applicable for 2 months in an academic year. Months of July for the first term and January for the final term of the academic year is set for the program. The program focuses on students of standard 4th to 9th. The program will ensure that the students gain knowledge and awareness about the heritage structures. The program ensures to hand over the students a certificate of participation on completion of the program every year. The teachers will be given a guidebook from the Heritage Cell, AMC on the content of the deliverables with the help of the intervention of the local historians and artists. The classes will be held for one period of half an hour once a week. The students will be engaged
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Figure 11.9 Awareness creation program by the urban local body
in model making, competitions like poster making, essay writing, poetry, slogan writing. The students need to form a Heritage Club within themselves for the above mentioned months.
Action Plan It is a collaboration between the local heritage society and a local high school. This would focus on sensitizing the students regarding heritage and encourage them to form Heritage Clubs. Students Driven Tours need to be arranged to promote heritage tours and competitions led by the students. Several hands-on activities like model making and film making skills in the students would also be incorporated.
Impacts This will be a good way to get the people to take a second look at their community with the help of the interventions of the school children. It will create a sense of responsibility in the school kids and they will themselves be the driving forces for the community participation in heritage conservation and management.
Summary
Figure 11.10 Summary of the areas concerned for the proposals
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12
Planning Processes
A. Assessments Introduction The planning system in India is divided into socioeconomic development planning and spatial planning process. Socio-economic development planning process deals with the 5-year plan and planning commission etc. The scope of this ward project is based on the management of spatial planning process. The spatial planning process is about the judicious use of the land which involves spatial planning level, national level, inter-state, metropolitan, district and local level (Evolution of Planning Legislation in India, 2015). Urbanisation emerges varied business advancements and spatial complications. Hence development has to be managed to enhance infrastructure development, improve economic growth and stimulate proper functioning of the city. Ahmedabad is one of the major cities of India, also grows at a faster rate on the line of urbanisation.
department under the Ahmedabad Municipal Corporation (AMC) works on the preparation of the TPS. The TP&VD appoints the Town Planning Officer who finalises the schemes. To guide this process and also to establish the roles and responsibilities of the TPO, Gujarat Town Planning and Urban Development Act, 1976 is followed (Gujarat, 1976).
System Description And Processes In Gujarat, the Town Planning process is guided by GTPUD Act and Rules. Every state follows their rules and act. The Urban Development and Housing Department has the authority of GTPUD act and rules. The tasks of the TPO are listed out in the GTPUD Act and the forms related to this process are mentioned in the GTPUD rules.
The spatial planning of the city starts at the Development Plan level (DP) which is a macro level planning and is further split into much micro level planning which is the Town Planning Scheme (TPS). This town planning scheme helps to understand the on-ground situation at a micro level. Implementation of the TPS can happen on-ground only with the help of regulations for the developments which take place at that level.
The State Government decides the TPS are in consultation with the CTP in the TP&VD. When the TPS is decided, declaration of the intention of the TPS is declared by the Authority over the decided area, after which the base map and the draft plan are drafted. After this draft TPS is done, owners meeting is held by the planning department with the land owners whose lands are under the new TPS. The TPO is then appointed by the state government who is accountable for the preparation of the TPS. The TPO heads the preliminary and final TPS to be sanctioned.
Legislations, Policies And Guidelines
Appointment of TPO
As per 74th Amendment, town planning is one of the functions of the ULB. At the city level, Town Planning and Valuation Department under Urban Development and Urban Housing Department, located at Gandhinagar, acts a principle department in announcing the schemes. The Town Planning
Within one month of the sanction of the draft scheme by the SG, the SG shall appoint a TPO possessing such qualifications as prescribed, for the purpose of such scheme and provide him with staffs as considered necessary.
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• Qualification- 5yrs in TPVD as Asst.TP / 3yrs in
Figure 12.1 Overview of Town Planning Process TPV with higher post- Rule 24. • Notice in Form H published in Official gazette and local newspaper- Rule 26. • Provided with assistance and duties. • Publishes time and duties in the notice.
