Best Practices in ULBs

B E S T
PEER EXPERIENCE AND REFLECTIVE LEARNING (PEARL)

PEER EXPERIENCE AND REFLECTIVE
LEARNING (PEARL)
DOCUMENTATION OF BEST PRACTICES
(Volume 1)
Draft Report
P R A C T I C E
Submitted To
The Ministry of Urban Development

Government of India
Compiled By
National Institute of Urban Affairs

Core 4B, I & II Floor, India Habitat Centre, Lodhi
Road, New Delhi-110003
Ph: 011-24627543, 24643284,
Fax: 011-24617513
Website: www.indiaurbanportal.in
www.niua.org
June 2009
i
B E S T
PEER EXPERIENCE AND REFLECTIVE
LEARNING (PEARL)
DOCUMENTATION OF BEST PRACTICES
(Volume 1)
Draft Report
P R A C T I C E
Team Members
Prof. V.K.Dhar
HUDCO Chair Professor & Project Coordinator
Ms. Nilanjana Dasgupta Sur

Research Fellow & Asstt. Project Coordinator
Ms. Poornima Singh

Research Associate
Ms. Rommani Sen

Research Associate
Ms. Indu Senan

Research Assistance
Advisor
Prof. Chetan Vaidya
Director, NIUA
ii
B E S T
Preface

To meet the challenges of rapid urbanization, the Government of India has launched
the Jawaharlal Nehru Urban Renewal Mission (JNNURM) in 2005 with an overarching
objective to strengthen and empower urban local bodies/ municipalities and to catalyze
investment, both public and private, for urban infrastructure and amenities.
However, knowledge support and knowledge sharing amongst JNNURM cities for
project implementation, urban reforms and city governance has emerged as a key area
for capacity building of ULBs to achieve objectives of the JNNURM. In response to the
emerging need, the MoUD approved launch of the Peer Experience and Reflective
Learning (PEARL) network on 31st January 2007, under the JNNURM, to provide
P R A C T I C E
knowledge support to the cities for project implementation, reforms and city
governance. The main objective of the PEARL is to create an effective network of
JNNURM cities for cross learning and sharing knowledge on urban reforms, city
governance and urban infrastructure projects so that objectives of the Mission can be
successfully achieved to make cities more livable, economically vibrant and
environmentally sustainable.
Best Practices are actions that have made a lasting contribution to improving the
quality of life and sustainability of our cities. Over a short span of three years, several
Urban Local Bodies (ULBs) have come up with innovative ideas to attract private
sector and also manage urban infrastructure and amenities. These urban initiatives are
being documented for horizontal learning among cities under PEARL.
The compendium of Best Practices is an initiative to highlight some of the

commendable work being done by the ULBs. The documentation is expected to serve
as a source of learning and sharing of experiences in urban development.
Prof. Chetan Vaidya

Director
NIUA
iii
B E S T
Acknowledgement

This first volume of the “Documentation of the Best Practices” Report is prepared under
the flagship programme on JnNURM for “Peer Experience and Reflective Learning”
(PEARL). The case studies has been drawn from the PEARL website – India Urban
Portal [www.indiaurbanportal.in] database and are based on the mission cities
experiences.
First, I would like to specially thank the Contributors of Best Practices from various
mission cities, who shared the city protocols and valuable experiences upon which this
publication is based. The following contributors provided valuable materials, feedback
and advice in the preparation of this Report: Ms. S. Aparna, Sh. R.K. Khullar, Mr.
P R A C T I C E
Dinesh Rathi, Mr. Aniruddhe Mukerjee, Shri Chirag Pandya, Shri. M.K. Srivastava, Dr.
P.K. Nandi, Mr. Nalin Kanshal, P.S. Pradyumna, Mr.Mahesh Zagade, Mr. Ashish
Agrawal, Mr. Ajay Nagabhushan, Mr. K.Lakshmipathy, Mr. Vilas V. Vaidya, City
Managers’ Association Gujarat, City Managers Association Orissa, City Managers
Association, Karnataka and Bangalore Development Authority.
I would also like to acknowledge the hard work put in by Ms. Nilanjana Dasgupta Sur
for compiling, editing, layout and graphic designing of the entire Report. My sincere
gratitude and appreciation also goes to key members of the project, Ms. Poornima
Singh, Ms. Roomani Sen and Ms. Indu Senan of the Institute who contributed in
compilation, documentation and preparation of the Report. The entire work was
conducted under the able guidance of Prof. Chetan Vaidya, Director NIUA.
Prof.V.K.Dhar
HUDCO Chair Professor &
PEARL Project Coordinator
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B E S T
Table of Content
INTRODUCTION 1
WATER SUPPLY
Operation and Maintenance Practices: Surat, Gujarat 4
Water Quality Monitoring System: Surat, Gujarat 13
Bore Well Automation: Faridabad, Haryana 20
Pilot 24X7 Water Supply Project: Nagpur, Maharashtra 24
Issues in Introducing a Realistic Water-Pricing Regime: Jabalpur, Madhya Pradesh 28
SOLID WASTE MANAGEMENT
P R A C T I C E
Installation of Centralized Bio-medical Waste Treatment Facility on BOOT basis: Surat, Gujarat 34
Waste Processing Plant through Public Private Partnership: Rajkot, Gujarat 39
Door to Door Refuse / Garbage Collection System: Surat, Gujarat 44
Advance Locality Management Programme: Mumbai, Maharashtra 48
100 % Door-to-Door Collection of Solid Waste and Employment of Poor Urban Women, Jetpur, Gujarat 53
SEWERAGE/DRAINAGE
Green Energy Generation from Sewerage Gas: Surat, Gujarat 56
Inter governmental Convergence for Integrated Sewerage system: Bhubaneshwar, Orissa 60
Diversion of Domestic Sewage for Improving Urban Lake Water Quality: Bhopal, Madhya Pradesh 63
ROADS/FLYOVER/OTHERS
PPP for Street Lighting and Energy Conservation: Bangalore, Karnataka 66
Automated Parking System: Bangalore, Karnataka 70
Innovative Techniques in Construction of Footpaths: Bangalore, Karnataka 74
PPP in Street Lighting: Vijayawada, Andhra Pradesh 79
PUBLIC TRANSPORT SYSTEM

City Bus Service on PPP Basis: Surat, Gujarat 83
Station Area Traffic Improvement: Pune, Maharashtra 87
PUBLIC PRIVATE PARTNERSHIP

Children’s Movement for Civic Awareness: Hubli-Dharwad, Karnataka 92
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B E S T
Private Partnership in Recurring and Maintenance Costs by Local Self Government Body: Mahesena,

Gujarat 96
URBAN POVERTY
Dattak Vasti Yojana: Mumbai, Maharashtra 98
Initiatives for the Urban Poor: Mumbai, Maharashtra 102
URBAN REFORMS
Development of Software for Computerized Tax Administration: Upleta, Gujarat 109
Accounting Reforms in Urban Local Bodies: Karnataka 112
Decentralized Administration: Hubli-Dharwad, Karnataka 116
24 Hours Control Room for Redressal of Public Grievances: Hubli-Dharwad, Karnataka 120
Property Tax Reforms: Ahmedabad, Gujarat 125
DISASTER MANAGEMENT SYSTEM
P R A C T I C E
Emergency Operations Center: Mumbai, Maharashtra 129
ENVIRONMENT
Idol Immersion Activities and their Management in Water Bodies: Bhopal, Madhya Pradesh 135
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B E S T
Introduction

The Jawaharlal Nehru National Urban Renewal Mission (JNNURM), launched by
Government of India in 2005, is aimed at facilitating cities to take financially
sustainable initiatives to improve service levels. The objective is to create
economically productive, efficient, equitable and responsive cities. The Mission
focuses on: integrated development of infrastructure services; securing linkages
between asset creation and maintenance for long term project sustainability;
accelerating the flow of urban sector investments; planned development of cities;
renewal and re-development of inner city areas; and universalisation of urban
services. Under the Mission, an investment close to Rs. 100,000 crore is planned for
the period 2005 – 12, to be pooled by national government, state governments and
P R A C T I C E
Urban Local Bodies (ULBs). The JNNURM has two sub-missions: Urban
Infrastructure and Governance (UIG) and Basic Services to the Urban Poor (BSUP),
and these are being implemented by Ministries of Urban Development (MoUD) and
Housing and Urban Poverty Alleviation (MoHUPA), Government of India (GoI),
respectively. JNNURM links investments with policy reform to make cities work more
efficiently and effectively. The state governments and the cities have given their
commitment to implementing these reforms in order to receive JNNURM funds for
urban investments.
The state and city governments have limited capacities to access JNNURM funds for
infrastructure investments and to undertake the mandatory urban reforms.
Knowledge support and knowledge sharing amongst JNNURM cities for project
implementation, urban reforms and city governance has emerged as a key area for
capacity building of ULBs to achieve objectives of the JNNURM. It was felt that cities
identified under JNNURM, for financing urban infrastructure and other aspects of
urban development can network amongst themselves for cross learning and sharing
knowledge, hence effectively manage their cities. “Peer Experience and Reflective
Learning” (PEARL) is an initiative under JNNURM to support cities to actively pursue
activities in implementation of projects and reforms.
The main objective of the PEARL is to create an effective network of JNNURM cities
for cross learning and sharing knowledge on urban reforms, city governance and
1
urban infrastructure projects so that objectives of the Mission can be successfully
P R A C T I C E
achieved to make cities more livable, economically vibrant and environmentally
sustainable. Focus of PEARL activities are on installing various processes and
achieving outcomes of JNNURM - projects and reforms. It would provide a forum for
sharing knowledge and experiences in implementing urban reforms and city
governance, and the challenge would be to sustain the networks beyond the Mission
period.
NIUA has set up a website [www.indiaurbanportal.in] for exchange of information,

innovation and initiatives (Annexure 1). It acts as a platform to share knowledge
among governments at national, state, and local levels as well as community groups
and citizens in JNNURM cities. It is focusing on linking urban local bodies with and
community groups in the JNNURM cities. It provides information on organizations,
techniques, technologies, resources, innovations, best practices, etc. for the projects
and reforms. It supports output of JNNURM in terms of planning and implementation
of projects and reforms and helps to set up discussion forums, news, guidance, etc.
among JNNURM cities.
The quarterly newsletter, namely, “PERAL Update”, disseminates information on best

practices, successful process of planning and implementing projects and reforms,
techniques, technologies, innovations, news, etc. The website and newsletter
provides a link between TAG and PEARL activities.
Urban Local Bodies (ULBs) have initiated reform processes to improve the level of
urban governance. While numerous ULBs are introducing change initiatives some of
B E S T
which are extremely progressive and impressive, these are being taken in isolation
and without sharing the benefits of their experiences with others. These urban
initiatives are being documented for horizontal learning among cities under PEARL.
This publication is the first report designed to document Best Practices. The case
studies has been drawn from the PEARL website – India Urban Portal database.
These are select Best Practices chosen from mission cities experiences and are
structured in the standard format as developed under PEARL (Annexure 2). This
covers a brief summary, key dates, situation before, the new approach, strategy to
develop the initiative, the process, results achieved, sustainability, lessons learnt,
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B E S T
recognition and replicability. The select Best Practices included in this document
include a cross-section of categories such as Sectors/ Services (Water Supply, Solid

Waste Management, Sewerage/ Drainage, Roads/ Flyovers, and Public Transport
System), Urban Reforms, Public Private Participation (PPP), Urban Poverty, Disaster
Management and Environment.
This document has been prepared as part of PEARL activity for peer networking and
horizontal learning among mission cities. This includes case studies from grass root
levels taken up by urban sector stakeholders in a participatory manner to have
optimum level of convergence and synergy. Some of the case studies have also been
taken up from eminent publications in the urban field.
P R A C T I C E
3
BP Code: SSS-WS-###-0815-0209-0
P R A C T I C E
City: Surat, Gujarat
Year of Execution: 2006
Category of Best Practice: Service Sector – Water Supply
Title of Best Practice:

Operation and Maintenance Practices in Water Supply System
Surat Municipal Corporation is catering various services like water supply, sanitation, drainage,
solid waste management, streetlight, roads & bridges development, town planning and town
development, health care etc. Piped water supply system for the Surat City was started first time
in year 1894, with River Tapti as the main Source of water supply. So, on the basis of Public
Private Partnership, weir cum causeway was constructed in year 1995 which had helped Surat
Municipal Corporation to cope up the challenge of growing water demand in city. Till 1995, there
was no planning to sustain water supply and as a result, scarcity of water realized against
tremendous rise in water demand. Department got enlightened to prepare Blue Print for the
establishment of water supply system with a mission;
“Poor of the poorest of the Surat City get safe & reliable quality drinking water on 24 x 7 basis”
Previous Status
In early nineties and before that period, Surat Municipal

Corporation was supplying around 150 million liters per
day (MLD) of water to the entire Surat City. During those
days, dependency of water supply system was on
surface water of River Tapti as well as ground water.
Except monsoon season, no fresh water discharge was
received in the river, over-and-above; various point and
non-point domestic, agricultural, industrial discharges
were impounded in the river. In year 1995, Surat
Municipal Corporation created a sweet water reservoir
for the Surat water supply system. But, reservoir
B E S T
became stagnant pool of water body. However, water

supply increased as time progressed with the execution
of new higher capacity water treatment plants at various
locations and water distribution stations in city area. At
the same time, water treatment plants were struggling
against deteriorated water quality of River Tapti, as the
river water was being impounded by polluting sources.
Three water treatment plants having small capacities

(18, 18 and 32 MLD) were in operation with required
manpower. Record keeping was not up to the mark for
the operational records / data of the water treatment
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B E S T
plant. Unit-wise water quality monitoring was never
practiced. Energy conservation measures and related
improvements were not practiced. Only routine
maintenance was being carried out via operating staff.
But, routine shut down for the thorough cleaning was
also not practiced. Electrical, mechanical machinery
within water treatment plant, intake well and booster
houses were attended for breakdown maintenance.
Tools and tackles were used only to attend the
breakdowns. Operating staff were not aware of the
quantity related measurements, instruments /
equipments as knowledge level of operating staff was
limited up to operating instructions.
The New Approach

Water treatment plants being the heart of water supply
system, each stages / unit / process of water treatment
P R A C T I C E
needs to be operated and maintained such that treated
water quality always confirm desirable limit of drinking
water standard IS 10500. Therefore with the goal to
continue drinking water supply to the Citizen of Surat
City without any major interruption. NMC had taken the
following initiative for -
Standardization of all operations / functions of water
supply with the help of Quality Management System.
Delegation of responsibilities in the area of
production, engineering and maintenance (Electrical
& Mechanical), water quality control, quality control
engineering, instrumentation and control,
administration and house keeping, design and
development etc.
Formulation and execution of various check points
for raw water, in-process water quality control and
finished / treated water quality control.
Formulation and execution of routine, breakdown,
preventive and predictive maintenance schedules for
Electrical and Mechanical machineries. Formulation
of annual disinfections program.

A series of initiatives have been taken in order to
monitor the health of River Tapi. It became very clear
that the root of all above threat i.e. polluted /
contaminated source of river water is not only in the
jurisdiction of Surat Municipal Corporation and SMC
alone (without the help of other Government Agencies)
5
can not solve this problem from its root on its own.
P R A C T I C E
Hence, a group of stakeholders including SMC was
formed. Since, January ’04, series of meeting have
been held with all under the chairmanship of
Commissioner and discussed, how best way solutions
can be formulated and implemented to protect river from
worsening pollution. In this regards all suggestions for
preventive measures given by National Environmental
Engineering & Research Institute (NEERI) have been
taken into consideration.
Engineering & At the same time, all efforts have been directed towards
Maintenance - Electrical effective operation and maintenance activity wherein
appointed Officers on Special Duty (OSD) of Individual
Water Works are instructed to play their active role.
Initiatives had been also taken for the implementation of

Quality Management System as per ISO 9001:2000. For
effective operation and maintenance of water treatment
plants, both were considered and action taken: 1)
Available resources are fictionalized in various
departments and 2) Duties & Responsibilities, objectives
/ commitment(s) of individual department are
formulated.
Engineering & Implementation Strategies

Maintenance -
Mechanical Following precautionary measures to ensure effective
operation and maintenance of water treatment plant so
as to assure the quality of treated water were taken:
a. Operational Control:

1. Initiated the procedure of implementation of Quality
Management System as per ISO 9001:2000 for the
B E S T
water works operations.

2. Strict quality adherence to quality standards for the
various process inputs (Chlorine and Poly Aluminum
Chlorine)
3. Systematization of process water treatment process
and process inputs (Chemicals being used for water
treatment) in various conditions / profile of water
consistently followed at all water treatment plants.
Usage of advance coagulants (Poly Aluminum
Chlorine) based on raw water profile was practiced.
4. Optimization of process inputs (Chlorine, Poly
Aluminum Chloride)
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B E S T
5. Periodic disinfection of various treatment units.
Annual disinfections program is formulated every
year and implanted so that quality of water treated is
ensured as per IS 10500.
6. White washing of various treatment units like raw
water channels, flash mixers, clarifiers, settled water
channel, filter beds etc. during disinfections program.
7. Every units of treatment plant have been provided
with performance monitoring indicators.
8. Parameters are being continuously checked unit
wise and recorded in record book of individual unit.
b. Water Quality Monitoring:

Calibration of flow-
meters, LOH, ROF 9. Analyzing the raw water, in-process water, treated
meters (Instrumentation) water and supply water for the essential parameters
in accordance to the desirable limit of drinking water
standard on weekly basis. Same way, treated water
P R A C T I C E
is monitored for all kind of heavy metals as
mentioned in IS 10500 departmentally on quarterly
basis. To ensure the same, external laboratories are
also contracted.
10. Effect of pollution is judged based on raw water
analysis.
11. Chlorine demand of raw water is measured regularly
and chlorine dose is adjusted accordingly.
12. Filter media is being checked physically to ensure
the quality (as per IS 8419) & quantity of sand. Dirty
material deposited on the sand bed is being
continuously scraped and removed.
Chlorine Scrubber 13. In house water testing (Phisco-chemical as well as
System Bacteriological tests) is being carried out routinely.
14. Online meters for parameters like pH, Turbidity,
TDS, Dissolved Oxygen and Chlorine analyzer have
been installed which helps us to ensure the treated
water quality.
15. All testing equipments being used for water testing
are having technology state of art. All existing lab
equipments / online equipments are the heart for
monitoring and analysis of water quality and
therefore, for long-term performance out of them, all
concern had been well trained for these equipments.
16. Quality checking is being done for key process
inputs while taking supply of it from supplier.
17. Uniform record keeping is being done at all water
treatment plants.
7
18. Treatment plants are being kept neat and clean with
P R A C T I C E
appropriate house keeping staff on round the clock.
19. Fogging in the surrounding area of treatment plant is
frequently done to prevent the existence of and
growth of various types of flies. Hand fogging is done
on daily basis; while jeep mounted fogging is carried
out twice a week.
c. Maintenance Activities:
20. Annual Disinfection program for water treatment

plant units, Intake well etc. and preventive
Quality Monitoring & maintenance program is formulated for electrical /
Recording of Clarifier mechanical / instrumentation etc. well in advance
with prior sanction of apex body.
21. Routine, breakdown, preventive and predictive
maintenance for electrical and mechanical
machineries under the control of dedicated
engineering and maintenance department.
22. Predictive maintenance is initiated for electrical,
mechanical machineries. Necessary predictive
maintenance instruments like vibration meter,
thermograph instruments, power analyzer;
instrument calibrator, pressure calibrator etc. are
being used for predictive maintenance.
23. Formulated dedicated preventive maintenance team
with dedicated vehicles, tools & tackles, instruments
Online Water Quality / equipments for electrical and mechanical system of
Monitoring system water supply.
24. Various instruments like different types of muggers,
multi-meters, air dryers; hot air blowers, insulators,
etc. are being used for routine and breakdown
maintenance in electrical – mechanical side.
25. Adequate stock of necessary consumables like
gland packing, belts, oil, grease, transformer oil,
B E S T
insulating taps, sealing compounds etc. are beings

stocked. Material management system is developed
departmentally for maintaining minimum inventory
and hence decided re-order quantity for critical
items.
Achievements/ Results:

1. Installation of ultrasonic type flow-meters for raw
water and treated water quantity measurement
helped department to assess the water losses during
water treatment.
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B E S T
This has triggered the awareness for the
minimization of water losses during water treatment
process amongst the operating staffs.
2. Activities of Calibration & validation for meters are
being done with the help of Government
Organization – M/s. EQDC.
3. Water being dispatched from the individual water
Laboratory in 200 MLD works to water distribution station is quantified now
Capacity WTP at and daily records for the received water is
Sarthana Water Works maintained at individual water distribution station
4. Prior to metering in Industrial units, department was
able to receive revenue to the tune of Rs.16.00
Crore per Annum. After installation of flow meters in
industrial units, revenue has increased from
Rs.16.00 Crore per annum to Rs.24.00 Crore per
annum.
5. Dedicated electrical and mechanical maintenance
work with dedicated electrical maintenance team and
P R A C T I C E
mechanical maintenance team, faults and failure in
electrical system has reduced remarkably and
hence, unwanted downtime is avoided.
6. Timely calibration of inspection, measuring and test
instruments / equipments helped department to
generate reliable data, information for the
performance of individual instrument / equipment.
7. All water distribution stations and water works are
covered under Factory Act. Factory inspectors
inspects twice a year to ensure the various safety
measure implemented by Surat Municipal
Corporation or to ensure the necessary compliance
under Factory Act for electrical / machineries.
8. Incoming water in water treatment plants is
continuously monitored and recorded. Any
abnormality / changes observed in river water are
instantly noticed and necessary action for the water
treatment process is implemented immediately.
9. Each stages of water treatment like raw water, in-
process water, treated water and supply water is
monitored for parameters like Turbidity and Residual
Chlorine on hourly basis. This help department to
control the water treatment process.
10. With online water quality monitoring, entire water
treatment plant is monitored and judged for its
claimed performance. Supply water is monitored
round the clock for basic parameters like pH, Total
Dissolved Solids, Turbidity, Residual Chlorine, prior
9
to dispatch to City. Data so recorded helps
P R A C T I C E
department to make trend analysis and to judge the
efficacy of water treatment.
11. Essential parameters as mentioned in drinking water
standard IS 10500 are monitored on weekly basis at
all water works for raw water, in-process water,
treated water and supply water.
12. Raw water is monitored for sewage parameters like
BOD (Biological Oxygen Demand), COD (Chemical
Oxygen Demand), Ammonical Nitrogen, TOC (Total
Organic Carbon), Dissolved Oxygen etc. to know the
extent and of pollution in river water. Multi-parameter
Gardening within water deployable instrument is being used for the same.
works and water 13. Optimization of usage of water treatment chemicals
distribution station (process inputs). Minimization of wastages of water
treatment chemicals has resulted in savings.
14. Laboratory for the surveillance monitoring and
distribution water helped to support the daily
surveillance activity. Samples taken randomly from
the consumers are checked for its portability.
Sustainability:
With the Material Management System introduced,

the software maintains the inventories. This helped
to generate periodical reports for the material under
stock, re-order quantity etc. coding for all critical
engineering items being used in engineering and
maintenance work is done.
All procurements are done through tenders, which

are being continuously updated for their critical terms
/ conditions / specifications that only best are
attracted. Further, all terms and conditions are so
legally formulated that interest of Surat Municipal
B E S T
Corporation is well protected and are made full

proof, even in the low of court.
Water being a precious commodity, it needs to be

conserved and preserved at every stage of water
supply. Also, quality of water being profound
importance, water needs to be treated / purified in
hygienic conditions / environment. To do so,
department is emphasizing on physical cleanliness,
gardening, landscaping, security, discipline etc. in
water works and water distribution stations.
10
B E S T
Water works, water distribution stations of the water
supply system are facilitated with the Dual Power
Supply system so as to ensure the continuity in
water supply. Power supply companies like Torrent
Power and Dakshin Gujarat Vij Company Ltd., have
been made agree to create such facility in Surat
Water Supply System.
Housekeeping within In order to ensure the uninterrupted water supply

water works and water even in contingency / abnormality aroused due to
distribution station any calamity, department has develop capability and
self-sufficiency.
Water Supply system of Surat Municipal Corporation

is having unique GRID connectivity, which connects
water works, water distribution stations and pumping
stations of water supply system. As on date, four
P R A C T I C E
water works, 10 major water distribution stations and
4 sub stations are inter connected in such a way that
in case of any abnormality or shut down of any water
works, water can be catered from the other water
works or water distribution station.
Replicability:

Surat Municipal Corporation has implemented operation
and maintenance practices in existing water supply
system. Observed performance and realized benefits to
the department gave confidence to the department and
same kind of system is planned for effective
implementation in new water supply system for other
ULBs also. Some of these ULBs are:
a. Municipal Corporation of Greater Mumbai, Mumbai,

b. Jamnagar Municipal Corporation, Jamnagar,
c. Pune Municipal Corporation, Pune,
d. Rajkot Municipal Corporation, Rajkot,
e. Gujarat Water Supply & Sewerage Board, etc.
“National Urban Water
Awards 2008” Officers from these corporations / water supply board
have visited water treatment plants of Surat and
implemented system have been taken for their
consideration.

11
Recognition:
P R A C T I C E
Water supply system of Surat Municipal Corporation
had submitted various nominations including “Operation
and Maintenance practices in water supply of Surat
City” and has won the “National Urban Water Awards
2008” which was presented by Ministry of Urban
Development, Government of India in association with
Recognition from Confederation of Indian Industries (CII) and
Ministry of Urban Administrative Staff College of India (ASCI) for initiatives
Development, GoI in:
1. “Water Quality Monitoring system” and

2. “Operation & Maintenance practices” in water supply.
Apart from this, the best practices has been appreciated

by:
Appreciation from State Government of Gujarat for

immediate restoration of water supply during the
crisis of Floods – August 2006
Appreciation from Chief Secretary, Government of
Gujarat for immediate restoration of water supply
during the crisis of Floods – August 2006
Appreciation from Indian Water Works Association
for exemplary work in Disaster Management in
Water Supply sector during the crisis of Floods –
August 2006
Contact: Ms. S. Aparna IAS,

Municipal Commissioner
Surat Municipal Corporation,
Surat Mahanagar Seva Sadan,
Muglisara, Gordhandas Chokhawala Marg,
B E S T
Surat – 395 003

Office: 0261 – 2423750 – 56
Fax: 0261 – 2451935, 2422110
E-mail: xen_waterworks@rediffmail.com
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B E S T
BP Code: SSS-WS-###-0815-0209-1


Water Quality Monitoring System in Surat City
Surat Municipal Corporation is catering various services like water supply, sanitation, drainage,
solid waste management, streetlight, roads & bridges development, town planning and town
development, health care etc. Piped water supply system for the Surat City was started first time
in year 1894, with River Tapti as the main source of water supply. On the basis of Public Private
Partnership, weir cum causeway was constructed in year 1995 which had helped Surat
Municipal Corporation to cope up the challenge of growing water demand in city. Till 1995, there
was no planning to sustain water supply and as a result, scarcity of water realized against
tremendous rise in water demand. Department got enlightened to prepare Blue Print for the
P R A C T I C E
establishment of water quality monitoring system, to cope with the situation.
Previous Status
In early nineties and before that period, Surat Municipal

Corporation was supplying around 150 million liters per
day (MLD) of water to the entire Surat City. In year
1995, Surat Municipal Corporation created a sweet
water reservoir for the Surat water supply system. But,
reservoir became stagnant pool of water body. At the
same time, water treatment plants were struggling
against deteriorated water quality of River Tapti, as the
river water was being impounded by polluting sources.
Water Quality River water is being impounded by polluting sources in
Monitoring Systems the upstream of river. All stake holders – Government /
Non-Government Agencies (Surat Urban Development
Authority, District Development Office, Collector Office,
Gujarat Pollution Control Board and other Industrial
Units) have been involved. Despite of knowing the bitter
truth of deteriorated river water quality, treatment plants
being heart of water supply system, all efforts have
been directed towards:
a) Efficient operation and maintenance of treatment

plants such that treated water quality at each water
treatment plant meets the desirable limit of drinking
water standard IS 10500:1991, Edition 2.2
13
Monitoring water quality with advanced water testing
P R A C T I C E
laboratory instruments at every stage of water supply
system.
b) Strengthening the water quality monitoring system
and surveillance activities in water distribution
network.
The New Approach
Multi-parameter River Water Quality Monitoring, Online Water Quality

Deployable Instrument Monitoring system in water treatment plant and water
for River Water (Source) quality monitoring system in distribution network were
quality monitoring the three main operative strategies that were adopted
by the Corporation to recover the deteriorating water
quality. This was done through:
a) River Water Quality Monitoring (Source monitoring):

Periodically, river water quality at specified locations
is monitored with the help of multi-parameter
Deployable River Monitoring instrument. This
instrument generates instant results at site water
quality report for different parameters. Testing
results helped apex body to know the status of river
water quality as well as the quality of effluent being
discharged by point / non-point sources. To plug
polluting sources in the upstream of river Tapti,
various strategies are discussed with stakeholders in
presence of Gujarat Pollution Control Board.
b) Online Water Quality Monitoring System for Raw
Water and Treated Water / water being dispatched
from water works to various water distribution
stations in Surat City: In order to monitor the raw
water quality of river at individual water works,
advanced desktop laboratory instruments /
equipments like Spectrophotometer, Portable
B E S T
Turbidity meter, Handhold Dissolved Oxygen meter,

COD reactor, Portable pH / ISE meter, Portable
Pocket Colorimeter, Digital Titrator etc. deployed at
individual water works. To monitor the raw water
quality continuously on round the clock basis, online
water quality monitoring system comprising of Online
pH analyzer, Online Turbidity analyzer, Online Total
Dissolved Solids analyzer, Online Dissolved Oxygen
Analyzer are installed. Monitoring data are being
continuously logged in to dedicated server. Over and
above, dedicated microbiological laboratory set up is
created to monitor the microbiological parameters.
14
B E S T
c) Monitoring for the Threat perception (Terrorist
attack) in Raw Water: River water is open reservoir
and it is flowing river. Presently, it is the only source
for drinking water supply for the Surat City. Hence, it
is challenging task to serve safe drinking water in the
today’s trend. After 9/11 attack in developed country
America, it was published in newspaper that new
target for the terrorist is water supply network.
Portable Digital Turbidity Developed countries are also having worry for the
Meter (for Turbidity safeguarding issues against such possible attacks.
Measurement) Water Supply Department of Surat Municipal
Corporation has initiated two steps against such
possible threats.
d) Water Quality Monitoring system in distribution
network: Installation of Portable Digital Turbidity
meter and Digital Residual Chlorine analyzer at
individual water distribution stations and pumping
stations. Monitoring and recording Turbidity and
P R A C T I C E
Residual Chlorine for supply water prior to dispatch
to consumer. Devised surveillance program for
collection of water samples during supply hours from
the consumers to ensure the fitness of water. Also,
Pocket Colorimeter -
portable chlorine analyzers (Chloroscope) are
Digital (for Residual
provided to field staff to check the residual chlorine
Chlorine
level in the water during supply time.
Measurement)
Implementation Strategies
With an objective of up-gradation of laboratory set up at

individual water works and to become self sufficient in
testing and analytical ability, department proposed
various water testing laboratory instruments /
equipments for water works water quality monitoring
and distribution water quality monitoring.
Appropriate technology, instruments, equipments

etc. decided for the water quality monitoring.
Decentralized water quality monitoring & control.
Each water works is made self sufficient for water
quality monitoring. Facilities are created accordingly
at all water works.
Centralized water quality monitoring laboratory at
key water distribution station for supply water
Creation of water quality monitoring system
(Turbidity & Residual Chlorine checking instruments)
at individual water distribution stations.
15
Stage of monitoring, frequency of monitoring,
P R A C T I C E
parameters in accordance to the drinking water
standard IS 10500 with respect to frequency of
monitoring etc. were decided. Every units of
treatment plant have been provided with
performance monitoring indicators. Parameters are
being continuously checked unit wise and recorded
in record book of individual unit.
Stages of Water Quality

Monitoring
Clarifiers of water treatment plant and filter beds are

being checked shift wise with respect to two
parameters like, Turbidity and Free Residual
Chlorine.
Effect of pollution is judged based on raw water
analysis.
Chlorine demand of raw water is measured regularly
and chlorine dose is adjusted accordingly.
Filter bed is being checked physically to ensure the
B E S T
quality & quantity of sand. Dirty material deposited

on the sand bed is being continuously scraped and
removed.
All testing equipments being used for water testing
are having technology state of art. All existing lab
equipments / online equipments are the heart for
monitoring and analysis of water quality and
therefore, for long-term performance out of them, all
concern had been well trained for these equipments.
Uniform record keeping is being done at all water
treatment plants.
16
B E S T
Treatment plants are being kept neat and clean with
appropriate house keeping staff on round the clock.
Fogging in the surrounding area of treatment plant is
frequently done to prevent the existence of and
growth of various types of flies. Hand fogging is done
on daily basis; while jeep mounted fogging is carried
out twice a week.
Enhancement of competency level of Chemists and
operators of all treatment plants.
Education / training are being provided continuously
Water Testing at all treatment plants during working of chemists /
Laboratory setup for operators. For the same teaching facility had been
Distribution Water provided at all water treatment plants so as to
Quality Monitoring provide them on job training / education or any
at Khatodara Water required knowledge inputs.
Distribution Station Water Works professionals from other municipal
corporation of Gujarat / India are being invited and
raw water is vise – versa for exchange of best
P R A C T I C E
practices and practices so gained are being
implemented at all Water Treatment Plants. This is
continuous process with recording.
Establishment of Complaint Redressal System for
water quality
Random samplings have been increased. Samples
taken from city area are being checked.
Incoming water in water treatment plants is

continuously monitored and recorded. Any
abnormality / changes observed in river water are
instantly noticed and necessary action for the water
treatment process is implemented immediately.
Each stages of water treatment like raw water, in-
process water, treated water and supply water is
monitored for parameters like Turbidity and Residual
Chlorine on hourly basis. This help department to
control the water treatment process.
With online water quality monitoring, entire water
treatment plant is monitored and judged for its
claimed performance. Supply water is monitored
round the clock for basic parameters like pH, Total
Dissolved Solids, Turbidity, Residual Chlorine, prior
to dispatch to City. Data so recorded helps
department to make trend analysis and to judge the
efficacy of water treatment.
17
Essential parameters as mentioned in drinking water
P R A C T I C E
standard IS 10500 are monitored on weekly basis at
all water works for raw water, in-process water,
treated water and supply water monitored for
sewage parameters like BOD (Biological Oxygen
Demand), COD (Chemical Oxygen Demand),
Ammonical Nitrogen, TOC (Total Organic Carbon),
Dissolved Oxygen etc. to know the extent and of
Certificate for Exemplary pollution in river water. Multi-parameter deployable
Performance in Urban instrument is being used for the same.
Water Quality Optimization of usage of water treatment chemicals
Monitoring System from (process inputs). Minimization of wastages of water
GoI. treatment chemicals has resulted in savings.
Water quality assurance to the consumer is given
through - Laboratory for the surveillance monitoring
and distribution water helped to support the daily
surveillance activity. Samples taken randomly from
the consumers are checked for its portability.
Replicability:
Surat Municipal Corporation has implemented operation

and maintenance practices in existing water supply
system. Observed performance and realized benefits to
the department gave confidence to the department and
same kind of system is planned for effective
implementation in new water supply system for other
ULBs also. Some of these ULBs are:
a. Municipal Corporation of Greater Mumbai, Mumbai,

b. Jamnagar Municipal Corporation, Jamnagar,
c. Pune Municipal Corporation, Pune,
d. Rajkot Municipal Corporation, Rajkot,
e. Gujarat Water Supply & Sewerage Board, etc.
Officers from these corporations / water supply board
B E S T
have visited water treatment plants of Surat and

implemented system have been taken for their
consideration.
Recognition:
Water supply system of Surat Municipal Corporation

had submitted various nominations including “Operation
and Maintenance practices in water supply of Surat
City” and has won the “National Urban Water Awards
2008” which was presented by Ministry of Urban
Development, Government of India in association with
18
B E S T
Confederation of Indian Industries (CII) and
Administrative Staff College of India (ASCI) for initiatives
in:
1. “Water Quality Monitoring system” and

2. “Operation & Maintenance practices” in water supply.

Surat – 395 003
Office: 0261 – 2423750 – 56
Fax: 0261 – 2451935, 2422110
P R A C T I C E
19
BP Code: SSS-WS-###-0917-0109
P R A C T I C E
City: Faridabad, Haryana
Year of Execution: NA

Bore Well Automation
Faridabad Municipal Corporation along with S.A.S Servizio Pvt.Ltd. (formally known as
RAMSONS) became ‘partners in progress’ by investing in and providing world-class
infrastructure facilities to enable efficient water management system in Faridabad and
surrounding areas.
Previous Status
Stringent requirements for safe drinking water in

Faridabad Municipal Corporation were a crucial problem
being faced by the Haryana ULB. Meeting the growing
demand of public with existing resources. Timely and
Reliable supply of drinking water, faith of consumers /
residents, requirement of efficient water management
system were many other problems that needed a
permanent solution. The answer to all the above was
introduction of latest technology and reliable technology
for pumping operations.
The New Approach
Faridabad Municipal Corporation along with S.A.S

Servizio Pvt.Ltd. (formally known as RAMSONS)
became ‘partners in progress’ by investing in and
B E S T
providing world-class infrastructure facilities to enable

efficient water management system in Faridabad and
surrounding areas.
Therefore, a high technology bore well automation

system was installed that could be required, operated,
maintained by client infrastructure facilities using
scientific maintenance methodology to protect
investments at optimum operating and maintenance
cost. The new system had the following features:
20
B E S T
Programmable logic controller to maintain automatic
operation of remote inaccessible pumping stations.
Real time starting and stopping of pumps.
Monitoring of current and voltage.
Monitoring of pressure, discharge and quality of
water.
Reporting of breakdown by remote PLC to Central
station using existing telephone network.
Monitoring of remote pumping stations from central
location.
Central station can get information from remote on
request.
Maintaining minimum log of parameters.
Maintaining fault summery for last 5 faults.
History of the reported faults, total water production.
P R A C T I C E
The bore well automation system was installed in two
stations:
A) Central Station: This station has the following

infrastructures.
Remote pump monitoring.
The Bore well

Automation System
Monitoring current, voltage, on/off position

Fault analysis and fault rectification.
Data storage, monitoring and analysis.
B) Remote Station: This station has the following

Infrastructure.
Pump Starting/Stopping on predefined time either in
the morning or afternoon or evening or time carry
forward in case of power failure
Monitoring current, voltage, on/off position
Fault reporting & Rectification
24 hours help lines complaint Redressal
21
C) Method Statement of Automation:
P R A C T I C E
Each pump have fully automatic star delta starter
with MCB (miniature circuit breaker) for short circuit
protection.
Starters fitted with potential free contact from where
a environment monitor or programmable logic control
(PLC) can be wired.
PLC reading voltage, current and the status
(ON/OFF) of the pump.
PLC connected through modem with a dedicated
remote/wireless telecommunication system.
PLC having compatible software reads programmed
parameters of pump and dials automatically in case
of any deviation to the Central Control Station.
In case of non-function of pump, PLC sends the
signals to Central Control Station through its
automatic dialing facility to programmed wireless
telecommunication communicating reason for
tripping the pump.
The latest position can be transmitted through TV
Channels to the public in large.

Operation of all tube wells as per scheduled time.
Maintenance of tube wells in less than 24 hours to
restore smooth water supply.
Centralized Consumer Cell with round the clock
service for lodging complaint over telephone &
enquire latest position of water supply.
Automation and monitoring provides better control
Round the Clock doorstep services to the consumer.
Ensuring regular supply of water every day.
B E S T
Centralised Computer Cell where all tube-wells can

be monitored for their present status as to ON/OFF,
Voltage, Current, Timings of running etc.
Faster information w.r.t. water supply line are
damaged, no power, failure of bore-well,
redevelopment etc.
Less than half of the operational cost to the
Organization. The cost reduction is more than 60%
as compared to the earlier cost of MCF.
Minimize breakdown times (Higher Reliability) and
enhance Performance of Water Supply Systems
22
B E S T
Well Organised Operation and Maintenance
Schedules
Monitoring the entire Water Supply Distribution
Network: 1) Remote Diagnostics and Trouble
Shooting, 2) Online- Messages and Alarms, 3) Bi-
directional Data Communication, 4) Process Values
Archiving for trends and 5) System Scalability w.r.t.
Additions and Future Technology
Lessons Learnt:
Reduced cost of maintenance and pass on benefits

to the Organization (MCF’s cost reduction amounts
to appx. 60%).
Investment partners giving advantage of information
technology to public in large.
Providing sense of security by investing in the
project and have long term relationship
P R A C T I C E
Providing turnkey services of all kinds be it
engineering, technical, general, etc.
Serving through a team of professionals having
expertise ranging from technical, commercial,
specific project administration, marketing, public
relations, liasoning and general administration helps
in better operation, maintenance system and also
provides personalized & experienced services
24 hours help line & dedicated 24 hours staff for
services with smile.
Contact: SH. R.K. KHULLAR, IAS,

Faridabad Municipal Corporation,
Near B.K.Hospital,
Faridabad – 121001
Haryana
Office: 2416464-65
23
BP Code: SSS-WS-###-1632-0209
P R A C T I C E
City: Nagpur, Maharashtra

Pilot 24X7 Water Supply Project
NMC has undertaken the following project at Dharampeth through a pilot project for 24x7 water
supply to 15000 connections on PPP basis.
Previous Status
Nagpur has a population of over 2.5 million spreads

across 217 sq. km. The total water supply of the city is
over 500 mld per day with 225,000 connections and
2,100 km of pipeline network. The NMC supplies about
470 million litre of water daily all over city. However, the
distribution is erratic. The civic body had carried out an
audit of the water supply system and recommendations
in several measures to improve efficiency reduce losses
and disparity in distribution. These works are being
undertaken under the Central government sponsored
Jawaharlal Nehru National Urban Renewal Mission
(JNNURM).
The New Approach
In a bid to sustain uninterrupted (or 24x7) water supply

to the second capital of Maharashtra, the Nagpur
Municipal Corporation is undertaking a mega water
supply expansion project at a cost of Rs 6.5 billion.
B E S T
NMC had applied for a grant under JNNURM. However,

the corporation proposes to collect full user charges for
assets created under JNNURM. The civic body has
created a new tariff with a view to recover the full cost to
be incurred towards operation and maintenance of the
water supply project. Therefore, the General Body
passed the resolution in the month of January 2008 to
adapt the PPP mode for Implementation of 24x7 water
supply in city, with the objectives To reduce the UFW
and water losses, provide better service to consumers
and reduced financial burden of NMC on capital and
revenue expenditure.
24
B E S T
NMC recently invited expression of interest for this
project and a Rs 21-crore five-year pilot project for
distribution of water, bill collection, operation and
maintenance works was awarded to Veolia Water
(India) Pvt Ltd. The operator will be required to finance
the capital expenditure required to rehabilitate, repair,
maintain and provide proper backup for refurbishing and
replacing water supply infrastructure. It is understood
that NMC will grant 25-year exclusive rights of operating
of water supply services to the selected operator,
including collection of water charges on behalf of the
civic body and retain an operator's fee in proportion of
the quantum of water supplied and sold. The operator's
fee is intended to cover eligible expenditure incurred by
the operator for running the project.
The company first as a pilot project conducted a study

of the existing water network in Dharampeth, and
P R A C T I C E
undertook repair and rehabilitation works, and started
distribution of water and collection of bills in the zone.
On successful completion of the assignment in pilot
zone, NMC may extend the contract for other part of city
with mutually agreed conditions and deviations from
original contract duly approved by NMC authority.
Water Supply Zones of

Dharampeth Municipal
Authority (DMA),
Faridabad, Haryana.
25
P R A C T I C E
Total work is to be divided in to three Phases.
Phase-1:
1. Establishment of Baselines
2. Preparation of Rehabilitation Plan
3. Submission of Rehabilitation Plan
4. Procurement of Consumer Meter and Starting of
Replacement of Consumer Meter and Service
Connections
5. Approval of Rehabilitation Plan
Phase-2:
6. Implementation of Rehabilitation Plan by Operator

7. Taking over Operation from Day 1 of 9th Months
8. Customer Service Management
Phase-3:
9. Operation & Maintenance (performance based

contract)
10. Training Program conducted
11. General Performance to be Maintained for Un-
account For Water, Ratio calculation of revenue
water, pressure & quality of water, Customer
complaints recorded at Operator office, etc.
1. Water supply hours was 4.30 hours to 24 hours

2. The water consumption was 440m3/day for DMA
with 4.30 hrs has increased to 504m3/day after 24
B E S T
hrs supply of water

3. Before conversion the average pressure at
consumer water taps was 2-5 meters and now it
reaches to 10-12 m. It resulted in to energy saving
for consumers as water reaches directly to overhead
water tank.
4. The continuous pressurized network has avoided the
contamination of water from leaking House service
connections, which were replaced under this project.
5. The average UFW was 69% in the zone was
observed during base line study have been reduced
to 33% in DMA of 144 regular connection and about
26
B E S T
of 150 slum dweller in DMA. The UFW will reduce
further after completion of slum connection
rehabilitation.
6. Total billing volume was 137 m3/day has been
increased to 338 m3/day (286 m3/day to regular
consumer and 52 m3/day to slum consumer against
nil billing slum earlier).
7. The customer has been provided the phone
numbers of area in charge for registering the
complaint and operator to solve the complaint with in
the 48 hours. However the customer facility center
will be installed within the next two months.

Replicability:

About 1000 connection and one slum area with 100-
slum connection have been converted in to 24x7 water
P R A C T I C E
supply. This project is being replicated all over Nagpur
in Maharashtra.
Contact: Mr. Dinesh Rathi

Dinesh Rathi & Associates
West High Court Road,
6, Tatya Tope Nagar,
Nagpur - 15 (Maharashtra)
Tel.: + 91-712-2225566, 2241911/21/22
Fax: + 91-712-2241912
E-mail: dinesh.nagpu@gmail.com
27
BP Code: SSS-WS-###-1528-0509
P R A C T I C E
City: Jabalpur, Madhya Pradesh

Issues in Introducing a Realistic Water-Pricing Regime in Urban
Local Bodies
Describes successful efforts to introduce a realistic water-pricing regime in the city of Jabalpur,
in spite of political will. It also illustrates how an empowered local body is responsive to the
issues of increasing of water charges when faced with the prospect that the planned water
supply augmentation scheme may not materialize if it fails to increase the charges.
Previous Status

The Jabalpur Municipal Corporation (JMC) manages the
drinking water supply and the current water available
from all sources is about 28 MGD. Out of this 4 MGD is
supplied to bulk consumers including various
manufacturing units. Thus the remaining 24 MGD works
out to a supply of 20 gallons per day per capita, which is
well below the per capita standards for the country. This
is due to expanding population but lack of
commensurate increase of water supply. The two
reservoirs as well as the Gaur river cannot be exploited
any further, so that the only potential source of water
supply is the river Narmada, which is fortunately located
quite close to the city so that minimal pumping is
required to get the water to the city. It may be added
that overexploitation of groundwater resources has led
to rapid fall in groundwater levels, and now the needs of
B E S T
substantial parts of the city have to be met by water

tankers.
Maintenance of water supply at adequate level requires

JMC to be financially self-reliant. But the collection of
water charges is much less than the expenditure. There
is considerable deficit because billing is not related to
the water consumption but is on a fixed rate depending
on the diameter of water connection pipes. Deciding the
water charges payable by various users falls under the
domain of the JMC's general body. However the elected
28
B E S T
body has never had the courage of increasing the water
charges to any reasonable levels due to apprehension
that people may not approve the move, which may
cause backlash effect on their vote bank.
Thus the municipal corporation was in a huge deficit

position on this front and there was a need to increase
the water charges and to improve the collection
efficiency to bridge the gap.
The New Approach

A capital works scheme called Narmada Phase III which
would augment the water supply to the city by 50% was
under execution by a division of the Public Health
Engineering Department (PHED) of the State
government responsible for potable water supply to the
urban and rural areas for the last 10 years but progress
P R A C T I C E
was tardy due to paucity of continuous funds from the
State govt. The scheme involved laying of raw water
rising main (600m), clear water pumping main (8.6Km),
construction of overhead tanks and service reservoirs,
water treatment plants, raw water turbine pumps,
construction of workshop, provision of vehicles etc for
augmentation of water supply. Due to interrupted
release of the fund from the government, only part of the
work had been completed by 2000. For the completion
of remaining works, a sum of Rs.130 million was
required.
In January 2000, a resolution to increase the per capita

water supply to the city was passed. The JMC general
body decided to provide the Rs 130 million (US$ 2.9
million) needed for completion of the works which would
increase the city supply by 12 MGD thereby increasing
the per capita supply by 50%. It passed a resolution in
February 2000 to approach the Housing and Urban
Development Corporation (HUDCO), a Govt. of India
undertaking, for a loan of Rs. 96 million and the State
Government for the remaining Rs. 34 million as its
share. The resolution contained no details about how
repayment would be done. The Public Health
Engineering Department (PHED) was authorized by the
JMC in November 2000 to continue with the
implementation. Execution was very slow for most of
29
PEER EXPERIENCE AND REFLECTIVE LEARNING (PEARL) 2000 - 2001 in the absence of funds as well as the
P R A C T I C E
uncertainty of the continuance of the PHED as the
implementing agency.
The project report was prepared & submitted to HUDCO

for approval in February 2001 and after satisfying all the
technical queries, the final proposal was submitted to
HUDCO in May 2001. On the account of the good terms
of the state political leadership with the Mayor, the state
government disbursed its share of 34 million in March
2001.
In the working of Municipal Corporation, the proposal of

the Commissioner was modified by the Mayor in Council
(MIC) in June 2001, which proposed a 50% increase in
the rate of commercial/ industrial use but no increase in
rates for residential use for 2001-2. The MIC did not
take any decision on the rates for 2002-3 on account of
possible political repercussion. It agreed to the doubling
of the security deposit for new water connection,
increasing the rates for regularizing illegal connection as
well as handing over of the public stand posts to the
local water Panchayat as proposed by the
Commissioner. The MIC also come up with a populist
proposal called Golden Jubilee water supply scheme to
give water connection at reduced rates of Rs 300 (US$
0.66) security deposit and Rs. 30 (US$ 0.33) per month
charges to the registered slum dwellers. As per the
MIC's calculation the proposals would increase the
water dues demand from Rs 80 million (US$ 1.77
million) to Rs. 150 million (US$ 3.3 million). The
Commissioner realizing the difficulties in getting the
proposal passed advised the mayor to have discussions
with the leader of the opposition before presenting the
B E S T
above proposal to the General Body. However his

advice was not heeded and the proposal was placed
before the General Body without any discussion with the
opposition.
The MIC's proposal was discussed in the General Body

in July 2001 which rejected the proposal for doubling the
security deposit for new water connection and modified
the proposal of regularization of illegal water connection
to the same rates as that of new water connection plus
two years water charges amounting to Rs 2800/- (US$
62.2) thus reducing it even from the present levels.
30
B E S T
The General Body also further reduced the rates for
Golden Jubilee Water Supply Scheme to a security
deposit of Rs 100/ and Rs 10/- per month charges and
amended the increase in rates of commercial / industrial
use to 25 % without making any increases in the water
rates for residential use. This raised the difficulty in
obtaining both the state government guarantee as well
as HUDCO’s sanction of the loan because the above
decision of the General Body would reflect lack of
sufficient willingness to increase water charges by the
JMC. However this was to no avail since the whole
matter had changed in to a battle of political one-
upmanship with the opposition trying to project that they
were with the common masses and were preventing
unnecessary increases in water charges proposed by
MIC. The General Body’s proposals were put to vote
and were passed by the majority.
P R A C T I C E
Subsequently the Mayor wrote to the State Government
in August 2001 to use their extraordinary powers to
quash the resolution of the General Body as being
against public interest thereby deeming the MIC
resolution as passed.
Since, as stated previously, fixing of water charges had

been completely devolved to the local bodies, the State
Government did not want to interfere in the jurisdiction
area of JMC and instead wrote to the JMC in October
2001 asking it to reconsider its decision and pass the
MIC's proposal as it was in public interest for securing
the loan from HUDCO.
The matter was placed before the General Body in