Provide transfer of right: Transfer of any right from OP to FP- Sec 52(1)iii & sec 81. Demarcate duration: Determine time taken for the works to be completed as mentioned in the scheme - Sec 52(1)iv.
Preparation of preliminary scheme: Preliminary scheme deals with the physical aspects of the land.
Hearing with land owners: Hearing happens one to one discussion with landowners and TPO- Rule 26(4).
Demarcate areas: Areas for public purpose are marked. Areas used for the purpose of the authority are also marked. As per section sec 52(1)i.
Any conflicting claims, decision of TPO will be final- Rule 26(5).
Determine final plots: Determine ownership in common, shares for each person- Sec 52(1)ii.
Record minutes of meeting- Rule 26(6).
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Calculations and estimations: The calculations and estimations are recorded in Form F and Form GSec 52(1)iv. Publish preliminary scheme: Publish the preliminary scheme in official gazette and newspapers in Form I. Announcing open for inspection of public- Rule 26(9). Opinion of CTP: The scheme is consulted with the CTP for his suggestions and objections. Notify land owners: Convey decision to interested landowners with Form J and Form K- Rule 26(9). Sanction of preliminary scheme: Sanction is given by the state government. State government can opinion for modifications. Sanctioning can take more than a year. Preparation of final scheme: Final scheme deals with the fiscal aspects of the land. Value difference between OP and FP Fix the difference between total of the values of OPs and total of the values of FPs- Sec 52(3)i. Determine areas allocate are beneficial to the residents Determine the location of open spaces and other public amenities are beneficial to the residents- Sec 52(3)ii. Estimate compensation: Compensation at each plot is estimated which is allotted for public purposeSec 52(3)iii. Calculate compensation levied on each plot: Calculate compensation levied on plots which is beneficial partly to the owners/ residents and partly to the public- Sec 52(3)iv.
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Amount of exemption: Calculate amount of exemption on plots which are beneficial partly to the owners/ residents and partly to the public- Sec 52(3)v. Estimate increment, contribution and claims • On each plot to increment estimated to occur in such plot- Sec 52(3)vii. • To the contribution leviable from a person- Sec 52(3)ix. Make variation in draft scheme: TPO can make variation in draft scheme of substantial nature- Sec 52(3)ii. Decision communicated to the party: TPO’s decision is communicated to the parties- Sec 54. Present appeal if disagrees: If the land owner disagrees, present an appeal- Sec 54. Constitute BOA: BOA is constituted with district judge and two assistants- Sec 55. Decision taken by BOA: The decision is taken by the President and the assistants- Sec 58. TPO modifies the scheme: TPO modifies the scheme as per the decisions taken by the BOA. Submission of final scheme: TPO submits the final scheme along with the TPO’s decision and BOA’s decision- Sec 64. Sanction of final scheme: If there are no modifications, sanction is given- Sec 65(1)b.
Town Planning Scheme Process
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Human Resources TPO has the whole accountability for the allocated TPS. Under the TPO, there are nine Junior TPs who handles 12-15 TPS each. The JTPs are assisted
by seven Planning Assistants. The Surveyors and Draftsman are also involved in assisting the JTP with on-site survey reports and drawings.
Figure 12.2 Human Resource involved in Town Planning
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B. Issues Throughout the process, it was observed that the time taken to finish the TPS from draft to final stage is long. It takes 15 to 20 years to sanction the final schemes. There are no monitoring mechanisms or time limits at each stage to keep an account of time taken.
Reasons for time lag
Effects of time lag
• Frequent change of TPO
Due to this time lag in sanctioning of the TPS, there are various problems which arise. Delay in sanctioning process affects the pace of development in that area. The main aim of the TPS is to develop the area in terms of infrastructure facilities before settlement arises. But due to the delay in the process, land owners wait for their plots to get finalised in terms of physical and fiscal aspects. Selling the land by the land owners also gets delayed as they wait for the right value of the land to be finalised.