November 2001 for reconsideration. Learning from
previous experience, this time the Mayor had
discussions with opposition Councilors prior to the
General Body meeting and a negotiated settlement was
arrived at beforehand and formally passed in the
General Body. It was agreed to increase the rates for
water charges for industrial/ commercial users by 50%
with no increases for residential consumers. Everything
else remained as per the earlier resolution of the
General Body. The JMC hoped that this would show
adequate willingness to increase charges for obtaining
the State Guarantee and HUDCO loan. The HUDCO
agreed to sign the loan agreement in October 2002 with
the Municipal Corporation conditionally on the
31
corporation securing the state government guarantee.
P R A C T I C E
The state government on pursuance by the Mayor gave
the guarantee in January 2003.
HUDCO has started making disbursements of Rs.30.6

Million in October 2003 and Rs.54.40 Million (US$ 1.20
million) in July 2004. The project is nearing completion
now. So far out of Rs.130 million (US$ 2.88 million), the
expenditure incurred amounts to Rs.126 million (US$
2.8 million). The remaining will be utilized very soon (for
the construction of an overhead tank). The PHED
division as per specifications has executed the
remaining works without any major cost escalation
despite delay in project completion. However, water
charges have not been increased in 2002-03 and 2003-
04.
The Narmada Phase-III scheme on completion will

cause augmentation of water supply from 20 gallons per
capita per day to 30 gallons per capita per day. The
JMC has the staff for maintenance of the existing as
well as the augmentation scheme. There will be no need
for increase of man power but capacities building of the
technical staff as well as improvement in collection of
water charges are required, otherwise the deficit would
increase due to the running of the augmented facility.
Lessons Learnt:
In un-metered water supply scenario across the

board subsidy of water charges benefits the richer
consumers more than others since they have more
availability of water due to more storage capacity on
B E S T
the same monthly fixed charge per connection.
Elected bodies lack the willingness to increase

charges since they are afraid of backlash affect of
the decision on their vote bank. The public is willing
to pay provided reasonable services are made
available to them and reasons for the water charges
increases explained to them.
The state government did not insist on economically

sustainable water charges while issuing the state
government guarantee.
32
B E S T
Thus a fully competent local body did not have to take a
decision, which could have marked a beginning towards
financial self-sustainability.
Contact: Mr. Aniruddhe Mukerjee,

Secretary, Transport,
Government of Madhya Pradesh
& Managing Director,
M.P. Road Transport Corporation,
Habibganj, Bhopal, M.P., India-462003
Phone No. :0091-755-2552442,2441636
Fax No. :0091-755-2555237
Mobile No. : 0091-9425056190
P R A C T I C E
33
BP Code: SSS-SW-3##-0815-0209
P R A C T I C E
Category of Best Practice: Solid Waste Management and PPP

Installation of Centralized Bio-medical Waste Treatment Facility on BOOT
basis
Surat is the city with a population of more than 40 lacs and the area of 325Sq. Km. located on
Mumbai-Ahmedabad rail corridor. The city is having a comprehensive system of Bio-Medical
Waste (BMW) management. Activities starting from the collection of BMW till its treatment in
centralized BMW treatment facility and final disposal is entrusted to the facility operator who is
operating the plant on BOOT basis.
Previous Status
Biomedical Waste (Management & Handling) Rules

1998, stipulates that occupier of every organization
generating biomedical waste (as defined in the Rules)
must manage his bio-medical waste as prescribed in the
Rules so as not to cause any harm to the environment.
In Surat, the small nursing homes, dispensaries, clinical
Common Effluent laboratories and other small organizations or individual
Treatment Plants medical professionals was not able to carry out
(CETP) at Surat treatment and disposal of biomedical waste generated
as per the methods prescribed in the Rules on their
own. Neither it is economical for even bigger hospitals
to have their own treatment facilities. Therefore, a
Common Bio Medical Waste Treatment Facility
(CBMWTF) is an ideal and perhaps only solution to all
such problems.
B E S T
The New Approach
Surat Municipal Corporation (SMC) responded promptly

to the call of the Rules-’98 and set up a CBMWTF for
hospitals and nursing homes managed by SMC as well
as all the biomedical waste generators within the
corporation’s limits. The prestigious contract of setting
up a CBMWTF in Surat on Build Own Operate and
Transfer (BOOT) basis was awarded to Envision
Environ Engineers Pvt. Ltd. The Facility was set up and
commissioned by the agency before the deadline in
December 2002. This facility provides a great example
34
B E S T
of synergic combination of efforts put forward by a
municipal corporation, medical professionals, law
enforcers and operators of the facility.

This is the project, which is first ever in the history of
Surat Municipal Corporation that ha been executed on
BOOT base. Here Envision Environ Engineers Pvt. Ltd
is allotted only a piece of land measuring 2400 sq. mt at
the token rent of Re.1/- per sq. mt per annum and
remaining all the other expenditures related to
renovation and construction of housing facilities for
treatment machines such as Incinerator, Autoclave and
Shredder and their purchase is made by the agency. At
present the concession period of BOOT Contract is
seven years, which is expiring on 31st December 2009,
and it has been already extended further on mutually
P R A C T I C E
agreeable conditions.

Features of the BOOT Contract:
Total investment to set up the facility is made by EN-

VISION.
Land (2400 sq. Mt.) is provided at Bhatar Disposal
site by SMC at token annual rent.
Facility is in strict adherence to Bio Medical Waste
(Management & Handling) Rules.
Transportation of Bio Medical Waste from 27
designated health centers up to facility is to be
carried out by EN-VISION.
Bio Medical Waste generators to deposit their waste
at 27 urban health centers.
Liability of waste from receipt of waste rests with EN-
VISION.
Collection and Transportation of waste as per Bio
Medical Waste (Management & Handling) Rules.
Total cost of operation of facility to be borne by EN-
VISION.
Treated Bio Medical Waste shall be disposed at
Sanitary Landfill site of SMC.
EN-VISION may accept and bring waste from
generators outside Surat Municipal Limits for
treatment and disposal.

35
Salient Features of the Scheme:
P R A C T I C E
SMC shall recover administrative charges from the
agency on per kg basis for the waste received from
all private generators (additional source of income
for SMC).
ENVISION shall obtain necessary permissions and
license required from regulatory authority and shall
treat and dispose off Bio Medical Waste as per rules
and regulation.
Collection and The hospital shall identify segregate and pack Bio
Transportation of waste Medical Waste in puncture proof container and/or
as per Bio Medical HDPE bags as required by rules and regulations
Waste (Management & under Bio-medical waste (M & H) Rules – 1998.
Handling) Rules in Bags will be of standard sizes and design with labels
mechanized vehicles. and quality of material suitable for incineration and
autoclaving as approved by ENVISION.
On handing over properly segregated packed and
labeled Bio Medical Waste to ENVISION, liability of
generator shall come to an end.
ENVISION shall collect Bio Medical Waste on daily
basis at a fixed time. In the event, the generator fails
to deposit Bio Medical Waste, generator shall have
to pay an average amount based on previous month
billing for such day.
Scheme will be operative for a period of seven years
and can be extended on mutually agreed terms and
conditions thereafter.
Most important feature of this BOOT contract is the
mode of measurement of biomedical waste for
billing. Most of the medical professionals were
opposed to adopt the billing system of per bed basis.
Per Kg. (weight) basis of billing was almost
unanimously favored well before the tenders were
floated. This has perhaps resulted in the lower
B E S T
weight turnover at the facility. Inconvenience in

collection has not been the issue, as in any case; the
waste received is required to be weighed for the
record purpose.

Municipal Corporation in the field of Private sector
participation sets the best example. The main objective
of implementing Bio-Medical Waste (Management and
Handling) Rules, 1998 through installing centralized
36
B E S T
treatment facility is served and the hygienic of public in
general is now at least risk. As a matter of fact this
project is the best example of symbiotic relationship
between Municipal Corporation, agency and generators
of Bio-medical waste. Municipal Corporation is benefited
by the way of transferring burden of BMW treatment on
to the shoulders of Agency. Agency after making of
plant can get regular income from waste generators till
Segregation of Bio- the expiry of concession period. Private generators are
medical Wastes in benefited because they are made freedom responsibility
different Bags of erecting individual treatment plant. In addition to
above, the agency is suppose to transfer part of the
treatment rate collected from private generators to the
corporation at an agreed terms of contract.
The land required for installation of plant is given by

Surat Municipal Corporation to the agency on lease rent
of Re. 1/- per sq. mt. per annum on which the agency
P R A C T I C E
has created the housing facility for installation of various
treatment machineries like incinerator, autoclave and
shredder on its own and now the successful operation of
centralized BMW treatment facility mainly depends on
the quantum of waste received at plant for treatment:
Payment on weight basis to the agency
Awareness of public.
Close monitoring of system.
Concession period.
Disposal in Eco friendly manner.
Numbers of health care units registered with
common facility.
Strictness of regulatory authority.
Recognition:
This best practice is discussed in all the nationwide

seminars / workshops / forum related to BMW
management with it's all the features and appreciated in
all forums. Dubai Municipality recognized this project
and it was selected for Dubai International Award in
the year 2006.
Replicability:

With spare capacity available to accept Biomedical
waste and being the only Municipal Corporation in
South Gujarat, SMC has offered the services of
biomedical waste treatment to most of South Gujarat
37
Region. Thus taking up responsibility of compliance to
P R A C T I C E
Biomedical Waste (Management & Handling) Rules
1998 for whole of South Gujarat. Representatives from
various other urban local bodies and city managers
have visited Surat to see the system and replicate the
same in their region. Even the agency that is operating
the plant for Surat City has introduced this concept in
may cities like Udaipur and Ranchi. Representatives
are allowed to study the system with site visits and are
also helped in documenting the project.

Surat – 395 003
Office: 0261 – 2423750 – 56
Fax: 0261 – 2451935, 2422110
B E S T
38
B E S T
BP Code: SSS-SW-3##-0814-0209
City: Rajkot, Gujarat

Category of Best Practice: Solid Waste Management & PPP

Waste Processing Plant through Public Private Partnership
Limitations for the Waste Processing Plant are the heavy initial investment, which may be big
hindrance in way of any government agencies. The Rajkot Municipal Corporation led a waste
processing plant project through public private partnership model and strongly advocated such
plants on their-own. Such effective ways and means to process and dispose of the waste that
was generate each day is essential to seriously consider ways to re-use and recycle the waste,
so that the least quantity of waste needs to be processed and disposed off.
Previous Status
P R A C T I C E
The sole responsibility of solid waste management
(SWM) in the city goes to Solid Waste Management
Department of Rajkot Municipal Corporation (RMC)
under the supervision of Ministry of Urban Affairs &
Housing Development. As a part of decentralization
entire city is divided into four zones. The activities
associated with the management of municipal solid
Existing Waste Disposal waste from the point of generation to final disposal can
Yard in Manda Dungar be grouped into the six functional elements.
Waste generation
Storage
Collection
Transportation
Segregation & Processing
Disposal
Some major drawbacks of the solid waste management

system in Rajkot were:
The precious land is wasted by dumping the

recyclable and material of economic importance.
The nuisance of foul odor in the near by area of
landfill site where open dumping is carried out.
There area of landfill is more prone to fire disaster as
the continuous generation of methane gas due
anaerobic digestion of organic waste.
Nuisance of animals and flies increases.
39
The birds get attracted towards the landfill site,
P R A C T I C E
which may increase the risk of air disaster as it may
come in the flying zone of the aeroplane.
The life of landfill decreases as the entire waste gets
into landfill and volume of waste going into landfill
increases decreasing its carrying capacity and its
life.
The risk of groundwater contamination increases.
The New Approach

After the implementation of Municipal Solid Waste
Management Rules 2000, a strong need for establishing
waste processing plant had arisen. Establishment of
waste processing plant required heavy initial
investment. In India the success of sustainable waste
processing plant was not much encouraging. The main
problems faced by the ULB in waste processing could
be enlisted as below:
• Heavy initial investment.

• High Operating & Maintenance cost.
• Establishment of market for the byproduct such as
compost manure, pellets etc., mainly because of the
cost of production of the byproduct are higher than
its comp.
In other words there was no integrated waste

processing plant wherein the majority of waste is
converted into useful byproduct and the reject is
minimal. In the past only compost plant and pelletization
plant were established but without much success. As in
this case the operation and maintenance cost was so
high that government or ULBs were reluctant to
continue with plant. The RMO cost also was very high.
B E S T
RMC had initiated efforts to set up the waste processing

plant.
However, RMC initiated efforts after the implementation

of Municipal Solid Waste Management Rules 2000.
Hanzer Biotech Energies Pvt. Ltd. (HBEPL), was
considered as the private partners who could handle the
waste processing plant.
40
B E S T
RMC and Hanjer Biotech Energies Private Limited

established the waste processing plant on the Built Own
Operate (BOO) basis. RMC had acquired a land of 100
acre for the purpose of development of sanitary landfill
site and Waste Processing Plant, from Collector office
on the 200-year lease. This land was the barren waste.
Out of 100-acre land 30 acre was given to HBEPL, for
establishment of Waste Processing Plant on lease basis
Segregation of waste at the rate of Re 1 per sq meter per year.
into three components.
Waste processing is six-staged process. No segregation
of waste is done at source; hence entire waste is taken
to processing plant wherein end stage segregation is
done, to segregate waste into to wet organic waste, dry
organic waste, recyclable and inert materials. The six
stages of waste processing are:
P R A C T I C E
1. Initialization: Waste from the city is brought in
dumpers and brought into waste processing plant
wherein it is weighed and taken for other stages of
processing.
2. Segregation: The waste undergoes second stage of
the entire process wherein it is taken to segregation,
wherein the waste is segregated into three
components namely: 1. Wet Organic waste, 2. Dry
Organic waste, 3. Recyclable waste (Plastic, Metal,
etc.) and 4. Inert Materials.
3. Wet Organic Waste: Wet waste comprises about 20
% to 30 % of total waste. Wet waste sprayed in the
composting yard where heaps of waste is made and
left for aerobic digestion. After 40 days wet waste
gets transformed into organic compost.
4. Dry Organic Waste: Dry waste forms 30 to 40 % of
waste which utilized for making green coal or fluff as
it is commercially called.
5. Recyclable Waste: Fifth stage of entire process is
segregation of recyclable waste like rubber, metal,
plastic which bore economic importance in junk
market. Magnetic separators separate the metals
whereas rubber is hand picked at the platform sort
conveyor. Finally plastic is separated at time of
segregation. This waste comprises of about 3% to
5% of total waste and such waste is sold by HBEPL.
41
6. Inert Materials: Finally the last stage of process,
P R A C T I C E
which is of utmost importance as it, decides the one
of major constituent of waste, which used to go to
landfill site until now. HBEPL has come out with
technology and innovation, which has made possible
to use the most of MSW and very less as 10% to
15% of total waste goes to Sanitary Landfill site.
HBEPL utilizes 20% to 35% of waste for making
bricks by mixing it with fly ash. Finally the residue
from this process, which is as less as 10% to 15%, is
sent for Landfill in Sanitary Land fill Site.

The results has been very encouraging and which has
made waste plant first of its kind in country. It is first of
fully Integrated Waste Processing Plant. The entire
waste of 300
MT of MSW is processed into
Bio Fertilizer: 40 MT
Fluff (Green Coal): 70 MT
Eco – bricks: 15000 nos.
Recyclable: plastic metals and others
Composting of Wet Sustainability:

Organic Waste
B E S T

For any project to be successful, it has to pass through
the litmus test of sustainability. Again the private
operators would survive in market and also continue the
project only if it is profitable to him. For this reason
HBEPL had carried out many experimentation prior to
start of project. He had initiated to utilize the inert
materials coming out of waste so as to acquire
maximum out of waste. The characteristics of each
byproduct of plant are mentioned below, which makes
the plant sustainable:
42
B E S T
1. Bio Fertilizer: The entire compost is being sold to
corporate clients including Reliance Industries at
Jamnagar (Gujarat) and Reliance Energy at Dhanu
(Maharashtra). Compost is also being used in
appropriate mix with chemical fertilizer. This
application has been approved by Gujarat State
Fertilizer Corporation having advantages of reducing
the cost and increasing the output. It is reported the
yield increases to approximately 1.5 times. The
production cost of compost is Rs 1.50 per kg.
2. Fluff (Green Coal): The dry organic waste is
compressed into fuel fluff and the calorific value is
very high compared to the other sources of fuel. The
production cost of the fluff is also very economic. It is
just Rs 1.40 per kg. The fluff has high demand in the
near by paper plants and cement industries due to
its high calorific value at reasonable price. The fluff
could be used in combination of other source of fuel
P R A C T I C E
like coal, wood, natural gas etc., Presently Fluff is
being sold to cement factory at Kodinar, Paper mills
at Vapi & Paper mills at Kuwadwa. Gujarat Ambuja
Cement has placed order for Fluff.
3. Eco Bricks: The Eco bricks are utilized by HBEPL for
construction work in their plant itself. The production
cost of Eco Brick is Rs. 1.10 per unit, while the cost
for normal burnt brick is Rs 1.40 per unit.
Replicability:
The Integrated Waste Processing Plant is first of its kind

which has utilized nearly 85% to 90% of waste and only
leaves behind 10% to 15% of total waste as rejects. The
Integrated Waste Processing Plant has created ripple in
the region. It is reported by HBEPL that many
corporations like Bhavnagar Municipal Corporation and
Jamnagar Municipal Corporation has shown interest to
construct the Integrated Waste Processing Plant in
fashion similar to Rajkot Municipal Corporation.
Contact: Shri Chirag Pandya,

Deputy Engineer
JNNURM Cell,
Municipal Corporation, Rajkot,
Gujarat - 360 001
43
BP Code: SSS-SW-###-0815-0209
P R A C T I C E
Category of Best Practice: Solid Waste Management

Door to Door Refuse / Garbage Collection System
The area of the best practice is to strengthen the Municipal Solid Waste (MSW) collection
system in the area of urban local body. It is the duty of Local self-government body to provide all
the amenities to fulfill basic need of water supply; sewage system and municipal solid waste
manage system. Of these three basic services; Surat has pioneered many concepts in the field
of Municipal Solid Waste Management.
Previous Status

Before the implementation of the Door-to-Door garbage
collection system, it was normal practice to throw
household waste in the street from where sweepers
would collect it in handcart for its disposal in nearby
containers. This resulted in overall filthy & dirty
appearance in the street as well as around the container
Door-to-door garbage spot. On implementation of Door-to-Door garbage
collection collection system; it has now become the practice of
every citizen to store the huge household waste
generated temporarily in dustbin till the time the garbage
collection vehicle arrives. This has improved the overall
scenario and surrounding environment. On request from
shopkeepers this system is made operative in second
shift from 5 pm to 11 pm to facilitate commercial units.
The garbage collectors were provided with containers &

B E S T
dustbins to collect the waste being generated. Ward

wise waste deposition sites were identified from where
the waste was collected for its disposal to final disposal
site. The main drawback of this system was stray
animals nuisance at each dustbin, even rag pickers
were found segregating waste at spots, etc. The
collection system was implemented, as a pilot project
where tractors, carrying waste could not reach the
garbage site and also were not covered as should have
been according to the prescribed norms. As a result,
most of the waste were scattered around the city roads

44
B E S T
and pavements while garbage was transferred from the
garbage sites to the final disposal sites.
The New Approach
The door-to-door garbage collection system was

adopted by the Surat Municipal Corporation through
PPP basis. Before implementation of this system the
feasibility with respect to the size of ward, population of
Garbage disposal
ward and network of roads with existing road width was
studied for fixation of TPM Schedule (Time Place &
Movement Schedule). It was then implemented as a
pilot in one ward of each zone. The results, problems
faced from the pilot project were taken into
consideration and it was further extended in three more
wards of seven zones through PPP basis. Three
agencies were identified and contracts were signed for a
period upto February 2011. The agencies deployed
P R A C T I C E
brand new closed fabricated vehicles of various
New Vehicles for categories (I.e. HGV/MGV.LGV) painted with green
garbage collection colour for this activity. The main objective of this
practice is to implement the MSW rules-2000 in Surat.

Implementation Strategy

The strategies used and the activities implemented to
achieve the desired goals were:
Selection of kind of vehicle based on width of road.

Coverage of number of units in each route was
selected between 1,000 and 3,000.
Further strengthening of the existing system of
garbage collection through segregation at the house
(Dry & Wet).
Creating public awareness on garbage
management.
Drivers and “Swachchhta Mitra” are provided with
uniforms & identity cards.
Concession period of this project is kept as seven
years keeping in mind the useful life of vehicle.
All the garbage vehicles equipped with proper alarm
system go to every doorstep regularly at scheduled
time.
Facility of second shift for collecting waste from
commercial unit during 4.00 pm to 11.00 pm daily in
45
each zone. First shift collection timing is 7.00 am to
P R A C T I C E
1.00 pm daily for residential zone.
Centralized complaint management system at Head
Office at Mugalsarai & Contractor’s office with
modern communication facilities.

Lessons learnt

Earlier system of Before arriving at the present practice of making
garbage dumping payment to the contractors on weight basis, various
options like lump sum base to cover city as a whole,
to cover zone as a whole, payment on number of
units covered, etc. were considered. However, the
present practice of making payment on weight base
is found appropriate.
Constant monitoring is required to avoid the

malpractice in collection of waste from the area,
which is not under the scope of agency. Public
Old vehicle for garbage awareness plays a major role in the waste collection
collection system. Therefore, public awareness campaigns
need to be taken up on mass basis.

Achievements/ Results

Improvement in the over-all environment is achieved
because of public consciousness and habit of
keeping waste in domestic bins.
Timely collection of waste from every house / shop
on a regular basis.
Reduction in numbers of stray animals around
container spots, nuisance due to smell and avoiding
multiple handling of waste.
Spare sweepers/workers can be engaged for
B E S T
carrying out sanitation work of new developing areas

in most effective manner.
Curtailment of old collection system through open
tractors.
Health and hygiene parameters have changed
significantly in people.
Cost curtailment which otherwise is required by SMC
for repairing and maintenance of containers and
hydraulic dumper placers.
46
B E S T
Reduction in number of container spots resulted in
curtailments of cost which otherwise is required for
lifting of containers.

Recognition:
This best practice is discussed in all the nationwide

seminars / work shops / forum related to MSW
management with its all the features and appreciated in
all forums.

Replicability:
Representatives from various urban local bodies and

city managers visited Surat to see the system and
innovation and replicate the same in their region.
Representatives are allowed to study the system with
P R A C T I C E
site visits and are also helped in documenting the
project.

Surat – 395 003
Office: 0261 – 2423750 – 56
Fax: 0261 – 2451935, 2422110
47
BP Code: SSS-SW-8##-1631-0209-0
P R A C T I C E
City: Greater Mumbai, Maharashtra
Year of Execution: 1996-97
Category of Best Practice: Solid Waste Management & Environment

Advance Locality Management Programme
This best practice explores alternative approaches to municipal solid waste (MSW)
management and estimates the cost of waste management in Mumbai, India. Two alternatives
considered are community participation and public private partnership in waste management. It
is found that the cost per ton of waste management is Rs. 1518 (US$35) with community
participation; Rs. 1797 (US$41) with public private partnership (PPP); and Rs. 1908 (US$44)
when only MCGM handles the waste. Hence, community participation in waste management is
the least cost option and there is a strong case for comprehensively involving community
participation in waste management.
Previous Status
Waste is an unavoidable by product of human activities.

Economic development, urbanization and improving
living standards in cities, have led to an increase in the
quantity and complexity of generated waste. Greater
Mumbai, India’s biggest economic region, like any other
city, was not able to handle increasing quantities of
waste, which resulted in uncollected waste on roads and
in other public places. Therefore, there was a need to
The gardener work towards a sustainable waste management system,
which requires environmental, institutional, financial,
economic and social sustainability.

Over flowing garbage bins and unhygienic conditions,
which attract flies, rodents & stray; animals on the
B E S T
streets; choked and overflowing drains; increasing

encroachment by hawkers and unauthorized parking
were conditions that needed immediate attention and
action. Therefore, the Advance Locality Management
Programme was initiated by MCGM in the year 1998
with the Partnership between Citizens for sustainable &
environment friendly waste management. It was
launched at Joshi Lane & to date there are 658 ALMs in
all 24 wards of Mumbai. This was initiated to create an
environment friendly waste management system within
the city with segregation of waste at source /generation
level, resolve grievances of citizens regarding waste
48
B E S T
and street management and also to reduce public
expenditure.
The New Approach
Implemented by M.C.G.M. and residents of Joshi lane,

Ghatkopar in 1996-97, the programme is implemented
in all 24 wards of M.C.G.M. Officer on Special Duty was
appointed for publicity of ALM’s by M.C.G.M. as per
MSW rules. Awareness and Publicity was done in
Solid waste collection cooperative societies, Residential Welfare Associations
and management (RWAs), Schools, Colleges, Hotels and Institutes by the
M.C.G.M. The citizens take an initiative to form a
committee of selected representatives from the different
apartments, lanes and get it registered with the ward
office. Officer on Special Duty appointment by MCGM
explains the concept and the role of MCGM &ALM in the
P R A C T I C E
public meeting.


The programme is implemented in four steps. Each
steps has been explained below:

Step 1:

1) Organise citizen meeting in neighborhood.
2) Approach concerned ALM officer to explain concept
of ALM through public meetings.

Step 2:

1) Select ALM committee from all representative
building, lanes etc.
2) To form an association and get registered at ward
office.

Step 3:

1) Apply to concern Assistant Municipal Commissioner
in given format and copy to ALM officer.
2) Get registration & ALM confirmation letter from
Assistant Municipal Commissioner.

49
Step 4:
P R A C T I C E
1) Get Nodal Officers name & contact details for
Assistant Municipal Commissioner.
2) Attend monthly meeting at ward office pertaining to Civic
issues.
3) If issues are unresolved then they need to taken up at
higher level in quarterly meeting.
Responsibility of ALM Committee:
Citizens organize meeting in their neighborhood to

Vermi-culture Pits create awareness about segregation of waste,
cleanliness & also take steps to prevent littering, spitting
& other encroachment by hawkers & vendors.
Encourage waste pickers organizations in collection and
processing of dry waste. Take up cleanliness drives in
their neighborhood. Support MCGM in introducing gate-
to-gate collection.
Responsibility of MCGM:
MCGM supports the ALMs by appointing nodal officer to

their respective areas to monitor their grievances of the
neighborhood. It conducts monthly meeting with various
representatives of ALMs at ward level to sort out civic
issues related to their neighborhood. MCGM also
provides technical know how about composting &
vermin composting. Resolve grievances of citizens
regarding waste and street management. Awareness
and Publicity is done in co-operative Societies,
residential welfare Association, schools, colleges, hotels
and institutes about ALM concept.
Clear measures of the Activity:

B E S T
ALMs neighborhoods have taken up waste

management at source and at neighborhood level which
have resulted in garbage and bin free street, clean
drains, better, cleanliness sanitation and hygienic. There
are about:
698 ALM’s formed upto now.

22 % segregation and door-to-door collection.
2700 Tons/month of Dry waste collected through
waste pickers through ALM’S & others.
Rag pickers are gainfully employed through NGO’s.
50
B E S T
About 60 ALM’s are composting and there-by
biodegrading waste.
3113 Dustbins have been eliminated.
ALM has good Volunteers for Vigilance, safety and

prevents illegal hawking on high-priority areas.
Tree plantation and maintenance of streets and
Bio-Filtration Plant lanes is taken up in large scale.
ALMs are working beyond waste management on
other environmental issues & are practicing
environment friendly activities such as water
harvesting, composting, and recycling of dry waste &
harvesting solar energy.
ALM supports MCGM by supervising utility services
such as electric supply cables and offences are
brought to the notice of the concerned authorities,
P R A C T I C E
which partly reduce expenditure of public money due
to proper waste management.
No financial support is provided, but incentives are
given to ALM’s in terms of Privilege Cards, awards at
ward level.
Volunteers have evolved from citizens to be active in
the local issues, which are big social assets.
Educating and Mobilizing citizens from neighboring
areas towards carrying the ALM movement forward.

Recognition:
The M/s Orchid Hotel as a social corporate

responsibility, which felicitates ALMs by giving awards &
recognition for Best Practices in waste management,
established ALM Trust. Exnora & Hyderabad
Corporation as a best practice has felicitated the ALM
concept with a Green Leaf Award. It is also recognized
as one of the better programmes in the City
Management Association (CMA). Organizations such as
World Bank, UNDP, CEE, UNICEF & UNEP have
appreciated ALM programme.
Replicability:

At present, around 50% i.e. 300 ALM’s are active in all
wards. Ward level meetings are conducted regularly by
Assistant Municipal Commissioners in A, D, G/N, H/W,
H/E, K/W, M/E, M/W & R/S wards. NGO’s such as Stree
51
Mukti Sanghatana, FORCE & AAKAAR are working with
P R A C T I C E
various ALM’s. Incentives are given to ALM’s in terms of
Privilege Cards, priority of civil works in their areas, etc.
Further to this, ALMs have been replicated in Delhi,
Bangalore & Srilanka. Delegates from oversees such as
Japan, South Africa, Nepal & Srilanka have appreciated
the concept of ALM.
Contact: Shri. M.K. Srivastava

Additional Municipal Commissioner (Project)
Municipal Corporation of Greater Mumbai
Mahapalika Marg,
Mumbai 400001
B E S T
52
B E S T
BP Code: SSS-SW-4##-0868-0409
City: Jetpur, Gujarat

Category of Best Practice: Solid Waste Management and Urban Poverty

100 % Door-to-Door Collection of Solid Waste and Employment of
Poor Urban Women
Jetpur Navagadh Municipality initiates a process of savings and employment opportunities for
urban poor at the same time keeping the city clean through Sakhi Mandal
Previous Status
P R A C T I C E
In the year 2005, the state Government of Gujarat
declared a scheme for door-to-door collection of waste
under the Nirmal Gujarat Mission, 2005 in urban areas.
The Jetpur Navagadh Municipality was facing an uphill
task of keeping the city clean due to a severe shortage
Sakhi Mandals at Work of staff (Cleaners). Keeping in view the programme
launched by the state government, a contract was given
to a private company for door-to-door collection of solid
waste. However, on evaluating the performance, it was
found to be unsatisfactory and subsequently, the
contract with the company was terminated.
The New Approach
In the same period (when the contract with the private

company was terminated), the state Government
initiated a process of organizing poor families through
Sakhi Mandals and planning for their economic
development. It was then, that the Municipality,
entrusted with the responsibility of organizing these
families decided to involve Sakhi Mandals for door-to-
door collection of solid waste.
Methodology
The Municipality initiated a process to organize Dalit

women in Jetpur city and involve them. The families
responded positively. In order to ensure
53
that all families benefit from the process, it was decided
P R A C T I C E
to enroll only one woman from each family. A total of
nine Sakhi Mandals were formed in which 100 women
were enrolled.
In order to ensure sustainability of this approach, an

institution consisting of the members of the Dalit
community was formed. This was called the Shri
Saurashtra Bhangi Harijan Vikas Samiti. The Sakhi
Mandals were made operational through this
organization. This Samiti is also responsible for skill
building of the Sakhis.
After the formation of Sakhi Mandal, a Memorandum of

Understanding (MoU) was signed between the Sakhi
Mandal and the Municipality for door-to-door collection
of waste including the collection, monitoring and
reporting. Mutual responsibilities were defined in the
MoU. Door-to-door waste was to be collected from
18,993 residences and 5388 commercial units – a total
of 24,381 units. For this work, the Municipality would
pay Rs. 5 per unit, which amounts to Rs. 1,21, 905 per
month. Additionally, the Municipality decided to provide
instruments for cleaning like tricycle bins and handcart.
The Sakhi Mandal was to appoint supervisor for all
wards, allot specific area to each Sakhi, cover the repair
of instruments, daily report of work, and deposition of
the waste at a point fixed by the Municipality.
Today, the Sakhi Mandals are successfully

implementing the task of 100% door-to-door collection
of solid waste and segregation. After giving the work to
the Sakhi Mandals, the cost incurred by the Municipality
B E S T
has reduced substantially. The monthly savings of the

Municipality by giving the contract from the private
company to the Sakhi Mandals stands at Rs. 3.08 lakh.
Citizens of the Jetpur Navagarh Municipality enjoy the

benefits of a clean and healthy environment due to
100% segregation of waste. The project also
54
B E S T
fulfills objectives of social justice; due to this initiative.
100 women from Below Poverty Line (BPL) families
have been able to gain employment through which they
earn Rs. 1800 per month as estimated by the
Municipality.
The initiative also corresponds to the principle of

sustainability. All the three stakeholders of the project –
the Sakhi Mandal, the Municipality, and the Citizens
stand to benefit from it. The community has gained
employment, the Municipality has found a cost effective
mechanism for disposal of solid waste, and the citizens
have got a people friendly regular service for waste
disposal at their doorstep.
Contact: City Managers’ Association Gujarat

1st Floor, Ahmedabad Municipal Corporation
P R A C T I C E
Dr. Ramanbhai Patel Bhawan
Usmanpura, Ahmedabad - 380013
Email: cmag@cmag-india.com
55
BP Code: SSS-SD-8##-0815-0209
P R A C T I C E
Category of Best Practice: Sewerage/ Drainage

Green Energy Generation from Sewerage Gas
Green Energy Generation from Sewerage Gas by setting up of Sewage Gas Based Power Plant
at Singanpor, Karanj, Bhatar, and Anjana STP in Surat, Gujarat.
Previous Status
Surat Municipal Corporation (SMC) was consuming

electrical power for operation and maintenance of the
Sewage Treatment Plants from the power supplier,
which had imposed an additional financial burden on
SMC. As the population has been increasing, the
volume of sewage pumping and treatment has also
increased which transitively increase the power
Sewerage Gas Storage
requirement for the same purposes.
System
The New Approach
As a front-runner in responding to environmental

concerns, the Surat Municipal Corporation initiated a
proposal with the Ministry of Non Conventional Energy
Sources (MNES) for productive use of the energy rich
constituents of the sewage gas emanating from the
existing digesters at the Anjana Sewage Treatment
Plant, Surat. Conceived way back in January 1997, a
blue print of the project was prepared by the Surat
B E S T
Municipal Corporation and tabled before the MNES in

July 1997, for scrutiny. Finally, MNES and SMC agreed
to move forward towards setting up Sewage gas based
power generation projects at Anjana. It was agreed that
financial assistance of up to 50% of the total project cost
would be provided as grant by MNES.
This prestigious project was the first of its kind in India,

to generate green energy from sewage gas. It is based
on the use of an imported, 100% Sewage gas based
56
B E S T
engine, complemented with high levels of automation
and a state-of-the-art, polymer based inflatable gas
holding balloon. To oversee the activity of this project,
SMC had formed a Project Implementation Committee
constituted from leading consultants from academia and
industry. The completely integrated plant has
successfully generated 500 kW during the trial runs
(started in 2003) leading to its commissioning. The
present generation of electricity from this plant is about
8000 to 9000 units/day, which is used to run Anjana
Gas Cleaning System Sewage Treatment Plant itself.
After successful commission of purely Sewage gas

based power plant at Anjana STP, SMC took quick
action to set up other Sewage gas power plants at three
STPs of Singanpore, Karanj and Bhatar. These STPs
were set up on Conventional Activated Sludge process.
Sewage gas (which contain 65-70 % CH4 (methane),
P R A C T I C E
30-35 % CO2, 1% H2S and moisture) is being generated
in these sewage treatment plants by the process of
anaerobic digestion.
Power Generation In very short duration of ten months, these projects have
System been commissioned (in 2007-08), are now operational
and providing electricity to respective plant equipments.
Salient features of the initiative
Simple in operation with SCADA

Less manpower required
Routine maintenance as per engine operating
manual is required to prevent major shutdowns
Conversion of Sewage gas to energy provides 80-
85% electricity required in the STP
Reduction in utilization of grid power
Saving in conventional fuel
Reduction in emission of green house gases to the
atmosphere
Registration of Project under the Clean Development

Mechanism (CDM)
The Clean Development Mechanism (CDM) is a project-

based flexibility mechanism designed to facilitate the
voluntary contribution of developing countries to the
achievement of the greenhouse gas emission mitigation
57
targets to which industrialized countries have committed
P R A C T I C E
themselves under the Kyoto Protocol. The achieved
emission reductions can be certified and sold to the
countries that have taken on binding targets under the
Kyoto Protocol. The host countries may reap a share of
the credit sale revenue and secure ‘Sustainable
Development’ benefits from the project activity.
The sewage gas based power generation at the STPs of

Karanj, Singanpore and Bhatar are eligible for
assistance under the clean development mechanism for
the following reasons. The STPs are designed to
generate the sewage gas by treating the sludge
generated from primary and secondary clarifier of
sewage in an anaerobic processing system (Digester)
so as to restrict the atmospheric emission of methane
gas. At the same time, the methane gas is recovered
without any leakage to the atmosphere. The electricity
generated is used for captive purposes, thus,
greenhouse gas reduction by fossil fuel consumption
reduction for grid power supply equivalency is possible.
Following are the benefits of Sewage gas based power

plants:
The production of electricity through sewage gas
based engine generator technology has much more
advantages and cost benefits over the earlier
technology of duel fuel engine generator set.
Power generation and utilization of it in sewage
treatment plant reduces the electricity consumption
of grid power.
B E S T
Detail graphical
presentation of Power
Generation of Anjana
Sewage
Treatment Plant
58
B E S T
Saving in electricity bill will reduce revenue
expenditure of Sewage treatment plant, which
reduces municipal taxes paid by citizens.
Saving of grid power will reduce the use of fossil
fuels for power generation.
It is well known that energy saved 1 unit at the user’s
end will reduce generation of 2 units (considering the
transmission loss etc.)
Inauguration of Sewage Reduction of emission of green house gases will be
gas based Power Plant in favor of the environment.
by Hon. Chief Minister
Shri Narendra Modi Replicability
After successful implementation of the project, various

organizations, municipal corporations, private agencies
& industries at the national & international level have
visited the Anjana Sewage Treatment Plant. Presently,
several municipal corporations in India have taken up
P R A C T I C E
implementation of such kind of projects at their sites.
Following the successful experience, SMC now

incorporates biogas-based power plant along with
construction of sewage treatment plant itself. Thus,
generation of electricity can start as soon as
construction work is completed and receiving of raw
sewage starts at the treatment plant. Tender has
already been floated for construction of new Sewage
Treatment Plants by SMC at Dindoli and Variav. The
Work contract specifies the minimum electricity that
should be generated from power plant based on
incoming sewage quality and quantity, failing which the
shortfall in guaranteed generation will have to be borne
by the contractor.

Surat – 395 003
Office: 0261 – 2423750 – 56
Fax: 0261 – 2451935, 2422110
59
BP Code: SSS-SD-2##-2140-0209
P R A C T I C E
City: Bhubaneshwar, Orissa
Category of Best Practice: Sewerage/ Drainage and Urban Reform

Inter governmental Convergence for Integrated Sewerage system
Bhubaneshwar
The present case study relates the initiative of govt. of Orissa Housing and urban development
Department innovative strategy to mobilize funds for the integrated sewerage system of
Bhubaneshwar city. Using intergovernmental financial mechanisms funds for the development
of integrated sewerage network in Bhubaneshwar was identified. The officials involved in the
process have made a lot of effort in convincing various levels of Govt. to contribute funds in
favor of development of the system. This initiative is unique in nature due to the involvement of
domestic and international agencies.
Previous Status
Being the capital city and popularly known as “Temple

city” of India. As usual citizens demanded for a better
level of services from the service provider. In
Bhubaneshwar Orissa Water Supply and Sewerage
Board is responsible for development of integrated
Inauguration Function of sewerage system. The quantum of demands and
the “ Integrated infrastructure for wastewater disposal, the city had open
Sewerage System for surface drains and number of soak pits. Seepage from
Bhubaneshwar city” the soak pits was leading to the sever contamination of
project the ground water. Open surface drains served as the
favorable habitat for insects to grow. Such conditions
posed as a serious matter of concern in front of the city
representatives and officials.
B E S T
The New Approach
The problem motivated the administration to find out an

innovative solution to overcome its financial weakness
and meet the demand posed by city. Then Govt. funded
for preparation of detailed project report (DPR) titled
“Integrated Sewerage System for Bhubaneshwar city”
amounting to Rs.754.23 crores. The project divided
Bhubaneshwar city into 6 sewerage district for
implementation of the project, having independent
collection network, pumping system, sewage treatment
60
B E S T
plant, treated effluent disposal system and sludge
handling system.
Resource Mobilization
The uniqueness of the initiative is mobilizing funds

through mechanism of the initiative ‘pulled Municipal
Bodies, state government, national government and
Integrated development international banks’ and ‘generated their concern’ right
at Bhubaneshwar city from the stage of conception of the sewerage network
scheme for the city of Bhubaneshwar. Contribution
came from a number of resources through loans and
grants. The exhibit below shows the various sources of
funds involved in the project financing:
JNNURM Rs.498.91 Crores
P R A C T I C E
Govt. of India ACA (80%) Rs. 399.13 Crores
Govt. of Orissa & ULB share (20%). Rs. 99.78 Crores
The 20% state share shall be met
from JBIC loan
12th Finance Commission Grant Rs. 140.00 Crores
Govt. of Orissa share for land Rs. 65.43 Crores
JNNURM funding for soft Rs. 49.89 Crores
components like DPR preparation
cost, PMC services, IEC, A & OE
etc. (Presented to MoUD, GOI)
The sewerage system of Bhubaneshwar city envisage

(a) Laying of 412 Km length of underground gravity
sewer for collection of sewage from households and
establishments throughout the city in uncovered areas,
(b) Replacement and renovation of all existing old
sewers, (c) Construction of main, intermediate and Lift
Pumping Stations (34 Nos.), (d) Construction of Sewage
treatment Plants (6 Nos., total capacity up to 2021-190
MLD) and (e) Construction of Low Cost Sanitation Units
in the city area (New community toilets complexes in
public places and slums areas – 49 Nos. and renovation
of existing community toilets-26 Nos.).
61
Lessons learnt
P R A C T I C E
Convergence of various funds for Infrastructure
projects is possible through the collective efforts and
transparent proceedings.
It is possible to bring inter national agencies active
participation in the development of the city
infrastructure. The requirement is to build a rapport
with them.
Inter Governmental coordination and involvement of
stakeholders throughout the project development
phase assures in- time achievements. Concern of
the stakeholders also provides strength and
motivation.
Sustainability
The project will ensure proper treatment of

generated sewage in the city area with provision of
modern treatment technology like Standard
Activated Sludge Process.
PSP in O&M of the system is envisaged.
The project will provide good and effective sewerage
services to the urban population including urban
poor and will reduce non-point source of pollution.
Govt. of Orissa has taken decision to transfer the
water supply and sewerage system to
Bhubaneshwar Municipal Corporation.
Political will should stand behind the initiative.
Replicability
Development of an underground sewerage network ids

a conventional engineering practice. The unique
features of the initiative are that, the other local bodies
B E S T
can adopt the innovative approach of financing to raise

funds for the project.
Contact: City Managers Association Orissa,

C/o Vice Chairman, Bhubaneshwar
Development Authority,
Sachivilaya Marg, Bhubaneshwar- 751001,
Orissa, India
Tel: +91(674) 2395614,
E-mail: cmao@bsnl.in,
62
B E S T
BP Code: SSS-SD-8##-1526-0509
City: Bhopal, Madhya Pradesh

Category of Best Practice: Sewerage/ Drainage and Urban Reform

Diversion of Domestic Sewage for Improving Urban Lake Water Quality
Describes effects on water quality due to the Hindu religious custom of immersing idols of
deities in water and efforts made to persuade the stakeholders to adopt alternate practices.
Previous Status
Construction of idols of holy deities for worship every

year and their immersion in water at the end of worship
forms a traditional part of Hindu religion. The idols have
P R A C T I C E
grown in numbers and size over the years and urban
The Bada lake in Bhopal: water bodies are facing an increasing nutrient load. For
source of groundwater example, the Bhopal Upper Lake, the main source of
recharge and the city’s potable water for Bhopal city, received more than
water supply 15,000 Ganesh idols (370 tonnes) and 1300 Durga idols
(99 tonnes) in 2000. Idols are made of clay, but non-
biodegradable thermocol and paints containing heavy
metals are also used. The immersion practice leads to
degradation of water quality and siltation.
Changes in sensitive religious issues can lead to active

opposition. It was felt necessary to use the regard that
the citizens had for the lake to build a consensus in
support of change. The Bhoj Wetland Project was under
implementation with the aid of Japan Bank of
International Cooperation (JBIC) to preserve the Upper
and Lower Lake of Bhopal (called Bhoj Wetlands). An
alternate immersion site, well connected with roads, was
developed on the spill channel of the Upper Lake. The
flow of the spill channel being towards the outflow, the
pollutants would not flow back into the main body. To
build a consensus amongst opinion makers, local
legislators, corporators, NGOs and leaders of religious
communities were taken to the site, their suggestions
recorded and approval obtained. The communication
and education programmes continued between 1999
and 2002 and resulted gradually in a complete shift to
the new site by 2002.
63
The New Approach
P R A C T I C E
Religious issues are extremely sensitive ones and
hence, it was felt necessary to pay attention to the
regard that citizens have for the lake to build a
consensus in support of change. In the case of Bhopal,
since the Upper Lake was a source of potable water as
well, it was essential to shift the activity away from the
traditional immersion site –Sheetal Das ki Bagiya, since
immersion itself could not be stopped. This would entail
alternative immersion sites nearby so that the public
would agree to use the new sites. However, this needed
an attitudinal shift for accepting alternate sites
An alternate immersion site was identified at Prempura

on the channel, well connected with roads. The
accumulated silt due to idol immersion would be flushed
out when the gates of the lake were opened during the
rainy season to remove excess water from the lake. The
prospective idol immersion site was proposed to the
government and its clearance obtained. Using the
excavated silt and stones for constructing an immersion
bay at minimum extra cost the identified site was
developed. A 200-meter long Prempura immersion bay
was constructed where sufficient water was available
round the year for idol immersion purposes. The site
was provided with proper electricity facilities, approach
road and vehicle parking. Besides this, platforms for big
idols and cranes were constructed for the convenience
of people. The construction work was completed just
before the Durga idol immersion in 1999.
B E S T
The above efforts of the project resulted in diversion of a

significant number of idols to the new Prempura site
which otherwise would have been immersed in the
traditional sites. From 1999 to 2001, the diversion
remained more or less static though there was an
increase in awareness amongst the public. In 2002, a
large number of public figures, including the mayor,
corporators and legislators, and organizations came
forward in support of the project and joined efforts in
persuading the Pooja groups to divert immersion to the
64
B E S T
alternate site provided. The media also provided
adequate publicity to these efforts. The participation of
different communities and political groups ensured that
the matter would not be given a communal or political
colour. This resulted in a welcome outcome and in the
year 2002, not a single Ganesh idol and very few Durga
idols were immersed in the Bhopal Upper Lake. This is
now an accepted practice.
Another interesting facet has been the reduction in idol

immersion both in number and in weight over the years,
which shows the attitudinal shift of the public towards
small sized idols on account of the increased
awareness. Now Prempura is the accepted immersion
site.
Lessons learnt and Replicability
P R A C T I C E
A viable way of inducing acceptance of sensitive
decisions is by using a two-pronged strategy of an
extensive communication and education campaign for
generating awareness amongst the populace and
arousing their latent feelings on water pollution issues
and enlisting support of community leaders by involving
them in decision making.
Contact Dr. P.K. Nandi

Lake Conservation Authority of MP
E-5, Arera Colony, Paryavaran Parisar,
Bhopal – 462003, Madhya Pradesh
Tel: 0091-755-2460141, 2460142
Email: mplca@sancharnet.in
Source: Mr. Aniruddhe Mukerjee,

65
BP Code: SSS-RD-8##-1424-0209
P R A C T I C E
City: Bangalore, Karnataka
Category of Best Practice: Roads/Flyover and Environment

PPP for Street Lighting and Energy Conservation
Street Lighting system in towns and cities has a potential to reduce power consumption through
the use of advanced technologies for energy management. Energy efficiency policy is just one
element of an integrated response to climate change and other environmental threats at
regional and global levels.
Previous Status
The general problems faced by Municipalities in