• Centralised sanctioning process
There are various reasons for TPS to get delayed. They are • Inadequate human resource • Lengthy hearings
• Ward specific issues • Development process
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C. Proposals C1. Outsourcing Technical Support for the TPO Though there are various reasons for the time lag of the TPS, this study focuses on the human resource part of the reasons listed above ie, inadequate human resource, lengthy hearings and frequent change of TPO.
and assigning duties, the firm will be finalised by the TPO and he signs the contract with the firm while assigning duties. Since the technical part is outsourced, the approval of the TPO is necessary before submitting for the sanction.
The proposal to manage the issues listed above is based on human resource management.
Role of the firm in the preliminary scheme:
Rationale The TPO is overloaded with responsibilities of more than 15 TPS. Hence he is assisted by JTPs and planning assistants as mentioned in the human resource organogram. But even the assistance provided is barely sufficient and the assistants are also overloaded with responsibilities. In some offices, there is no proper infrastructure for working. Outsourcing the technical support for the TPO would be efficient in this case, where the technical part of the work will be done by a private firm but it will still be headed by the TPO.
Action Plan Since this process of preparing the TPS involves numerous government procedures, capacity building of the firm is necessary. This capacity building involves making the firm familiar with government procedures. Hence, a retired town planning officer will act as an advisor during the process of preparing the scheme. The process starts with the TPO splitting the draft scheme into two parts, the preliminary and final schemes. During the appointment of the TPO
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• Issues notices to land owners signed by TPO • Demarcate the public use and plots • Determine ownership • Determine the time period of work • Panel with the TPO during hearing • Calculations and estimations Role of the firm in the final scheme: • Fix the difference between values of OP & FP • Determine areas allocated are beneficial to the residents • estimate compensation, contribution, exemption, increment and claims • Make variations in scheme
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Impacts In outsourcing technical support, there is no issue of frequent transfer of town planners as it is a contractbased system. When a system is outsourced, they find new technology to make the process faster. This reduces workload on the department. Since the contract mentions mandatory recording of activities, it will be easier to refer to work done.
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C2. Managerial measures in the Existing System Rationale CoThe employees in the government sector are almost permanent. There is very less possibility of them quitting their job. Hence, increasing their work efficiency is important. This can be done by imposing some managerial measures in the existing system. Capacity building and performance analysis are two major tools in improving the efficiency of an employee.
Action Plan In the existing organogram of the department, duties of each person are defined. Adding extra duties like capacity building and performance analysis only overloads the employees. Hence introduction of HR manager is necessary. The HR manager records the performance of planners and TPS. He is also responsible to provide capacity building and training to the planners. The performance data should be consolidated by the HR manager for appraisals and promotions.
be calculated and his improvement rates can be recorded. Capacity building is a need for all the town planners to improve the department’s standard. It helps the planners to learn new tools for efficient planning methods with a good awareness of the government procedures. TPOs who are about to handle large city projects after handling small city projects can under go capacity building. Capacity building improves work efficiency for the planners. It can be done by planning expertise like researchers and planners who can teach current tools, technology and models Retired town planning officers are experts in knowing the systems involved in the government who can teach government procedures, land owners negotiation etc. This system cannot be accomplished over night. Hence it requires stage wise improvement to bring this method to practise.
For each planner, the analysis is based on the no. of TPS handled and converted by him. It should also have the list of work done by him for a particular TPS with respect to the time taken for each work. This gives the actual work hours to the work hours present in office.
Stage 1: Data gathering stage
When the performance analysis is done, it will be clear if the town planner is qualified for promotion or if he needs training due to under performance. The town planner’s actual productive work can
Stage 2: Norms setting stage
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Data gathering is the initial stage to this system. Recording of data and creating awareness about this system is very important in this system. Capacity building is also a part of the initial stages. This takes about 2- 3 years. The recorded data is analysed in this stage after data gathering. The average time taken and the amount of human resource at each stage are analysed. The
common issues which might occur are listed. This takes about 1.5- 2 years. Stage 3: Performance stage In this stage, the time frames and workload for each town planner are set for efficiency. Performance appraisal and rating of planners come to practice.
Impact Though managerial measures in the existing system will take a long time to take effect, it creates a foundation of individual learning which contributes to the department’s improvement. It teaches new tools to build the department’s effectiveness. This system will be efficient over a longer period of time.
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