Karnataka in the street lighting infrastructure were as
follows:
Though energy meters were installed at most of the
circuits, monthly energy bills were not made as per
the tariff, based on actual meter readings. This led to
erroneous, inflated or deflated billing.
On the other hand, energy bills for non-metered
circuits were based on the connected load of the
Elpro Street Lighting circuit and the monthly operating hours.
There was no regular/seasonal check up to alter or
regulate the time settings to switch ON/OFF lamps
leading to extra lighting hours.
No control or mechanism to check the power theft
from the lines meant for street lighting supply,
causing revenue loss to both municipalities and to
the utility.
An absence of energy usage data prevents the
B E S T
municipality from planning future energy

requirements to achieve efficient energy distribution
The New Approach
Roles and responsibilities of each organization or

partners involved Urban Local Body (ULB) – Bangalore
Development Authority (BDA)
BDA gave the necessary sanctions to implement the
energy saving project for the street lighting system of
the outer ring road, which was maintained by it.
66
B E S T
ESCO and Service Provider
All required finances were raised by the ESCO
Company to fund the project.
The ESCO Company (Elpro Energy Dimensions Pvt.
Ltd.) provided energy saving equipment, installed,
commissioned and also provided the proof of
concept at the initial stages of the project.
Financial institutions and other funding agencies

Street Lighting in Bangalore Finance for the project was provided to the executing
City agency by the financial institutions and international
funding agencies
Implementation strategies
The project intended to develop innovative mechanisms

to substantiate energy management and improve urban
street lighting infrastructure. The following were the key
P R A C T I C E
actions undertaken in the BDA-ORR project, which
proved very critical for successful implementation of the
PPP-based urban energy efficiency project:
Appropriate role sharing between actors, i.e. the
private sector (Elpro Energy) and the government
(BDA).
Elpro Energy installed and commissioned the energy
saving equipment at the Outer Ring Road – IRR
area
Steps undertaken:
Energy survey and baseline determination
Energy saving through remote switching ON/OFF
Dimming control of lights during night-time
Power conditioning
Remote energy metering
Power theft monitoring
ESCO Contract agreement
Project implementation
Lessons learnt
Ongoing technical support is needed to address

emerging barriers, ongoing skill enhancement to
train municipal staff on new and modern
technologies like the Energy Tracking and Control
system and counteract behavioural barriers, which
the staff has acquired over the years.
67
Project models should prioritize and address critical
P R A C T I C E
barriers in a sustainable manner and customize to
local conditions
Huge energy savings annually

Excellent central operation and maintenance of
street lights
Centralized monitoring of all street lights
Less labour costs
Less capital expenditure on lamps and fittings
Less contract charges and better monitoring by the
contractor
Improved public image as a cost conscious and
efficient public service provider
The project at ORR-IRR for BDA Bangalore has

generated energy savings to the tune of 40-45%
monthly and this has satisfied the main objective of the
project i.e. energy savings. Finally, the BDA project for
improving energy efficiency will reduce the demand for
the thermal based grid power and will thus, lead to a
reduction in the emission of greenhouse gases.
Sustainability
Increasing energy efficiency will assist ULBs and

municipalities in expanding infrastructure and
improving services for public (especially in the
context of energy price increases), and shift activities
to more sustainable directions. It generates
environmental benefits through reduced emissions of
greenhouse gases and local air pollutants.
Improving energy efficiency both by reducing
B E S T
quantities of energy consumed and by changing

processes, offers a powerful tool for achieving
sustainable development by reducing the need for
investment in energy infrastructure and by cutting
fuel costs.
Replicability
The same project can be replicated in many other towns

and cities and thus reduce the energy consumption
leading to reduced emission of greenhouse gases. As
68
B E S T
similar kind of conditions prevail at almost all street
lighting systems, the same technology can be adopted
to reduce the energy consumption to the extent of at
least 30%.
Recognition
The Energy Conservation Act in August 2001 envisages

creating conditions for the emergence of independent
The Best Practices
ESCOs (Energy Service Company) as a viable business
Symposium & Citation
model. Also, the Best Practices Symposium & Citation
Ceremony for sharing Good
Ceremony for sharing Good Practices in the State of
Practices in the State of
Karnataka has awarded Bangalore Development
Karnataka has awarded
Authority (BDA) with the third best practice award for
Bangalore Development
“Energy Conservation in Street lighting – a Public-
Authority (BDA)
Private Partnership”. The Bangalore Development
Authority was honored with a Memento and cash price
of Rs. 2, 00, 000. The Associative Partner, Elpro Energy
P R A C T I C E
Dimensions Pvt. Ltd. was honored with Certificate. The
leader behind the initiative – Mr. Jayakar Jerome, I.A.S.,
Former Commissioner, BDA was honored with
Certificate.
Contact: Bangalore Development Authority,

T. Chowalah Road,
Kumarapark West,
Bangalore – 560 020
Ph. +91 80 23464064, 23442271/3/4
Or
Mr. Nalin Kanshal

Director
Elpro Energy Dimensions Private Ltd.
Source: Initiatives in Urban Sector, Karnataka 2008; City

Managers Association, Karnataka.
69
BP Code: SSS-RD-1.1-1424-0509
P R A C T I C E
Category of Best Practice: Roads/Flyover and Public Transport System

Automated Parking System – Bangalore
The Brigade Road considered as a shopper’s paradise in Bangalore, was heavily congested
with high traffic volumes on the road causing frequent traffic jams. Therefore to remove parking
on Brigade Road, the BMC in association with the Brigade Shops Establishments Association
(BSEA) established Automated Parking as a sustainable measure to resolve the issue. Today
this is being replicated in other shopping centers of the city.
Previous Status & The New Approach
The Brigade Road is considered to be a shopper’s

paradise in Bangalore. Heavy traffic volumes on this
road caused frequent traffic jams. It was therefore
decided to remove parking on Brigade Road. But the
shop owners on Brigade Road felt that such a move
would adversely affect their business. On the other
hand, it was difficult for the BMC to manage the manual
Automated Parking parking system. All these problems led to a novel
Meters initiative, which is today been replicated in other
shopping centers of the city.
In the earlier system, the BMC auctioned the rights to

collect parking fees to private individuals. This was
manually handled; hence there was no record of the
number of vehicles or the money collected. Further,
there was no time limit on parking. The situation of
traffic jams on Brigade Road and frequent complaints
B E S T
from customers called for an alternative approach. The

BMC in association with the Brigade Shops
Establishments Association (BSEA) established
Automated Parking as a sustainable measure to resolve
the issue.
Shopkeepers of Brigade Road formed the association –

BSEA when faced with the threat of removal of parking
on Brigade Road. The BSEA had undertaken
surveillance to determine parking patterns in view of the
70
B E S T
location of offices, cinemas and restaurants and to
asses the nature of parking users.
The BMC entered into a Memorandum of Understanding

(MoU) with BSEA for the pay-and-park scheme on
Brigade Road; the duration of the partnership was for an
initial period of two years, renewable further for a period
of five years. A standard MoU with the Build-Operate-
Transfer (BOT) partner was drawn up along with an
amortization schedule for the period of the MoU.
The BSEA came forward to import eight parking meters

from “Schlumberger Sema” in France and the contract
for installation and maintenance was given to “Smart
Parking International Pvt. Ltd.” from Malaysia in October
2003. The machine functions on solar energy and the
instructions are in English. Strategic locations for
installing these meters were decided based on the kind
P R A C T I C E
of visitors.
How the parking meter works?
Park the car in the bay, insert money into the meter
depending on the time limit of the shopper, obtain a
parking ticket
Punch in the license number, data, starting time and
ending time
Leave the ticket inside the car on the windscreen
If the parking time exceeds two hours or if the ticket
is not placed in the car, traffic police will tow away
the vehicle and a fine of Rs. 500 will be levied. The
meters installed were re-configured to accept Indian
coins and instructions in English. Initially guards
were employed at each parking meter to assist
customers. The parking system can be monitored
from a control room. The charges levied in Brigade
Road for four wheeler parking is as follows:
- Rs. 5 for half an hour
- Rs. 10 for an hour
- Rs. 15 for one and a half hour
- Rs. 20 for two hours (maximum limit)
The overall project cost amounted to Rs. 38 lakhs. The

required fund was raised by BSEA through innovative
71
ways of conducting various entertainment shows. There
P R A C T I C E
is also a contribution from each member of the
Association in the form of an enrollment fee of Rs. 1000
and a yearly membership fee of Rs. 1200.
Results and Impact
There are a total of nearly 85 parking bays,

accommodating approximately 1623 cars in a day on
Automated Parking rotation.
System on a commercial The revenue generated is three times that of the old
street in Bangalore system.
Fifty percent of the revenue generated goes to BMC
as its share (approx. Rs. 1.5 lakhs per month) and
the balance is used by the BSEA for maintenance of
the parking meters, paying the guards, pavement
maintenance etc.
Sustainability
The automated parking system is technically

sustainable as the system is mechanized thus
preventing corruption. It maintains data on the number
of vehicles versus the amount collected and the duration
of time for which the vehicle was parked. The initiative is
financially sustainable, even though the capital
investment is high. The daily collection, which is done
based on the parking rates, has proven to be profitable.
For its long-term sustainability, regular maintenance of
at least once in 3 months is required. The flexibility of
the parking meter machine is that it is solar operated,
thus saving electrical energy.
Lessons learnt
B E S T
Introduction of technological tools in governance

enables ULBs to keep pace with changing times and
in providing quick solutions to various civic problems.
A similar imitative can also be extended for two-
wheeler parking.
A key learning that emerges is that public-private-
partnerships can be forged if there is a realization
that there is much to be gained from such
partnership.
While proposing parking system, there is a need for
adequate survey for traffic inflow and outflow.
72
B E S T
Replicability
The new parking system implemented at Brigade Road

has been a role model for similar initiatives. This project
is readily applicable and can be used in any city/town
where unmanageable parking has been an issue. The
flexibility of the project allows customizing the rates for
parking (both for four and two wheelers) depending on
the activities and the profile of customers who visit the
street.
Contact: Bangalore Development Authority,

T. Chowalah Road,
Kumarapark West,
Bangalore – 560 020
Ph. +91 80 23464064, 23442271/3/4
P R A C T I C E
73
BP Code: SSS-RD-###-1424-0209
P R A C T I C E
Category of Best Practice: Roads/Flyover

Innovative Techniques in Construction of Footpaths
Bangalore City Corporation currently known as Bruhat (Greater) Bangalore Mahanagara Palike
(BBMP) undertook a project in 2002 to redesign junctions and streamline traffic flows in the city.
In this connection, it was also felt necessary to create/improve footpaths on either side of the
roads to provide safety to pedestrians. BBMP using various innovative techniques decided to
upgrade the existing sidewalks and construct new footpaths.
Previous Status
Bangalore is one of the fastest growing cities in India. It

is rapidly overtaking other Indian cities in vehicle
population. The growth of traffic has led to increased
congestion levels in the city and therefore, the accident
rate had also increased. This prompted a need to
provide pedestrian facilities for safe and efficient traffic.
When infrastructure works are taken up to raise the
level of service of the carriageway for vehicles,
footpaths and the safe movements of pedestrians are
often neglected. The footpaths are usually uneven
causing stagnation of water during rainy season,
uneven and rough making it un-useful for pedestrians
and are often digged up to lay underground cables and
networks. After analyzing the situation, BBMP decided
One of the newly to design footpaths, which are durable, safe walkways,
constructed footpath at provided facility for underground cabling without
Bangalore frequent damage to the surface and also maintains
Indian Road Congress (IRC) standards.
B E S T
The New Approach
The Bangalore Mahanagara Palike improved the

footpaths for a stretch of nearly 79.355 kms at an
estimated cost of Rs. 35.36 crores. A few model
footpaths were developed by Karnataka Land Army
Corporation (KLAC) to develop the design and
understand the nature of technical requirements and
challenges. Thereafter a formal agreement was signed
between BBMP and KLAC to take up the work of
74
B E S T
upgradation of footpaths in the arterial roads in
Bangalore city at a cost of 20 crores at the existing
PWD Schedule of Rates with 5% supervision charge
and 4% composite tax. Initially work was started through
one division and two sub-divisions under the regular
Bangalore zone of KLAC.
Standards
The standards that were followed in the project are

discussed below:
S.No. Item Specification Standards

1. Maximum width of 1.5m IRC-103-
footpath 1988
2. Maximum thickness 60mm ASTM
of interlocking designation:
C936-96
P R A C T I C E
Item 4
3. Average absorption Should not be ASTM
of water more than 5% designation:
C936-96
Item 4.4
4. Abrasion resistance Should not ASTM
thickness loss exceed 3mm designation:
C936-96
Item 4.6
5. Compressive Minimum 281 PWD SR of
strength of kg/cm2 the year
Interlocking Paver
Block
6. Sampling Test For every BS 812 part-
5000 blocks I
7. Thickness of M25 10cm IRC 2000
grade concrete
Most of these specifications confirm to IRC:SP:63-2004

issued recently by the Indian Road Congress (IRC).
Details of the Work
Since the beginning of the footpath improvement

programme, all the utility service providers were
requested to provide their cable duct for their future
requirements to avoid digging of the footpaths after its
improvement. Cable ducts were provided beneath the
footpath as per the requirements of OFC Companies.
75
P R A C T I C E
Efforts were made to use released BS Slabs on the mud
footpaths in the city to bring down the cost of
construction and to retain the standards. A minimum
width of 1.5 meters was provided for the footpath as per
IRC standards to improve the right of way for better
traffic management.
Some roads did not have footpaths; however, side

drains were in existence. Hence, it was decided to use
these drains to be covered as footpaths by covering
them with RCC Drainage Covers by the following
methods:
1. Ferro cement pre-cast slab of 5 cm thickness and
0.45 mt width
2. Pre-fabricated RCC beam and hollow solid concrete
block with screed concrete over the surface
3. Cast in-situ RCC covers with inspection chamber of
0.9 mt width at 3 mt intervals
Providing the base

(tamping / rolling, etc.)
B E S T
An Internal Committee was formed to take final

decisions for the project at every stage. Tender rates
obtained were about 10% below the Schedule of Rates.
A systematic approach was followed to develop the
existing footpaths. The existing footpath was excavated
up to a width of 0.45-0.60 m and a depth of 0.75 m to
provide PVC ducts of 15 cm diameter.
76
B E S T
The drains were covered with RCC slab of 10 cm
thickness and the trench was refilled with earth in layers
with necessary watering and compaction with the help
of vibratory rammers. The width of the footpath was
compacted with 4 feet wide and 3 tonne capacity
Vibratory Roller with necessary watering.
Trees have been protected on the footpath by providing

solid blocks/steel grill all around to avoid obstruction to
its growth. In some of the footpaths, lawns are
developed and plants are provided to have a soothing
green look. After completion of work, the sides of the
roads were cleaned and kerb blocks were painted.
Funds for the project were provided by the BBMP in the

initial stages of the project. Once the model had been
P R A C T I C E
established and the design received public acceptability,
funds were also mobilized through the PPP route
through service providers such as telecom companies.
All such agencies were required to deposit funds with
BBMP as per a standardized per kilometer cost.
Citizens were impressed with innovative techniques

integrated in construction of pedestrian friendly and
safer footpaths.
Facilities were provided for underground cabling
without requiring frequent damage to the surface.
Incorporating the Indian Road Congress (IRC)
standards and specifications for different kind of
footpaths improved the right of way for better traffic
management and the accident rates also dropped in
the city
Sustainability
The sustainability of the project depends on the

coordination between the various departments.
Although the capital investment is high, the
maintenance would not cost much as the method
followed in laying the cables in separate ducts without
dismantling the footpaths will not obstruct the pedestrian
77
flow. New ideas were used in terms of material usage,
P R A C T I C E
and laying and construction of footpaths. The
experiment has been successful and is widely
appreciated by the citizens.
Replicability
While footpaths are an essential part of civic

The leader behind the infrastructure in any city, various factors in Bangalore’s
initiative – Mr. M. R. infrastructure are unique to the city. Underground ducts
Srinivasa Murthy, I.A.S., for cabling inspection points, locations for connection for
Former Commissioner, subscribers, junction box locations etc. are unique in
BBMP was honored with that these were an essential requirement for
Certificate. connectivity in a city driven by Information Technology.
Rainfall characteristics also required proper shoulder
drains and drains with inspection/silt traps. Cities that
have similar requirements can adopt the same. Others
can adopt elements that suit their requirements.
Mobilization of funds will also depend upon the
willingness of stakeholders to contribute.
Recognition
The Best Practices Symposium & Citation Ceremony

was held with a motive of sharing Good Practices in the
State of Karnataka. CMAK in association with
Government of Karnataka has constituted awards to
recognize the best initiatives in the State of Karnataka to
encourage the Urban Local Bodies (ULBs) and Urban
Development Authorities (UDAs) to take up initiatives
that would improve urban management and
development as a whole. The fifth best practice award
was handed over to the initiative of Bruhat Bangalore
Mahanagara Palike (BBMP) for “Innovative Techniques
in the Construction of Footpath”.
B E S T
Contact: Commissioner,
Bruhat Bangalore Mahanagara Palike (BBMP)
N.R. Square, Bangalore – 560002
Phone: +91 80 22237455/22233754
Fax: +91 80 22223194
commissioner@bmponline.org
www.bmponline.org
78
B E S T
BP Code: SSS-RD-3##-0102-0109
City: Vijayawada, Andhra Pradesh

Category of Best Practice: Roads/Flyover and PPP

PPP in Street Lighting
Vijayawada Municipal Corporation (VMC) has implemented a Energy Saving Project for street
lighting through an ESCO as a full-fledged operation and maintenance (O&M) contract. The
main features of the project besides saving of energy include installation of a central
computerized control room through which operation of control boxes can be done remotely and
the information of switched off lights, energy readings of different central boxes can be known.
Previous Status
The Vijayawada Municipal Corporation (VMC) is
P R A C T I C E
incurring an expenditure of nearly crore rupees every
month towards energy bills for water supply, street
lighting, drainage pumping stations and buildings. As
part of its Silver Jubilee Celebrations from June 2006 to
May 2007, the VMC has set itself the objective of
becoming the country’s first energy efficient City. It was
proposed to introduce energy saving technologies into
street lighting.
As a precursor to installing energy saving technology

across the City, a small area was selected and the
technology piloted. Results from the two-month long
experiment showed 35% saving in power consumption.
The VMC engineers visited Bangalore and studied the
technology implemented in the Outer Ring Road Energy
Saving Project, initiated by the Bangalore Development
Authority through an Energy Saving Company (ESCO).
After studying the utlity and convenience of these
systems, the VMC also decided to implement Energy
Saving Project for street lighting through an ESCO.
Open bids were called for implementation of Energy
Saving Project for Municipal Street Lighting, as a full-
fledged Operation and Maintenance (O&M) contract
through an ESCO.
ESCO Project
An Energy Service Company (ESCO) is a business

company that develops, installs and finances Projects
79
designed to improve energy efficiency and reduce the
P R A C T I C E
maintenance costs for facilities for a period of time.
ESCO generally acts as a Project Development
Company for a wide range of tasks and assumes the
technical and performance risk associated with the
Project.
The main features of the project besides saving of

energy include installation of a central computerized
control room through which operation of control boxes
can be done remotely and the information of switched
off lights, energy readings of different central boxes can
be known.
Implementation strategies
Tenders
VMC floated open bids for implementation of energy

saving project for Municipal Street Lighting, by inviting
ESCO operators, with a contract period of 5 years in
January, 2006. Two firms qualified the bidding process.
Finally, M/s.Real Energy emerged as the successful
bidder, as the firm has quoted for 41.5% saving of
energy and out of it, the firm offered to take 92.7% as
their share towards cost of installations and
maintenance of street lights and to transfer 7.3% to
VMC. The VMC is presently spending nearly Rs. 60
lakhs annually towards maintenance of street lighting.
Risk Allocation Matrix
The entire street lighting system, with labor,

maintenance requirements, consumables etc. were
bundled into one package and proposed to be
B E S T
outsourced, so that the inter-related risks are with the

operator and not shared between different agencies.
Under this model the contractor is also committed to
making his investment upfront, in installing power saving
devices in all the lights and also networking them,
thereby back loading his profits. This would ensure that
the operator has stake in the long-term success of the
Project and would discourage all fly-by-night operators,
out to make a quick profit. Being a pioneering
experiment, and given the huge potential of this market,
the operator would have a great stake in the success of
80
B E S T
the Project. The financial savings for VMC are very
substantial for it to have a huge stake in the success of
the Project. The rights and obligations of both the
parties were clearly specified and clear performance
parameters linked to incentives and penalties were
specified in the contract.
The use of technology, by way of networking all the

junction boxes, helps in easy monitoring of all the
outputs. The easily measurable nature of the outputs -
the power consumption etc. - helps in reducing
ambiguity in specifying performance standards.
Bid finalization process
An Empowered Committee was constituted for selection

of the ESCO and in identifying the appropriate
technology for VMC and in scrutinizing the same. Before
P R A C T I C E
giving approval, a team of Corporators from all parties in
the Council, headed by the Mayor visited Nasik
Municipal Corporation in May 2006 to study the
performance of Energy Saving Project. After studying
the performance of Energy Saving Project in Nasik
Municipal Corporation, the Council in its Resolution
No.61, dt.29.5.06, approved the energy saving project
for Municipal street lighting including maintenance in city
areas and also approved the bid of M/s.Real Energy.
Salient features of the project
Total number of lights - 26,968

Number of Control Boxes - 427
Total present load of street lighting - 2660 KW
Average working hours/day - 11 hours
Annual energy consumption - 106.80 lakh units.
Annual expenditure on CC charges - 106.80 x Rs. 3.85 (= Rs.411.18 lakhs)
CC charges to the ESCO (= Rs.158.18 lakhs)
Annual share amount to VMC - 7.3% of Rs.170.64 lakhs (= Rs.12.46 lakhs).
Contract period - 5 years
Net annual savings of VMC - Rs.12.46 lakhs + Rs.53.04 lakhs (Savings share
+ Maintenance Expenditure) (=Rs 65.50 lakhs)
Total savings in 5 years - Rs.327.5 lakhs
81
P R A C T I C E
Once the project is implemented the VMC will get Rs.
12 lakhs per annum as its share in savings during the
contract period and also save Rs. 53 lakhs in
maintenance per annum. Therefore every year, the
VMC would get a saving of Rs.65 lakhs per annum. In
addition, after the contract period, VMC will be left with
the energy saving equipment worth Rs. 3 crores.
Further after the contract period, the VMC will get
annual savings of Rs.170 lakhs in current charges for
street lightning.
Contact: P.S. Pradyumna, I.A.S.,

Commissioner,
Vijayawada Muncipal Corporation,
Jawaharlal Nehru Building,
Vijayawada, A.P.
Phone : 0866-2421058
Email : ourvmc@yahoo.com
B E S T
82
B E S T
BP Code: SSS-PT-3##-0815-0209

Category of Best Practice: Public Transport System and PPP

City Bus Service in Surat on PPP Basis
Utilisation of Non Conventional Energy Sources of City Bus Service in Surat on PPP Basis
Previous Status
Surat is the pivotal center on the Ahmedabad-Mumbai

regional corridor and on the 225 km long industrial belt,
having a command over the business activities in the
region. Heavy industries like ONGC, KRIBHCO, NTPC,
P R A C T I C E
Shell, Reliance, etc. make the city nationally important.
City Bus Service It was clear that only providing traffic dividers,
roundabouts, signals and flyovers couldn’t solve traffic
problems. It requires an integrated mass transportation
system. This system should be such that it can work in
co-ordination with the city’s existing transportation
system.
The New Approach
The city’s Bus Service was intended to overcome the

following issues:
Increasing vehicular pollution

Growing no. of vehicle ownership
Increasing no. of auto rickshaws on the road
Lack of affordable and reliable city buses
Lack of public transport system
Objectives/Goals
Privatization with the aim of relieving the financial

and administrative burden of the government
Undertaking and maintaining a vast and constantly
expanding network of city bus services.
Privatization would promote competition, improve
efficiency and increase adequacy of services. It
would assist in reduction of administrative and
overhead expenses of the public sector and improve
83
its resource position. The private enterprises may
P R A C T I C E
have lower operating cost and greater capacity and
freedom to obtain and maintain necessary bus fleet.
The project made use of an innovative PPP model. The

technical duties performed by the SMC to realize the
City bus gaining above vision are as under:
popularity among
citizens Traffic and transportation survey
Overall regulation and control of vehicles,
pedestrians, traffic and transportation and to provide
safe and timely travel trips to the citizens
Installation of traffic signals on the road junctions
Construction of channelizers on road junctions
Construction of road dividers either with RCC pardi
of guard stones with provision for plantation
Installation of automatic night blinkers at critical
vehicular gaps, accident-prone points etc.
Construction of traffic islands, rotaries etc.
Running the city bus service on PPP basis
Roles/Activities of the Partners
1. Public Partner: SMC
SMC has defined the bus routes, bus stops and fare
structure. It has also defined the quality of service in
terms of frequency and has decided that buses should
be run on CNG fuel. Regional transport authority is
responsible for sanction of stage carriage permits under
motor vehicles act for city bus service, providing
statutory sanction to these terms. The bus stands are
B E S T
made by SMC on BOT basis. In lieu of the rights given

to the operators for collecting fare, SMC gets a premium
on yearly basis from the operators.
2. Private Partner: Concessionaire
Buses are procured, owned, operated and maintained

by the private operator thus, the operator does
expenditure on rolling stock and operation and
maintenance. This includes the cost of driver and
conductor, supervision of operations, fuels, repairs and
maintenance etc. The drivers and conductors have been
84
B E S T
given uniforms which carry logo of the SMC and the
concessionaire.
Factors of Success
The citizens have observed an increase in transport

facility through the introduction of city buses.
Presently, around 116 buses are running on 41
routes.
City buses plying in the The revenue to the Urban Local Body for the coming
city full capacity five years is estimated to be around Rs. 18,000 per
bus per year as premium from operators
Revenue of Rs. 32000 per bus stand per year from
advertisement is estimated to be obtained from 461
bus stands in the coming five years
This city bus service provides cost effective and eco-
friendly public transport options for the citizens;
innovative features such as daily passes, student
P R A C T I C E
passes and free travel for freedom fighters have
been introduced. A system of weekly review by the
traffic department of the corporation has been put in
place.
The corporation has not made any cash investment
either on the fleet or on the staff and in return has
generated revenue from the licensed operators
(concessionaires).
On an average, 50,000 passengers travel by this bus
service daily.
Reducing dependency on personal vehicle;

encouraging use of NMV and public transit
Long term sustainability and strategy development to
lessen the burden on public budgetary resources
through PPP
Accessibility to all user groups incorporating local
economic activities within the design
Effective maintenance of traffic island for overall
pleasing effect and desired traffic benefits
Maintenance and excellence in design of bus stops
Replicability
The prerequisite condition for replication of this best

practice is to receive support and guidance from the
85
ULB and State govt. This best practice is being
P R A C T I C E
introduced in the city of Vadodara as well. The SMC
would provide all the necessary guidance for replication
of this practice.
Recognition
This initiative was given the ‘Award of Excellence in

Award of excellence at Best PPP Practices in Urban Mobility’. It was awarded
Urban Mobility India- the first prize at a Conference and Exhibition in Urban
2008 Conference Mobility, 3-5th December 2008, New Delhi.

Surat – 395 003
Office: 0261 – 2423750 – 56
Fax: 0261 – 2451935, 2422110
B E S T
86
B E S T
BP Code: SSS-PT-###-1635-0209
City: Pune, Maharashtra

Category of Best Practice: Public Transport System

Station Area Traffic Improvement:
(Grade Separated facility at Pune Railway Station connecting City & Inter State Bus
Terminal with Multilevel Parking Plaza)
The strategies adopted primarily have three dimensions: improving the service delivery by
higher efficiency, improving service delivery by creating infrastructure assets, and improving the
governance aspects of the Corporation. In order to tackle the issues of basic, economic and
social infrastructure and to achieve the vision statement, Pune Municipal Corporation (PMC) in
consultation with the citizens has identified the broad strategies under the Traffic &
Transportation as - Road widening, dedicated bus lanes, cycle tracks and improvement of the
P R A C T I C E
public transport system in the short run; exploring the possibility of BRTS and MRTS in the long
run.
Previous Status
Traffic and Transportation: Assessment and Status
The road infrastructure has not expanded in tandem

with the increase in the number of vehicles in the city. In
the last four decades, the population of the city has
increased four times whereas the vehicle population has
increased 87 times and the road length has increased
by only five times. With projections indicating that PMC
Pune Railway Station Prior would have a population of about 45 lakhs by 2021 and
to Project Implementation 57 lakhs by 2031, the road and transportation
infrastructure has to not only meet the existing demand
but also cater to the demand that will be generated due
to the increase in population.
Interstate Bus Transport and Private Bus transport
There are two major inter-city bus terminals in the city

located at Swargate and Pune Station. These two
terminals cater to inter-city traffic with origin and
destination other than Pune. The Swargate terminal is
located on the southern side of the city and the Pune
station terminal is located next to the railway station in
the heart of the city.
87
The New Approach
P R A C T I C E
The strategies adopted primarily have three dimensions:
improving the service delivery by higher efficiency,
improving service delivery by creating infrastructure
assets, and improving the governance aspects of the
Corporation. In order to tackle the issues of basic
economic and social infrastructure and to achieve the
vision statement, PMC in consultation with the citizens
has identified broad strategies under the Traffic &
Pune Station Area Transportation as - road widening; dedicated bus lanes;
cycle tracks and improvement of the public transport
system in the short run; and exploring the possibility of
BRTS and MRTS in the long run.
The major objectives of the project were –
• To provide well planned traffic integration and

dispersal system in and around station area
including inter model interchange.
• Parking management, traffic movement around the
station and general improvement in the environment.
• Decongestion of traffic by grade separation.
• Creating activities in subway to ensure pedestrian
safety & generate revenue for O& M.
• Understanding a specific issue locally
• Planned Road Infrastructure – Junctions and Grade
Separators.
Major components and activities of the project were –
• Subway
• 39 Shops, Public Utilities and Provisions of
advertisement rights with PMC in subway
• Multilevel Parking Plaza (Basement+ 5)
B E S T
– Buses - 29
– Cars - 424
– Two Wheelers - 1030
• Additional office space of 579 sq. meters for Post
Office, Police Station, PMC & PMT
• Identify proper and adequate pickup points for autos,
taxis and buses
• Signage and Road Marking
• Signaling
88
B E S T
The number of commuters plying by railway and S.T

buses using the Chowk in front of the Pune Railway
Station and the roads leading to it is high. This is also
due to the traffic movement around the Sassoon
General Hospital, Pune Central Building, Public Works
Department, Collector’s Office, and the Zilla-Parishad
Office. Hence, the citizens and passengers used to find
it very difficult to cross the roads at Pune Station Chowk
and the bus terminus.
As there is no sufficient space available for vehicular

parking for those vehicles coming to the area, people
park the vehicles in a haphazard way. This leads to
traffic jams and creates difficulties for pedestrians.
Therefore, there is a scheme for a pedestrian subway at
Pune Station Chowk and a multi-storeyed parking
P R A C T I C E
facility for vehicles.
a) Pedestrian Subway
By raising the middle portion of the road, the subway at

the said location is planned having an arrangement of
ramps in all three directions with minimum number of
steps considering the needs of the physically
challenged/ older persons.
This subway will have 990 sq m of RCC construction

with an estimated cost of about Rs 3.16 crore. For
public safety and security at the subway and with a view
to gain back some income, 39 shops will be constructed
within. Ventilation and lighting has been provided for
within the subway.
b) Multi-storeyed Parking Facility for Vehicles
Basement + five storeyed vehicular parking facility has

been planned at the above-mentioned location. Within
the basement and on the 1st to 5th floors, four-wheeler
and two-wheeler vehicle parking is planned. A bus
terminal arrangement is planned at the ground floor.
Within the terminal, a space for 29 buses is planned
including space for about 400 four-wheelers and
considering the two-wheelers; it will be a parking space
to be made available for about 1000 vehicles.
89
The building will have a built up construction of about
P R A C T I C E
21538 sq. m of which 8375 sq. m has been constructed
till now. It includes construction of 579 sq. m for post
office, police post, PMC Transport Office, PMC office. In
this scheme, one floor has been reserved for parking of
state government vehicles. For these two works, Pune
Municipal Corporation will receive a grant of Rs. 3.16
crore for Pedestrian Subway and Rs. 3.92 crore for the
New Pune Railway Station Parking Plaza under the Jawaharlal Nehru National
Urban Renewal Mission Programme of the Central
Government. The present scheme is for construction
worth Rs. 30.61 crore and the rest of the work is to be
completed through the Corporation’s routine budgetary
provisions.
Institutional arrangements
Project preparation and implementation – Pune

Municipal Corporation, Pune
Consultant – Viswas Kulkarni, Architect
Best Practice Documentation – IL&FS
The subway was completed and commissioned for

public use on 30th September 2008. The subway has
shops with advertising rights on the walls and public
utility services. Others Facilities that are provided are a
convenient shopping place for commuters, adequate
parking space for 4-wheelers and 2-wheelers, safe Bus
Transfer Station using subway i.e. convenient
pedestrian access from ST Stand to PMT and vice-
versa, etc. The RCC framework for the multi-storeyed
parking has been completed till 3rd floor. The road has
been completed with all required utilities including
separators, signals & road marking. The road has been
commissioned and the traffic is moving smoothly.
B E S T
Achievements/Results
Pedestrian and vehicular decongestion in Pune

Station Area
Haphazard and crisscross movement of vehicles and
pedestrians eliminated by provision of subway.
Separated safe passage for pedestrians.
Identified proper and adequate pickup points for
autos, taxis and buses
90
B E S T
• Road widening and smooth flow of traffic in front of
Station
Construction of planned Parking Plaza for two
wheelers and cycle parking.
Streamlined movement of traffic
Adequacy of space for traffic movement
Additional space for buses, cars and two-wheeler
parking as well as segregation of traffic
Multilevel Parking Plaza and other surrounding
parking slots are connected directly to the
Pedestrian Subway.
Recognition
This project of the Pune Municipal Corporation (PMC)

was awarded the Best Practices award by IUT, Ministry
of Urban Development (MoUD), New Delhi in the
category of Best Multimode Integrated Project.
P R A C T I C E
Contact: Mr.Mahesh Zagade
Pune Municipal Corporation
Shivaji Nagar,
PUNE-411 005.
Phone: 25501100
E-mail: pmcmco@gmail.com
Or
Mr. Ashish Agrawal
Manager
IL&FS Urban Infrastructure Service LTD.
Pune
Mobile: 09850970080
91
BP Code: PPP-##-###-1472-0209
P R A C T I C E
City: Hubli-Dharwad, Karnataka
Category of Best Practice: Public-Private-Partnership (PPP)

Children’s Movement for Civic Awareness
Children’s Movement for Civic Awareness (CMCA) is a joint initiative of a Government
organization- Hubli-Dharwad Municipal Corporation (HDMC) and a non-governmental
organization- Public Affairs Centre (PAC) of Bangalore. This program was inspired by
Bangalore experience, which was launched, by PAC and Swabhimana in the year 2000 to faster
civic sense among children and adults through civic club in schools. The program aimed at
giving an opportunity for learning, self-growth and community service among children. It is the
first in India where a local body has taken an initiative in civic awareness program.
Previous Status
There is a general notion among the citizens in any

city/town that the municipality does not perform its
duties efficiently. On the other hand, the urban local
body (ULB) is of the opinion that the citizens do not
understand their pressure and react against the
municipality by violating the law. These problems occur
as there is no co-ordination between the municipality
and its citizen. This lack of awareness on the rights and
responsibilities of both the municipality and citizen have
given rise to many issues unsolved for so many years.
The CMCA initiative is an effort to find solution to the

lacunae in the existing system and to do it was
necessary that the massage to the adults in the city.
The initiative was perceived and conceptualized in April
B E S T
2005 by the Commissioner of HDMC with the help of

PAC.
The New Approach
HDMC had taken up CMCA program in 123 schools.

This program was initiated by HDMC with a basic
premise of program civic consciousness among the
members of the civic club of schools and transmit it
through the clubs to other schools, in their homes,
neighborhood and finally across the city of Hubli-
Dharwad by Ripple effect.
92
B E S T
The following steps were adapted to implement the

CMCA program:
Formation of a core group for implementing CMCA
program
Formation of Civic Club
Preparation of formats for listing of schools in Hubli
and Dharwad
Approaching the Principals of the schools
Preparation of course topic for school children
- Environmental issues
- Urban management mainly dealing with civic
issues
- Field visits
Preparation of the program schedule for sessions at
school
Issuing guidelines to the NGOs
P R A C T I C E
Campaigns and events to be conducted under
CMCA program
The Flash Cards Preparation of Monthly Report formats of NGOs
depicting issues related Preparation of Monitoring Visit formats of NGOs
to civic sense and traffic
management Achievements/Results
The acceptance of such a new and innovative

program by the schools and parents is the first
success of the initiative.
Awareness of civic issues amongst children showed
a remarkable increase. Children were not only aware
of the problems, but they also had solutions to offer.
More households, especially those of civic club
members, started segregating waste at home.
Many children reported that the use of plastics by
them and their parents had drastically reduced.
This program aims at long-term benefits, which
cannot be measured quantitatively. Over a period of
time results can be expected in the following 2
sectors:
Increase in tax collection due to civic awareness
among the citizens of Hubli-Dharwad.
Support from the people in the solid waste
management during door-to-door collection.
93
Lessons learnt
P R A C T I C E
Meticulous planning of the whole program id very
much necessary for the process of implementation to
move easily with focus/direction
Coordination between various stakeholders is very
important; hence the roles and responsibilities of
individual stakeholders need to be defined clearly in
the beginning itself.
Any program, which is socially beneficial, is more
acceptable to the people; hence parents of students
could encourage the CMCA program.
Children are very good mode of conveying the
massages to the public.
This program is definitely sustainable in terms of
creating civic awareness. It is good to undertake
such programs on a continuous basis.
Sustainability
The program lends itself to sustainability because

schools are a constant medium for disseminating civic
awareness. And with every passing year, the different
sets of children of civic clubs would make the CMCA
program more interesting.
Replicability
The program of CMCA as such has been successful in

HDMC, as the model was replicated from the Banglore
experience. The CMCA-HDMC model could be
replicated in other cities through their respective
municipalities. However, there should be some system,
where it is inbuilt in the HDMC bandwidth, so that
different elected representatives or officers do not
B E S T
hinder its operations. Innovative ideas are of course

necessary to that the program is always energetic and
responds to the civic needs.
Recognition
The Best Practices Symposium & Citation Ceremony

was held with a motive of sharing Good Practices in the
State of Karnataka. CMAK in association with
Government of Karnataka has constituted awards to
recognize the best initiatives in the State of Karnataka to
94
B E S T
encourage the Urban Local Bodies (ULBs) and Urban
Development Authorities (UDAs) to take up initiatives
that would improve urban management and
development as a whole. “Children’s’ Movement for
Civic Awareness (CMCA)” was awarded as fourth best
initiative.
The HDMC was

honored with Certificate.
Contact: Mr. Ajay Nagabhushan
Commisioner,
Lamington Road, Hubli-580 020,
Phone: +91 8362213800
Fax: +91 8362350855
E-mail: ajaynagabhushan@hotmail.com
Website: www.hdmc.gov.in
P R A C T I C E
95
BP Code: PPP-##-1.2-0866-0209
P R A C T I C E
City: Mahesana, Gujarat
Category of Best Practice: Public-Private-Partnership (PPP)

Private Partnership in Recurring and Maintenance Costs by Local
Self Government Body
Mahesana Nagarpalika convinced private partners for electricity bill and maintenance of public
streetlights.
Previous Status
Due to the enormous growth of the city of Mahesana in

North Gujarat in recent years, it had become difficult for
the Municipality to provide and maintain basic amenities
within the limited financial income. Earlier, the
Mahesana Nagarpalika used to bear huge costs such as
the installation of light pole, light, wiring, switches and
staff for maintenance and repair. In addition, the
maintenance of the National Highway was a costly
affair, with the Nagarpalika spending Rs. 6.50 lakhs to
maintain 90 poles on that road. Further, there were staff
expenses and high requirement for human resources.
Street Lighting in The New Approach
Mahesena, Gujarat
The Mahesana Nagarpalika, by soliciting private
partnership for electricity bill and maintenance of public
streetlights pioneered private partnerships in recurring
and maintenance costs. The Nagarpalika decided to
B E S T
involve MS. Selver India Service Private Limited

(SISPL) to bear the cost of the electricity bills and
maintenance of streetlights through a private
partnership.
In this approach, 90 street light poles were handed over

to SISPL through BOT. The company was also given
the responsibility for maintenance and electricity of
these posts for a period of eight years beginning
February 2008.
96
B E S T
As per the agreement between the Nagarpalika and
SISPL, the company would pay the electricity bill of
these 90 poles and repair or change the damaged poles
and insert cables or lamps as per requirement. Further,
it would install four traffic blinkers. In turn, the Mahesana
Nagarpalika permitted the company to display
hoardings/boards on these 90 poles. The company fixed
Rs. 1300 per pole as the price for advertising.
As a result of the agreement, the Nagarpalika was able

to save Rs 6.50 lakh per year towards the bill and
maintenance of the 90 poles. This is expected to bring
in a total savings of Rs. 52 lakhs in eight years.
Further, this innovative scheme has led to saving of

maintenance costs, effective utilization of limited staff
P R A C T I C E
and increased earnings of the Nagarpalika through
revenues from advertising on poles. The greatest
achievement of this initiative is that it has introduced a
new a way of financing recurring and maintenance costs
for municipalities.

97
BP Code: UPY-##-8##-1631-0209
P R A C T I C E
City: Mumbai, Maharashtra
Category of Best Practice: Urban Poverty and Environment

Dattak Vasti Yojana – Mumbai
Dattak Vasti Yojna or the Slum Adoption Scheme (SAS) is an initiative of the Municipal
Corporation of Greater Mumbai and Center for Environment Education, to improve the basic
sanitation facilities and the socio-economic-ecological-environment of the Mumbai slums.
Previous Status
Over the years, slums have become an integral part of

the city of Mumbai. The first slum came up in Dharavi,
which was the slum of Kolis. This was mainly a home for
those who were displaced due to the port and for people
engaged in tanning in the 17th century. The slums of
The team Mumbai are characterized by poor housing quality,
unplanned growth, lack of basic amenities, and are
located in difficult terrains such as hills, marshes,
dumping grounds, near railway lines and near major
nallahs. They lack open spaces causing poor
accessibility for waste collection, transportation and
disposal.
The New Approach
The purpose of the Slum Adoption Scheme (SAS) is to

fulfill obligatory duty of providing basic sanitation
facilities for citizens and also to improve socio-
B E S T
economic-ecological environment of the city.
Evolution of SWM service in Slum areas

Earlier models involved supply of labour through
NGOs and contractors
MCGM faced legal difficulties in labour related
issues
Search began for alternative model with emphasis
on community participation and voluntary/subsidized
services
Need for sustainable system through public
contribution
98
B E S T
• Sense of ownership and social attachment to slums
by local Community Based Organizations (CBOs)
recognized by MCGM
Ready availability of CBOs and their accountability to
the slum population
Wide scope for employment generation channelising
youth energy for constructive social leadership
This approach led to evolution of PPP model at the
Community led micro-level in slum context
sanitation programme
Dattak Vasti Yojana (DVY): Situation analysis in 2001
The challenges faced during the initial stages were as

follows:
Undefined criteria for CBOs selection and CBO
definition
Inadequate documentation
Ambiguous geographical areas for service under
P R A C T I C E
DVY
Inadequate budget (Rs. 1200/- per month per unit
(pmpu) in 1st year, Rs. 900/- pmpu in 2nd year)
Ambiguity in the role of stakeholders
Absence of clear internal and external monitoring
mechanisms
No emphasis on public awareness resulting in less
public participation and denial of community
contribution to CBOs
Inspite of the above challenges, DVY achieved

participation of 225 CBOs at 812 slum pockets providing
services to nearly 33 lakh people
Salient features of the SAS

Community led sanitation programme
Enhancing public-private partnership (PPP) model
Change of institutional approach – service provider
to service facilitator
Polluter pays principle
Increasing outreach in terms of coverage and
population served
Service provided by CBOs

Door-to-door solid waste collection and waste
segregation
Sweeping of slum areas
Cleaning of community sanitary facilities
99
PEER EXPERIENCE AND REFLECTIVE LEARNING (PEARL) •
P R A C T I C E
Cleaning drainages, internal passages, roads, by-
lanes and open/public places
Transportation of garbage from storage point to pick-
up point
Criteria for CBO selection

Cleaning of slum Registered under Charity Commissioner’s Act, 1860;
sanitation facilities by Public Trust Act, 1950 and Cooperative Act
CBOs Preference to slum based CBOs over general ward
followed by municipal ward
Registered for minimum 2 years under the above
legislation
Provide proof of wide public support and acceptance
Capable of compiling slum maps with locations of
waste bins, small-scale industries, drains, public
urinals and toilets, public spaces etc.
Ability to communicate with civic departments for
better co-ordination and resolving issues
MCGM’s Financial Contribution

Costing based on population unit (1 unit = 1000
people/200 households)
Rs. 3000/- per month per unit (PMPU) for three
years – A
Rs. 370/- PMPU towards cleaning material /
equipments – B
10% extra of cost in hilly terrains – C (if applicable)
10% of total cost (A+B+C) for administrative
expenses
Provision of extra cost for population increase (Rs.
3.00/- per person)
Monitoring mechanism in place for population
B E S T
reduction under slum rehabilitation scheme & project

affected people
Role of MCGM staff – Ward Level

Obtain certificate from Medical Officer, MCGM for
population figure of concerned slum pockets
Advice CBOs to identify local priorities
Junior Overseer to prepare integrated management
plan for identified area
Detailed route plan, schedule & other aspects to be
included on practical calculations
100
B E S T
• Thorough cleaning of the area before handing over
the area to CBOs
Desludging of toilet blocks by MCGM from the
budget of Sewerage Operations Dept.
Asst. Commissioner to monitor activities, review and
solve the problems with report to Addl.
Commissioner
The changing situation
Role of MCGM - SWM Dept. (Central Agency)
after implementation of
SWM Dept. Head, Dy. Chief Engineer to certify CBO
the program
eligibility and periodic performance based on reports
Status of local refuse collection and transportation to
be reviewed by Dy. Chief Engineer, SWM to form
corrective mechanisms
JO and AHS to inspect quality of CBO performance
Grants to be released based on performance reports
P R A C T I C E
Expansion of SWM services in difficult terrains
Stabilization of SWM activities through CBOs
Inclusion of DVY CBOs in civic issues such as
disaster management by local ward offices
Reduction in complaints and conflicts regarding
waste issues of local population
Visible improvement in cleanliness standards
Reduction in health related problems
Establishment of DVY network through CBO Co-
ordination Committee
Capacity building of CBOs through short-term and
long-term training

Mahapalika Marg,
Mumbai 400001
101
BP Code: UPY-##-###-1631-0209
P R A C T I C E
Category of Best Practice: Urban Poverty

Initiatives for the Urban Poor
The Municipal Corporation of Greater Mumbai (MCGM) introduced programmes “ASHRAY” and
“ADHAR KENDRAS” to regulate housing constructions and employment generation in Greater
Mumbai. The initiative seeks to promote sustainable urban development and reduce the burden
on the city’s infrastructure and environment.
Previous Status
The Municipal Corporation of Greater Mumbai (MCGM)

introduced programmes “ASHRAY” and “ADHAR
KENDRAS” to regulate housing constructions and
employment generation in Greater Mumbai. The
initiative seeks to promote sustainable urban
development and reduce the burden on the city’s
infrastructure and environment. Both the programmes
were unique in their own way and were motivated for
the urban poor in Mumbai. The programmes have been
described below in two parts. Part 1 shall focus on the
ASHRAY programme and part 2 on the ADHAR
KENDRAS.
PART 1: ASHRAY Programme

Mumbai Slums
Municipal Corporation of Greater Mumbai has 27,000
conservancy staff working to keep the city clean and
B E S T
maintain its services. Only about 5000 of these staff

have been provided houses by the Corporation. Many of
these houses are dilapidated and the housing condition
is extremely poor. The Corporation under the S. W. M.
department has 17 housing plots in the city, 10 in the
Western Suburbs and 9 in the Eastern Suburbs. All
these lands are under-utilized, unplanned and in some
places partly encroached.
The Municipal Corporation of Greater Mumbai therefore,

proposed to undertake an ambitious and significant step
in redeveloping these sites to build houses for all the
102
B E S T
conservancy staff. It also intends to establish high
housing standards with infrastructure, social amenities
and open-spaces, including environmental & energy
conscious measures.
The Corporation has progressed in the preparation of a

master plan. A detailed survey has already been
carried-out of all these properties. The data has been
critically evaluated and a development vision has been
prepared. Professionals have been engaged to prepare
the master plan and the redevelopment plans for the
different properties to be undertaken in phases.
By this effort, the Municipal Corporation of Greater

Mumbai would not only provide housing to its
ASHRAY Sites conservancy staff with high housing standards but
would also immensely contribute to the urban renewal
and area development interest of the city at large.
P R A C T I C E
The situation before the initiative had taken place was
that of poor structural conditions, inadequate
infrastructure, underutilized FSI, poor environmental
conditions and lack of amenities. This led to an urgent
need for redevelopment. The Tenements required and
the shortfalls for housing were as follows:
Initial Site
Area Tenements Tenements Shortfall
Existing Required
City 2930 13392 10462
W.S. 662 7896 7234
E.S. 962 6298 5336
Total 4554 27616 23062
The New Approach
Proposed Layout ‘ASHRAY’ a project for Conservancy Staff Housing by

the S.W.M. Dept., Brihan Mumbai Mahanagar Palika,
was launched with the following objectives:
To provide new houses in place of the old.
To provide additional housing stock to fulfill the
housing shortfall.
To achieve better and efficient planning standards.
To provide various social amenities – Balwadi’s,
Welfare / Health Care Centre's, Community Halls,
Buddha Vihars etc.
To provide a better quality of life.
103
To achieve higher standards in housing including
P R A C T I C E
environmental and energy conscious measures.
To contribute to the city’s urban renewal effort.
The redevelopment will enable staff to be housed in
their respected wards.
High standards & building specifications to ensure
low maintenance cost.
Schematic Layout Implementation Strategies
Architect P.K.Das & Associates was appointed for

the project who designed the housing structures.
Plans for transit accommodation and redevelopment
was then prepared.
Soil investigation quotation was invited by MCGM
Utility remarks & city survey demarcation activity was
pursued.
The priority sites were marked. They were:
- 64, Jail Road, Umarkhadi, B- ward
- 42, Jail Road Transit Camp, B- ward
Layout Plan - Shuklaji Street Municipal Chawl, E- ward
- Tank Pakhadi Marg, E- ward
- 468, N.M. Joshi Marg, E-ward
- Kalpak Plot, F/N- ward
- Prabhadevi Municipal chawl, G/South- ward
Area Statement:
PLOT AREA = 4,545.12 SQM

LESS RG = 8% OF 4,545.12,
4,545.12 SQM - 363.60 SQM = 4,181.51 SQM
FOR HOUSING - G+10

B E S T
TOTAL LAND AREA = 4,545.12 SQM

BUILT UP AREA FOR HOUSING (G+10) = 14,889.32 SQM
BUILT UP AREA FOR AMENITIES = 224.00 SQM (7 UNITS)
TOTAL BUILT UP AREA = 15,113.32 SQM
THEREFORE, CONSUMED FSI = 3.80
REFUGE AREA = 200.80SQM (6UNIT)
TOTAL NO OF D.U. = 394 [EXISTING 122 + SURPLUS 272] - G+10 FL.
104
B E S T
A Typical Re-Development Example At Tank Pakhadi Road:
AMENITIES PROVIDED ON GROUND FLOOR:
BALWADI, LIBRARY, MAINTENANCE OFFICE, HEALTH OUTPOST, COMMUNITY

HALL, CO-OP STORE
BUILT UP AREA FOR AMENITIES = 360 SQM (10 UNITS)
Basis / Reasons for Phasing:

City plots.
State of dilapidation.
Available open space to start construction & create
transit within.
Under utilized FSI.
P R A C T I C E
Budgetary implications:
Cost of construction + Piling + Stilts + Site development
+ Eco measures + Lifts + High Finishes + Amenities is
assumed at the rate of Rs. 1,850 per sq.ft.
Transit accommodation and shifting scheme has

being worked out.
By end of Year – 08 the work on Transit Camp &
priority sites had commenced.
PART 2: ADHAR KENDRAS
Resource Center The New Approach
The project introduced the concept of “Adhar Kendras”

in 10 slums in Mumbai.
The Adhar Kendra Concept are Resource Centres with

the following features :
Display platform for products and services
Employment exchange for the urban poor
Training/skill development centres
Coupled with CFC to get adequate footfalls
Originated from Suvarna Jayanti Shahari
105
M.C.G.M is the first Municipal Corporation to take this
P R A C T I C E
unique self-employment initiative for the urban poor that
mainly focused on women, poverty alleviation and self-
employment centric. This experiment was initiated so far
by various organizations like SMILE Pune, Ek Mauka
Udaan, Ahmedabad, etc. State Govt. is taking a cabinet
decision to implement the ‘Adhar model’ in all Municipal
Corporations & Councils in Maharashtra. MCGM had
played a dynamic role in the project and provided site
and necessary infrastructure for the project. It also
increased the footfalls by providing web-enabled citizen
services on the line of CFCs. Acting as a facilitator, also
selected NGOs, who would lead the programme.
Citizen Facilitation Centre :

The services offered under the one-window system are
as follows:
Birth/Death certificates
Accept demand for water connections & other Civic
amenities
Accept permission requests – Lofts, Mandaps,
digging etc.
Accept License requests
Payment of various Municipal bills, fees, charges
etc.
Information kiosk
Complaint registration & follow up
Role of NGO Services:

Poverty mapping of the ward
Market survey of skill sets available and needed
Top up – Skill training program
Police verification of candidates
B E S T
Yellow pages directory on net
Role of NGO in the area of Skill Development:

IT-enabled services (BPOs, Operators, Data Entry)
House Keeping, Stewards (Hotels)
Customer relations and sales (Malls, Shops)
Refrigeration and air-conditioning, mobile repairing,
laundry, electrician, plumbers, hawkers, petty
traders, casual labourers, Sports coaches (Housing
Societies, Gymkhanas, clubs)
Drivers (Rickshaw or private vehicles, tempos)
106
B E S T
Tailors & Master Embroidery – cloth market
Child/patients care, Household works
Cooking, Mid-day meals, Tiffin services, food
products
White good services
Packaging, labeling
Cleanliness maintenance
Role of NGO in Product Improvement

Product – standardization
Packaging
Designing products
Branding products
Display and getting orders
The MCGM has already begun to identify demand
P R A C T I C E
trends and to train underprivileged slum youths
accordingly. MCGM has tied up with private
organisations to train youths in work, basic spoken
English and personality development. The civic
administration is already getting enquiries from
companies willing to hire these candidates.
150 IT companies, factories and companies as well

as residences and stores between Bandra and
Borivali has already been identified that shall hire
these youths. The study threw up a mixed bag:
Employment Exchange
people needed customer relations support (for malls
for Urban Poor
and big retail shops), security personnel, hospital
attendants, those skilled in IT-enabled services,
women drivers, office boys, etc.
MCGM has also provided a platform to women’s

self-help groups and unemployed youths to link the
services they offer to those who may want them. The
first two centres, in Andheri and Vile Parle, will be
inaugurated in a few months. The employment
mapping was centred on these locations.
Select NGOs are helping MCGM in the mapping and

is also providing aid to the civic body and in training
candidates.
107
Candidates are being divided into batches of 20 for
P R A C T I C E
the training. A three-month course on spoken
English and personality development is also being
provided.

Mahapalika Marg,
Mumbai 400001
B E S T
108
B E S T
BP Code: SSS-SW-4##-0868-0409
City: Upleta, Gujarat

Category of Best Practice: Urban Reforms

Development of Software for Computerized Tax Administration
Efforts made by Upleta Municipality to replace manual process with need base computerized
system.
Previous Status
Upleta municipality established the Area Based Tax
P R A C T I C E
Assessment System to collect property tax. The
municipality changed from manual operations of various
activities such as tax collection, bill preparation, record
maintenance and calculation of various taxes to a fully
computerized system. The manual operations were time
Dealers filing Sales Tax consuming and required large human resources. The
Returns at the record preparation itself took six months. As a result, no
Computerised Counters time was left to initiate the process for recovery. Since
the year 2003-2004, the tax was calculated as per the
Area Based Rent Assessment System. However, the
process remained time consuming due to the manual
nature of operations.
The New Approach
In July 2002, the City Manager’s Association Gujarat

(CMAG) organized a “best practice transfer” seminar for
all the Municipalities of the state. In this seminar, the
Ahmedabad Maha Municipality presented details on the
area based assessment system of tax calculation.
Subsequently, a visit was organized to the tax
department of the Ahmedabad Municipal Corporation
(AMC) to obtain information about the computer
software, maintenance records etc. The merits of the
computerized system were recognized and thereafter,
the administrative work of all the
109
departments at the Upleta Municipality was
P R A C T I C E
computerized.
Methodology
Preparations were going on for quite some time to

computerize the municipality’s operations. On approval
from the management, Shri Surana Infotech, Junagadh
was given the responsibility to develop the computer
Youths Registering at application software. The software was developed as
the Employment per the needs of the Municipality. The management
Exchange board obtained five computers and three printers
through donation from citizens. Employees were
oriented on the basics of computers and data entry.
Learning of computer skills was made compulsory.
During this period, the Government of Gujarat

introduced the e-governance scheme in the
municipalities of the state. Under this scheme, all the
branches except the tax department, birth and death
registration, shop license, food license, administration
etc. were to be computerized by the management
board. The Upleta Municipality completed this work on
April 1, 2005.
Expenditure
Initially, the municipality decided to bear the expenditure

on its own. It received the hardware (computers and
printers) through public contribution. When the state
government declared the e-governance scheme, the
cost of software and other expenditure was met through
the grant of this scheme.
B E S T
Before the computerization process was initiated, the

Municipality maintained separate registers for different
activities. With the computerization of operations, a
composite bill and receipt of all taxes was issued. The
recovery of dues became easy and intensified as a
result of this. Further, the tax income of the Municipality
increased. Consequently, the Municipality became
financially
110
B E S T
capable for providing basic amenities to the citizens.
The major achievement of this approach was that the
limitations and gaps of an old system provided an
opportunity for change with the result of increased
income and optimal utilization of human resources
together with a user-friendly service to citizens.

P R A C T I C E
111
BP Code: URF-##-###-1400-0209
P R A C T I C E
City: Urban Local Bodies, Karnataka

Accounting Reforms in Urban Local Bodies of Karnataka
To bring transparency, accountability, better management of funds and improved disclosure of
financial performance and status of ULBs, Government of Karnataka launched the Accounting
Reforms in ULBs of Karnataka.
Previous Status

The Urban Local Bodies (ULB) in Karnataka, were
maintaining their accounts under single entry cash
based system. This was an incomplete accounting
system wherein ULBs were not aware of what they own
and what they owe. There were no financial reports
generated by the accounting system for fund
management, resource mobilizations and budgetary
control.
The general need for an improved accounting system

emanated from the following:

74th Constitutional Amendment: The status of ULBs
had been raised to Institutions of Local Self
Governance with the devolution of additional
functions and funds. The ULBs responsibilities thus
stood increased requiring an improved reporting
system of the financial activities and financial
B E S T
positions.
Mandatory Reform under JNNURM and UIDSSMT

Projects: Implementation of Double Entry Accrual
Based accounting system in the Urban Local Bodies
has been made mandatory under JNNURM and
UIDSSMT Projects.
ULBs as new Investment Centers: With growing

populace ULBs are turning to be major socio-
112
B E S T
economic growth centers. The contribution of urban
centers is known to be as high as 40% of the
countries GDP and this contribution is growing. The
incomes of ULBs mainly in the form of property tax,
water tax, advertisement tariff, trade license, etc.
have got the tremendous potential of turning them
into self-reliable and financially sound position.
However, to account for these incomes and
ascertain proper financial positions, their accounting
system, were needed to be upgraded to double entry
accrual based method.

Enabling Participatory Budgeting: Each ULB needs
to prioritize its investments in various projects/works.
Whether it is construction or maintenance of proper
roads, regular water supply, improved civic
amenities, higher sensitivity to public grievance etc.
Public confidence could be won if budget allocation
P R A C T I C E
was made based on the feedback received from
general public. However, such budget allocation and
its implementation could be achieved only with a
strong financial accounting and reporting system.

The New Approach

Government of Karnataka with assistance from the
Asian Development Bank and World Bank launched the
Accounting Reforms in ULBs of Karnataka to bring
transparency, accountability, better management of
funds and improved disclosure of financial performance
and status of ULBs.

The main objectives were:
Review the existing accounting rules and revise the

same.
Build the capacity accounting staff of ULBs.
Provide professional assistance to ULBs for switch
over from single entry cash based accounting
system to double entry accrual based accounting
system.
Maintain the accounts of assets, liabilities, incomes
and expenses of ULBs.
113
Generate financial reports for disclosure true and fair
P R A C T I C E
view of financial performance and status of ULBs.
Bring more transparency into the accounting system
by publishing the annual accounts of ULBs.
Ensure proper fund management with citizen
participation in budgeting of annual receipts and
payments.
Generate additional revenues for ULBs through
proper resource management backed up by strong
financial records.
Make ULBs self-sustainable in the long run.
Have web enabled accounting system for centralized
monitoring by the State.


The approach that was adopted for the implementation
of the accrual based double entry system was:

KMABR 2006 & KMAM in line with NMAM published.
Implementation in 55 ULBs with effect from 2006 &
in 69 ULBs from 2007.
Accountants (B.Com graduates) appointed through
KPSC
State Level Consultant for technical support.
Field level Consultants (CA Firms) for every ULB.
Training modules developed.
E-Governance Financial software deployed in 124
ULBs.


The achievements and result of launching Accounting
Reforms in ULBs (The state of Karnataka has got 213
B E S T
ULBs) was an improved, efficient and transparent

system of fund management and financial performance
of the ULBs with well maintained –

Opening Balance Sheet
Receipts and Payment Account
Income and Expenditure Account
Balance Sheet and
City Management reports generated by 51 ULBs.
114
B E S T
Replicability:

This system has been successfully launched in 55 ULBs
with effect from 2006 & in 69 ULBs from 2007 of the
whole state of Karnataka.
Contact: Mr. K.Lakshmipathy

Joint Diractor (Planning)
Urban Development Department
Karnataka Government Scretariat
Vikasa Soudha
Bangalore

P R A C T I C E
115
BP Code: URF-##-###-1472-0209-1
P R A C T I C E

Decentralized Administration
Hubli-Dharwad Municipal Corporation (HDMC) decentralized the administrative powers to
deliver efficient public services. Therefore, the twin cities having an area of 202.2 sq.km. were
divided into 12 zones covering 67 wards. Each of the zonal offices were given a fixed
geographical area within which it has to function. They were headed by the Zonal Chief Officer
(ZCOs) to ensure efficient and effective service delivery. This also initiated and encouraged
public participation in improving the urban governance by involving the interested NGOs or
RWAs to review and monitor activities of the zonal offices.
Previous Status:
As any other municipality, there was a huge demand for

services due to increase in population. The municipality
at Hubli-Dharwad was not able to deliver efficient
services to its citizens on time. This ultimately
consumed more time and caused delay in Redressal of
public grievance. Due to the above problems, there was
dissatisfaction among the citizens.
In the year 2005, HDMC introduced new reforms

through decentralisation of administrative powers, to
gain confidence among its citizens. The first and fore-
most job was to deliver efficient and impartial services in
solving all the registered complaints of over 67 wards.

B E S T
The New Approach:
First towards implementing the idea of decentralised

administration a team of the Commissioner, Assistant
Commissioner & Head of Departments of HDMC was
set up. Zones were demarcated along with assembly
constituencies. The area of Corporation was split up into
12 zones and 12 Zonal Offices came into existence on
1st
116
B E S T
April 2005. An Advisory Committee for the zonal offices
were formed to monitor and review the functioning of
individual zonal offices based on the following criteria:

The NGOs needs to be registered organisations
The NGOs should be located with Hubli-Dharwad.

Observing the functioning of zonal offices, detailed
guidelines were suggested by the HOD and the Agenda
Group.
The officials selected for the post of Zonal Chief

Officers, were given training on their roles and
responsibilities for a period of one month. The HOD
Committee and Agenda Groups review the officials in
open house meeting held every month at individual
zonal offices. The Commissioner reviews all the Zonal
Officers in the presence of the Committee twice a
P R A C T I C E
month, to know the status of tax collection, public
grievance system, etc. The proceedings of the meetings
are circulated to all members for improvement.
Public Affairs Center (PAC) from Bangalore has been

assigned the task of releasing a “Public Report Card” on
all the service issues.

Implementation Strategies:

The Commissioner took up the decentralised
administration concept as per Section 66 of 1976
Karnataka Municipal Corporation (KMC) Act. The
following steps were undertaken to set up the 12 Zonal
Offices:

1. About 12 places were located to house the zonal
offices in both Hubli and Dharwad. The officers from
the cadre of AEE and Deputy Revenue Officers
(DRO) were chosen for the post of Zonal Chief
Officers and were deputed to the individual zones.
2. The staffing pattern in each of the zonal office was
allocated based on the services rendered to them.
117
3. Work allocation to all the staff in the zonal offices as
P R A C T I C E
per the staff pattern:
The ZCO is in charge of monitoring all the
activities of the zonal offices and maintenance of
records required for the open house meeting.
The FDC’s are in charge of account
maintenance.
The SDC’s are in charge of the health
department, tax department, PWD, incoming &
outgoing dispatches, closing monitoring and
maintaining the records of staff involved in
redressing public grievance.
The data entry and maintenance of computer
systems are outsourced.
The attendees are in charge of photocopying all
required documents for the zonal offices.
4. All the Zonal Offices took up the task of data
collection of all the wards coming under each zone.
5. The ZOCs are delegated with powers up to 90% and
only critical issues are forwarded to Commissioner
under the provision of 1976 KMC Act.
6. Based on the priority of duties that the zonal office
has to render, a matrix was developed by the
Evaluation Committee on mutual consent and points
were allocated to individual sector of services. The
agenda groups play a major role in monitoring the
zone offices, as they are shuffled evry month to
monitor 12 zonal offices regularly.

Lessons Learnt:

The decentralised administration ensures equal and
improved service delivery in redressing grievances
to citizens of all the zones.
B E S T
The interaction with the ZCOs during training

necessitated the need for enhancing their capacity.
Forming database for individual zones will help in
better functioning of the office and can furnish all
details to the citizens of that particular zone.
Open house meeting and review of the zonal office
helps in maintaining the process of transparency in
both administration and finances of the zonal office.
For the sustainability of each of the zonal office it
was important to enhance the revenue generation
118
B E S T
and spend the revenue generated for the
development of the zone.

The experience after a year by decentralizing the
administrative process has fastened the process of
service delivery.
The introduction of Transparent Policy has helped
build the credibility of HDMC.
The functioning of zonal offices has helped in better
property tax collection, as the work force deployed
concentrates on their zones.
The monitoring mechanism has increased the
accountability among the staff of the zonal office.

Sustainability & Replicability:
P R A C T I C E

In spite of the high capital cost in setting up the
individual zonal offices, the maintenance and operation
cost directly depends on the efficiency of Corporation in
collecting the revenue. So it initiatives individual ZOCs
to use innovative ways in achieving their target
remarkably. Good service to individual zones assures
good revenue. Hence this initiative is economically
sustainable.

Decentralisation of administrative process is one way of
improving the efficiency of service delivery of the
Corporation. This idea can be replicated depending on
the active participation of the Commissioner, as he
solely holds the power of delegating work to the staff.
This initiative can be replicated in other bigger city
Corporations, which face the difficulty in functioning
solely from the head office.

Commisioner,
Phone: +91 8362213800
Fax: +91 8362350855
Website: www.hdmc.gov.in
119
BP Code: URF-##-###-1472-0209-2
P R A C T I C E
Category of Best Practice: Urban Reform

24 Hours Control Room for Redressal of Public Grievances
For the first time in the history of North Karnataka HDMC started a 24 hours Control Room in
June ’04 to attend the public grievances. This response system has been running successfully
so far. The corporation attends to the public grievances like, road repairs, underground drainage
cleaning, maintenance of streetlights and removal of garbage and carcasses.
Previous Status
Earlier, there was no system to record complaints

lodged by citizens, pertaining to health and civic
amenities. Most of the time the officers’ concerned was
not available on telephone. There was no system of
maintaining the register to record the complaints. As a
result, more days were taken to attend the complaints.
Apart from this, there was a lot of pressure and
interference from both the area councilors and
politicians. It was leading to unhealthy relationship
between the municipal officials and the citizens.
Therefore, the concept of a Control Room was

perceived and executed with the help of IT staff of
HDMC. The intention of HDMC was to provide 24 hours
response system for solving public grievances by
adapting scientific approaches to solve complaints at
the earliest possible on a priority basis. This new
system was initiated to ensure total transparency and
B E S T
accountability among the staff in redressing the

complaints.
The New Approach
The Control Room acts as a nerve center and prevents

scattering of communications. There was no common
platform for exchanging of views. This center works
round the clock, through which the citizens can lodge a
complaint over email/telephone/in writing. This effort
was made to satisfy the taxpayers that the Corporation
would always be alert to attend their grievances /
120
B E S T
problems. The Control Room receives on an average
4050 complaints from Hubli city & 2030 from Dharwad
city everyday. It is operated through wireless system.
A complaint is registered and a unique number is

assigned to that complaint. The complaint is also
communicated to the appropriate field staff for an
immediate response. The system is transparent for the
public who wants to trace and monitor the progress on
the complaint redressal, as the complaint number is
recorded on the database. The complaints received
initially were listed; among which majority of complaints
were on water supply and solid waste.
The Control Room was set up within the Corporation

premises with 4 persons in each shift working round the
clock. An officer who regularly monitors the nature of
complaint and takes necessary steps to address them
P R A C T I C E
heads it.
Once the complaint is attended, the concerned officers

inform the Control Room to enter it in the register. The
Commissioner himself to check whether the registered
complaint has been attended also does random
monitoring or not. Everyday the Commissioner
maintains a printout of all the complaints received in the
file, which is check.
Based on the monthly report, points are allotted to the

concerned officials. The first three persons are
rewarded with incentives and the reports are updated on
the web every month. The officials, who fail to attend
the complaints even Reports are generated and the
performance of the concerned officials are evaluated.
Monetary incentive was planned to motivate and

encourage the good efforts of HDMC staff. A scientific
and transparent scheme of providing incentives was
worked out based on the time taken by an official to
redress the grievance.
The steps taken towards establishing a Control Room

were:
121
A workspace was allotted by using existing
P R A C T I C E
resources of HDMC
The required infrastructure was realized and
purchased.
4 batches of 4 persons each were employed in 3
shifts round the clock. Each batch has a computer
operator, supervisor, office clerk and one person to
attend the complaints.
The project cell of HDMC developed the required
software in-house.
A database was created for recording the complaints
and a monthly report is generated and sent to the
Commissioner for verification.
2 vehicles were allotted with 4 staff round the clock
for emergency services both in Hubli and Dharwad.
Digital voice logger software was installed for
recording the conversation between the Control
Room and the citizens to avoid controversy.
The grievances written in the newspapers
(Samyukta Karnataka, Vijaya Karnataka, Vijaya
Times, Deccan Herald & Times of India) were
attended on a priority basis.
The citizens can avail the details on status of the
complaints, officials responsible for attending the
complaints, etc. by accessing the website of HDMC.
Also, the ‘Disaster Management Cell’ equipped with
emergency tools like torches, additional wires
handsets, concrete cutting machines, steel cutting
machines, etc., is now merged with the Control
Room of redressing public grievances.
Lessons learnt
Need for an expertise in handling citizens, elected

representatives and officers was realized. The
B E S T
Police Department came to the aid of HDMC’s

official staff in training them on efficient utilization of
walkie-talkie and good communicative skills to deal
with different kinds of people.
It was also realized over a period of time that
continuous monitoring is required for the functioning
of the effective Control room, for which the Head of
Department (HOD) of IT department is held
responsible.
Every Wednesday, there is a board meeting
comprised of all the HODs, elected representatives
& Commissioner. It reviews the progress of work
122
B E S T
and discusses the future plans for efficient
functioning of HDMC.
In the beginning it was difficult for the Control Rook
staff to get a hold on the various complaints and
report them to the concerned department. Through
experience and interaction with respective HODs,
this problem was solved.
The most important lesson learnt is that any true
effort made towards serving the citizens, will always
be supported and encouraged by the masses. This
could be seen in the collection of property tax after
improving the Control Room facilities.
Both the citizens and the elected representatives
very well accept transparent Policy.
The complaints are recorded in a scientific manner
P R A C T I C E
and the database is available to anyone at anytime
for enquiry.
Follow-ups of the complaints that are not attended
become easy, as the database will have information
on the complaints attended by all the departments.
The system is so transparent that it makes all the
staff of the Corporation accountable.
Staffs who put in true efforts are recognized and
rewarded by way of incentives.
The efficiency of service delivery was considerably
increased as the whole process happens through
wireless communication, in turn saving time at both
the ends. People don’t have to visit the Corporation
often and the staff gets the complaint wherever he is
and helps in ensuring immediate redressal.
This effort from HDMC has been readily accepted by
the citizens and in tern the property tax collection
during that year has increased. This shows that the
air of mistrust is vanishing slowly and the satisfaction
levels of the citizens are increasing.
As an addition to the effort, HDMC has also formed 7
zonal offices in the city of Hubli and 3 in Dharwad,
whose function will be similar to that of the main
Corporation office. This is done aiming to encourage
decentralized administration for better efficiency of
service delivery.
The support in each of the reforms so far given by
the citizens, staffs and elected representatives is
encouraging HDMC to bring in latest technologies to
123
streamline the systems, to make governance more
P R A C T I C E
transparent and participatory.
View of citizens of HDMC on Control Room through
polling via Internet shows that they are satisfied with
the services rendered by HDMC.
Sustainability
The practice is sustainable because it represents a

positive change in the governmental procedures in its
pursuit of greater effectiveness, efficiency, transparency
and responsiveness. Cost invested in the profess will
be lesser than the benefits to the Municipality.
Recurring cost basically involve payment to the staff and
maintenance of computers. This initiative has an impact
on the property tax collection as per the analysis. So
the financial status of the Municipality tends to improve,
giving better opportunities for HDMC to render better
services to its citizens.
Replicability and Recognition
This idea is easily transferable to any town/city

irrespective of size because it is very clear that the idea
can be modified as per the need of citizens at any
Urban Local Body (ULB). Each ULB can have a Control
Room as they provide citizen services round the clock.
As all ULBs shall manpower in order to deploy
effectively and they are alert all the time. The wireless
The HDMC was system is a basic necessity for a Control Room. With
honored with a such a facility, the efficiency of an ULB jumps by
Memento and cash multifold. “24 Hours Control Room to redress the Public
Price of Rs. 5, 00, 000. Grievances” was awarded as first best Initiative, at the
Best Practices Symposium & Citation Ceremony held by
CMAK in association with Government of Karnataka in
B E S T
the State of Karnataka.

Commisioner,
Phone: +91 8362213800
Fax: +91 8362350855

124
B E S T
BP Code: URF-##-###-0812-0208
City: Ahmedabad, Gujarat

Category of Best Practice: Urban Reform

Ahmedabad Property Tax Reforms
The Ahmedabad Property Tax Reforms picked up the essential concept of Patna Area Based
Reforms. But they took this further, adopted a highly democratic and consultative process,
passed the tests of Judicial scrutiny and have been hailed as the first concerned effort at a
transparent, simple and equitable system of property tax evaluation.
Previous Status:
Ahmedabad is the largest city in the State of Gujarat
P R A C T I C E
and the seventh largest city in India. Prior to 1999,
before the reforms, property tax was levied on the basis
of the annual ratable value of the property. In the cited
system, it was seen that the collection of property tax in
Ahmedabad was rather poor and was mired in endless
litigation. The taxation structure was itself highly flawed.
About 73 per cent of the residential properties and about
29 per cent of non-residential properties were exempted
from paying general tax on account of low assessment,
and had an annual ratable value under Rs.600. There
was a sizeable difference of 1:15 in the assessment of
self-occupied and tenanted properties, making
tenancies highly unprofitable.
To make matters worse, the ratable values were

generally not revised. This resulted in a stiff increase in
tax rates; leading to perceived unfairness. In
Ahmedabad, the tax rates had gone up to 90 per cent of
the ratable value, which by no standard could be
considered appropriate. Much corruption prevailed in
tax assessments. Additionally, there was no difference
between the assessment of properties used for
charitable purposes and high value commercial
activities leading to high levels of discontent.
125
The New Approach:
P R A C T I C E
In 1999, the Ahmedabad Municipal Corporation (AMC)
formulated and introduced a new area-based property
tax assessment system. A number of simultaneous
activities were undertaken and contractors were
appointed to survey all properties in the AMC area and
based on the inputs, the property tax formula was fine-
tuned and sent to the state government for legislative
changes in the BPMC Act 1947.
Amendments to Statute and Rules: Amendments

were made in Section 127, 141 B of the BPMC Act, to
accommodate the new system and the specifics of the
new system and powers of the Corporation were spelt
out. It also states the minimum tax to be determined by
the Corporation and the rebates. After the new
formulation was approved by the State legislature and
became an Act.
After the taxation rules were framed, a series of tasks

were taken. These include:
Survey of properties
Computerization of data
Issues of special notices and bills
Receiving of objections by the owners
Hearing of objections by the appellate authority
AMC employees and contractual employees carried it

out. They collected details of building through
measuring instruments. Based on this survey the draft
rules were fine-tuned, finalized and sent to the
Government for approval.
B E S T
Implementation Strategies:
The corporation can determine the rate of tax per sq.

m. of the carpet area of the building.
The corporation can determine one rate of tax for
residential building and another rate of tax for non-
residential buildings. It can also keep a lower rate of
tax for residential buildings smaller than 40 sq.m. of
carpet area.
The minimum and maximum rate of tax per sq.m.
has been prescribed for residential as well as non-
residential buildings. This is Rs.10 per sq.m. and
126
B E S T
Rs.40 per sq.m. of carpet area in the case of
residential buildings and Rs.20 and 80 per sq.m. of
carpet area for non-residential building.
The corporation can increase or decrease the rate of
tax so determined, subject to the rules, having
regard to the following factors:
For residential buildings
The market value of the land in the area of the city,

in which the building is situated (location factor)
The period of the existence of the building (age
factor)
The type of the building
Whether the owner or a tenant occupies the building.
For non-residential buildings
P R A C T I C E
The market value of the land in the area of the city in
which the building is situated (location factor)
The period of the existence of the building (age
factor)
The purpose for which the building is used (use
factor)
Whether the building is occupied by the owner or a
tenant (occupancy factor)
Apart from this, the Corporation has been given the

power to determine the minimum amount of tax to be
levied from residential huts and residential tenements in
a chawl that has a carpet area not exceeding 25 sq.m.
subject to the State Government’s notification
prescribing the limit below, which the Corporation
cannot levy, such tax. Government buildings are
exempted from paying property tax under Section 141-
C. However, such government properties shall have to
pay 8/10th of the amount of the tax payable by any such
property in lieu of property tax under Section 141-D.
Achievement/Results:
The citied reforms de-linked property tax from the Rent

Control Act. This linkage has been one of the greatest
hindrances to a proper assessment and reasonableness
of property tax. All property holders (except hutments
and small chawl houses that house the economically
127
very weak sections), regardless of size, have to pay
P R A C T I C E
taxes according to the area of the property they hold.
The adoption of this system simplified the method of
assessment making it highly transparent. But
sustainable gains in revenue improvement have also
come about on the adoption of the new system.
The traditional system of assessment had relied on the

judgment and discretion of the revenue inspectors. The
unit value system took away the discretion through the
use of a formula that uses parameters such as size,
location, age of the building, use and type of
construction to determine the tax liability of the property.
This ‘formula’ is comprehensive, transparent and
comparatively easy to use. The number of exemptions
has been significantly curtailed. As a consequence, a
much larger number of properties have come under the
tax net. This has positively impacted the collection of
property tax in Ahmedabad.

B E S T
128
B E S T
BP Code: DMT-##-###-1631-0209

Category of Best Practice: Disaster Management

Emergency Operations Centre
Climate change impacts related natural disasters in and around the country. Therefore, proper
measures are being taken at city level in this regard. Mumbai has set up an Emergency
Operations Center that takes care of these calamities and is operating actively in response to
these drastic climatic changes.
The Previous Situation
P R A C T I C E
Mumbai covers an area of about 437.71 Sq. Km. The
costal length of the Marine Drive is around 140 km. The
city houses about 11.9 Million people and has a
population density of about 27,209 people / km2.
Approximately, about 60% population of Mumbai
resides in informal settlements and 27,68,910 structures
including residential, commercial and industrial sectors.
Some of the reclaimed areas of the great city are
Nariman Point, Backbay, Dockyard, Worli, Mahalxmi,
Mahim-Sion causeway and Bandra- Kurla Complex.
Topography
The city of Mumbai is a merger of 7 islands in city area,

4 islands and hilly areas in suburbs to form the city. It is
surrounded by the Arabian Sea (West) and the Thane
creek (East). Much of the area is close to sea level and
therefore, gravity drainage system is often affected by
high/low tide. During high tide flood gates have to be
closed to stop ingress of sea water, which results to no
drainage of storm water. Water logging/floods occur
during heavy rains coupled with high tide. Network of
drains is just below the roads in the city area and open
drains in the suburbs. The Storm Water Drainage
(SWD) Network is more than 150 years old in city area
and was designed for rainfall of 25 mm per hour and
Run-off co-efficient of 0.5 mm per hour.
129
P R A C T I C E
But with time and constant urbanization there has been
a tremendous climatic change that started to cause
dramatic results on the city. Some of the reasons &
effects of the climate change are:
1. Global warming is caused by heat being trapped due
to increasing fossil fuel emissions.
2. Carbon dioxide is the most abundant of these
emissions.
3. Power plant fuelled by coal emits the most CO2.
The Emergency 4. Much of the electricity generated by these plants is
Operations Center wasted or not used effectively.
(E.O.C) 5. Climate change is the due to global warming – an
increase in the Earths average temperature.
6. Lot of energy is wasted in the day-to-day lives as
well.
7. Floods will get worse with increasing rains caused by
climate change.
Climate change impacts related natural disasters in and

around the country. Therefore, proper measures are
being taken at city level in this regard. Mumbai has set
up a Emergency Operations Center that takes care of
these calamities and is operating actively in response to
these drastic climatic changes. The major objectives of
this center are:
To ensure that response to any disaster in the city of

Mumbai is quick and effective
To improve coordination among all the responder
agencies
To provide information on disasters to the people of
Mumbai and encourage preparedness at all levels
To provide assistance to all the people affected by a
disaster
B E S T
The New Approach
The Emergency Operations Center (E.O.C) covers an

area of about 6000 sq. ft., with facilities like well
equipped Control Room with a dedicated dial-up no.
108, for Disaster Complaints & 1916 for Civic
Complaints with 10 hunting lines each, Hot Lines, direct
telephone lines and computers, internet, conference
hall, video conferencing room, library, T.V. sets, Ham
radio, D.G. set, alternative power arrangement.
130
B E S T
The main Functions of the Emergency Operations

Center (E.O.C) are:
Issue alert
Provide early warning
Deploy first responders through Fire Brigade,
Hospitals and S & R teams
Evacuate people
Provide health services
Remove garbage/debris
Field level Operational Functions of the E.O.C are:

Emergency supply of water and cooked food
Transfer of stranded & marooned persons
Emergency transport for the seriously injured
Public Awareness Setting up temporary shelters
Programmes Salvage operations
P R A C T I C E
Corpse disposal
Coordination with NGOs
Rain Gauge Installations cover:

Municipal Corporation of Greater Mumbai (MCGM)
has installed 34 automatic rain gauges at fire brigade
stations, Wards, IIT Powai so as to know the exact
pattern of rain all over Mumbai city & suburbs.
This rain gauge data is transmitted to the control
room every 15 minutes.
The rain gauges can be further calibrated to give
alarm at prefixed rainfall intensity (above 40 mm
rainfall.)
This data ultimately serves as warning and
evacuation signal if required.
Development of Rain Gauge Network covers:

34 state-of-the-art weather stations with tipping
bucket rain gauges installed all over the city
In each grid, fire station chosen, manned 24 hours,
can give rainfall data every minute
Set to 15 minutes recording/display data in real time
Administered by MCGM
5 more rain gauges and 2 flow gauges are proposed.
131
Flow Gauge Installation:
P R A C T I C E
MCGM is installing for the first time a flow gauge system
in Powai, which will help to monitor the water level and
the speed of water for early warning.
The Rescue & Relief Operations during the Series of

Bomb Blasts on July 11, 2006
The Emergency Operations Centre received the first
information about the bomb blasts in local trains on the
Western line at 6.35 P.M. on July 11, 2006. M.C.G.M’s
response to the incident is discussed below to outline
the working of the Emergency Operations Centre in a
time of crisis.
Rain Gauge Installation
Rescue and evacuation:
Instructions were issued to the Fire Brigade to
immediately rush to rescue and shift the injured from
the bomb-blast sites. Accordingly, the Fire Brigade
immediately rushed 4 separate teams consisting of
Fire tenders, Tankers and Ambulances to the bomb-
blasts sites
Medical Assistance that were provided:

Various Municipal Hospitals were put in a state of
high alert and asked to be in a state of readiness to
admit the persons injured in the Bomb blasts.
At all the 3 Municipal Medical Colleges as well as the
5 Peripheral Hospitals, extra wards were created to
admit the injured bomb-blast victims and adequate
arrangements were made for medicines and blood.
The EOC was constantly in touch with the Municipal
Hospitals where the dead and the injured patients
were brought in and wherever there was any report
B E S T
of shortage of Doctors or blood, the same was taken

care of expeditiously by shifting the same from some
other medical college/hospitals.
Alternative Transport Arrangements:

Since the Western Railway operations were stopped
following the bomb-blasts on July 11, 2006, the BEST
was requested to provide the service of additional buses
along the Western corridor. Accordingly, the BEST
deployed 562 extra buses from various locations
132
B E S T
Arrangement of Transit Shelter, Food, Water etc. for the
Stranded Passengers: Adequate arrangements for food
and transit shelter for the stranded passengers at
Mumbai Central, Dadar, Bandra and Borivali were made
where 1895 food packets with water bottles were
distributed.
Dissemination of Information:
The list of the injured victims and the deceased were
published at the Hospitals.
Centralized mechanism for identification of dead
bodies
Other Actions taken:
Desilting of major rivers in Mumbai after 26/07. The

rivers have been widened and deepened and
encroachments have been removed.
P R A C T I C E
To reduce the release green house gases, MCGM
Flood Rescue vehicles only use CNG
Equipments Public Awareness Programmes
New technology for E.O.C has been installed like
o Floods: Automatic Rain Gauges, Flow Meters,
Velocity Meters, Doppler radar, Satellite images,
etc..
o Train accidents/ bomb blast: - Anti collision
equipment, CCTV, Metal Detectors
o Land slides :- Soil conservation, Strengthening of
hill footage area,
o Chemical Disaster:-Chemical fire fighting
equipments, Gas masks
o Off site plan of chemical factories.
Recognition:
Emergency Operations Center has been undergoing

continuous up gradation during last few years
2005 July floods have provided valuable lessons and
resulted in more rapid up gradation of E.O.C
Efforts are on going for better co-ordination with all
stake holders
National Disaster Management authorities have
appreciated the efforts of Mumbai Emergency
Operations Center system.
The Asia Mega cities Forum 2008 was hosted by
Mumbai in December 2008
133
The Forum had been organized in association with
P R A C T I C E
Earthquakes and Mega cities Initiative and several
other partners
Forum focused on disaster risk management and
related issues.
Contact: Mr. Vilas V. Vaidya

Chief Officer
Disaster Management Cell & CCRS
(MCGM)
Mahapalika Marg,
Mumbai 400001
B E S T
134
B E S T
BP Code: ENV-##-###-1526-0509
City: Bhopal, Madhya Pradesh

Category of Best Practice: Sustainable Environment

Idol Immersion Activities and their Management in Water Bodies
Describes effects on water quality due to the Hindu religious custom of immersing idols of
deities in water and efforts made to persuade the stakeholders to adopt alternate practices to
save the quality of water and the environment. It also illustrates how a sensitive religious issue
concerning water pollution can be tackled by running a stakeholder awareness campaign and
creating an environment of consensus building.
Previous Status
P R A C T I C E
Construction of idols of holy deities for worship every
year and their immersion in water at the end of worship
forms a traditional part of Hindu religion. The idols have
grown in numbers and size over the years and urban
water bodies are facing an increasing nutrient load. For
example, the Bhopal Upper Lake, the main source of
potable water for Bhopal city, received more than
15,000 Ganesh idols (370 tonnes) and 1300 Durga idols
Idol immersion activities (99 tonnes) in 2000. Idols are made of clay, but non-
biodegradable thermocol and paints containing heavy
metals are also used. The immersion practice leads to
degradation of water quality and siltation.
Changes in sensitive religious issues can lead to active

opposition. It was felt necessary to use the regard that
the citizens had for the lake to build a consensus in
support of change. The Bhoj Wetland Project was under
implementation with the aid of Japan Bank of
International Cooperation (JBIC) to preserve the Upper
and Lower Lake of Bhopal (called Bhoj Wetlands). An
alternate immersion site, well connected with roads, was
developed on the spill channel of the Upper Lake. The
flow of the spill channel being towards the outflow, the
pollutants would not flow back into the main body. To
build a consensus amongst opinion makers, local
legislators, corporators, NGOs and leaders of religious
communities were taken to the site, their suggestions
recorded and approval obtained. The communication
135
and education programmes continued between 1999
P R A C T I C E
and 2002 and resulted gradually in a complete shift to
the new site by 2002.
The New Approach
Religious issues are extremely sensitive ones and

hence, it was felt necessary to pay attention to the
regard that citizens have for the lake to build a
consensus in support of change. In the case of Bhopal,
since the Upper Lake was a source of potable water as
well, it was essential to shift the activity away from the
traditional immersion site –Sheetal Das ki Bagiya, since
immersion itself could not be stopped. This would entail
alternative immersion sites nearby so that the public
would agree to use the new sites. However, this needed
an attitudinal shift for accepting alternate sites
An alternate immersion site was identified at Prempura

on the channel, well connected with roads. The
accumulated silt due to idol immersion would be flushed
out when the gates of the lake were opened during the
rainy season to remove excess water from the lake. The
prospective idol immersion site was proposed to the
government and its clearance obtained. Using the
excavated silt and stones for constructing an immersion
bay at minimum extra cost the identified site was
developed. A 200-meter long Prempura immersion bay
was constructed where sufficient water was available
round the year for idol immersion purposes. The site
was provided with proper electricity facilities, approach
road and vehicle parking. Besides this, platforms for big
idols and cranes were constructed for the convenience
B E S T
of people. The construction work was completed just

before the Durga idol immersion in 1999.
The above efforts of the project resulted in diversion of a

significant number of idols to the new Prempura site
which otherwise would have been immersed in the
traditional sites. From 1999 to 2001, the diversion
remained more or less static though there was an
increase in awareness amongst the public. In 2002, a
136
B E S T
large number of public figures, including the mayor,
corporators and legislators, and organizations came
forward in support of the project and joined efforts in
persuading the Pooja groups to divert immersion to the
alternate site provided. The media also provided
adequate publicity to these efforts. The participation of
different communities and political groups ensured that
the matter would not be given a communal or political
colour. This resulted in a welcome outcome and in the
year 2002, not a single Ganesh idol and very few Durga
idols were immersed in the Bhopal Upper Lake. This is
now an accepted practice.
Another interesting facet has been the reduction in idol

immersion both in number and in weight over the years
which shows the attitudinal shift of the public towards
small sized idols on account of the increased
awareness. Now Prempura is the accepted immersion
P R A C T I C E
site.
Lessons learnt and Replicability
A viable way of inducing acceptance of sensitive

decisions is by using a two-pronged strategy of an
extensive communication and education campaign for
generating awareness amongst the populace and
arousing their latent feelings on water pollution issues
and enlisting support of community leaders by involving
them in decision making.
Contact: Dr. P.K. Nandi

Lake Conservation Authority of Madhya
Pradesh
E-5, Arera Colony, Paryavaran Parisar,
Bhopal – 462003, Madhya Pradesh
Tel: 0091-755-2460141, 2460142
Email: mplca@sancharnet.in
Source: Mr. Aniruddhe Mukerjee,

137
B E S T P R A C T I C E
138
ANNEXURE
B E S T
Annexure 1:
INDIA URBAN PORTAL (www.indiaurbanportal.in)

PEARL Website:
Under JnNURM
NIUA has set up a PEARL website

“India Urban Portal”
www.indiaurbanportal.in that is
operationalized and linked with
JNNURM website. India Urban Portal
is a knowledge collaborative platform
that enhances the availability of quality
urban information on best practices,
projects, reforms, innovations etc.
carried out in the selected cities under
JNNURM. The goal is to provide portal
P R A C T I C E
to urban information and to create a
network, community and resource.
The purpose of the portal is to improve

access to information thus facilitating
the knowledge -sharing and
collaborating process. The portal will
serve as an urban information and
interactive center serving the
informational needs of various
communities of users. The site is user-
friendly having standardized metadata,
controlled vocabularies, and qualified sources to describe information. It contains:
Best Practices/ Projects - Sector wise projects and best practices are listed here.
Organisations - this section provides links to the Central Government Organisations,
Urban Local Bodies, Development Authorities, NGOs, Research Organisations and
International Organisations etc.
Data Resources - This section provides information on useful resources like policies,
laws, maps, statistics and data related to urban India. The section is constantly
being enhanced.
About JNNURM - This section provides information on JNNURM i.e. urban reforms,
project status, latest update etc.
PEARL Newsletter, Publications, Daily news; Activities under PEARL programme,
Gallery (contains video clip of the good practices and others) are also available.
139
All the partners contributing to the flow of urban information are invited to join us in the
P R A C T I C E
integrated cooperation effort with suggestions, Informations to be put up in the site,
news, events, Informations on projects, best practices, etc. Please mail us at Prof. V.K.
Dhar and Ms. Nilanjana Dasgupta Sur
Call for Best Practices:
Urban Local Bodies (ULBs) have initiated reform processes to improve the level of
urban governance. While numerous ULBs are introducing change initiatives some of
which are extremely progressive and impressive, these are being taken in isolation and
without sharing the benefits of their experiences with others. Some of these urban
initiatives have been enlisted below for your reference.
You are requested to send us information on all good practices by filing-up the enclosed
Best Practices Form - 1 (Annexure 2) and sending it back by e-mail to vdhar@niua.org
and nsur@niua.org.
Post News and Events:
India Urban Portal's goal is to provide an entryway to urban information and to create an
urban information network, community, and resource that will provide qualified, trusted,
and verifiable information and contacts.
Contribute to the flow of urban information by submitting/posting any current news/

updates/events/ seminars/workshops/meetings related to the urban field via e-mail to
vdhar@niua.org and nsur@niua.org .
Please give details on your organisation and contacts.

B E S T
140
B E S T
Annexure 2:
BEST PRACTICE FORMAT
“Peer Experience and Reflective Learning” (PEARL) under JNNURM

Best Practices Format
Key Informations about the project and instructions on filling up the form
1. About the project:
To achieve objectives of the Jawaharlal Nehru National Urban Renewable Mission

(JNNURM), knowledge sharing amongst JNNURM cities in various sectors of urban
reforms and city governance has emerged as a potential area for capacity building. It is
felt that cities identified under JNNURM, for financing urban infrastructure and other
aspects of urban development, can network amongst themselves for cross learning and
sharing knowledge, hence effectively manage their cities. “Peer Experience and Reflective
P R A C T I C E
Learning” (PEARL) is an initiative under JNNURM to support cities to actively pursue
activities in implementation of projects and reforms.
Therefore, cities with similar urban issues and character are brought together. The cities
have been divided into five groups, namely, (a) Mega Cities; (b) Industrial Cities; (c) Mixed
economy; (d) Heritage Cities; and (e) Cities of Environmental Importance. A Network
Convener and potential Knowledge Managers (KMs) were also identified for each Group.
The main objective of PEARL is to create manageable networks between JNNURM cities
for cross learning and sharing knowledge on urban reforms and city governance so that
objectives of the mission can be successfully achieved to make cities more livable,
economically vibrant and environmentally sustainable. The primary objective is to ensure
smooth functioning of the PEARL Networks and assist the Mission Directorate in
supporting and monitoring the program. Focus of PEARL activities will be on various
processes and outcomes of JNNURM-projects and reforms. There is also a need to focus
on the sharing of experiences on urban reforms and city governance and to sustain PEARL
beyond JNNURM.
141
P R A C T I C E
2. About the India Urban Portal and Best Practices:
The proposed PEARL website – India Urban Portal (www.indiaurbanportal.in), is the

gateway to the 63 cities under JnNURM and shall be linked to the main website of
JnNURM. The portal is envisaged as a ready reference to best practices in planning,
projects, reforms, accessible data/ resources and other innovations. The goal is to create
an information network, community and resource that will provide qualified, trusted and
variable information. It will also provide the stakeholders, a knowledge-sharing platform for
interaction and discussion.
The website will:
a) Act as a platform to share knowledge among governments at national, state, and local
levels as well as community groups and citizens in JNNURM cities;
b) Focus on linking Urban Local Bodies with community groups in the JNNURM cities;
c) Provide information on organizations, techniques, technologies, resources,
innovations, best practices, etc. for the projects and reforms;
d) Support outputs of JNNURM in terms of planning and implementation of projects and
reforms; and
e) Help to set up discussion forums, news, guidance, etc. among JNNURM cities.
3. Best Practices:
You can submit ongoing as well as past projects to this Register.
For example, such projects/programmes/reforms include local or regional projects in

education, revitalisation, standardisation, community development, awareness raising,
capacity building, documentation, use of new technologies, urban governance, reforms,
PPP, service delivery, shelter and security of tenure, livelihood including micro credit,
health and education, social development, urban mobility, etc.
4. Methodology for selection of Best Practice:

B E S T
Step 1:Identification and selection of best practice through Form I

Step 2: Put up the collected best practice before the technical committee for approval for
documentation.
Step 3: Documentation of the best practice.
Step 4: Publishing on website
142
B E S T
FORM I
General information about your Organisation

(Fill the following queries and provide one page write up about your organisation and
project as well)
Project Contact Person:
Submitter (if different from above)

and submitter's affiliation:
Detailed Address of the
Organization/Agency
Telephone No. Office:
Residential:
Fax:
P R A C T I C E
E-mail:
Type of the Organization
Government
Individual
NGO
Co-operatives
Other
Partnering agencies/individuals
INFORMATION ABOUT BEST PRACTICE

(Illustrative)
A: Context
1.Title of the Best Practice:
2. Geographic Location:
3. Focus Area:
B: Situation before implementation of Best Practice
1. Describe in brief (not more than 200 words), the situation as it was before the start of the
project: (Describe in narrative form rather than in bullet form):
2. What were the problems/needs addressed by the best practice?
C. Description of the Best Practice
1. Describe the Best Practice in narrative form (in 500 words)
2. Goals of the Best Practice
3. Strategy used to achieve the desired goals
4. Activities implemented to achieve the above goals
5.Challenges/constraints encountered and how it was conquered
6. Outcome of the best practice
143
7. Roles/ activities of the partners at each stage of the best practice
P R A C T I C E
8. Important stakeholders involved and communication/networking procedure for the best
practice
D. Factors of Success
1. Describe the main successful (positive and sustainable) results/factors/conditions for the
best practice
E. Budgetary Implications and Sustainability
1. Approximate total cost for the best practice
2. Financial partners involved
3. Source of Finance for the sustainability of the best practice
F. Replicability
1. Pre-requisite conditions for replication of this best practice
2. Is the best practice being replicated in any other region
3. Kind of help that can be extended for colleagues who would replicate this best practice –
(eg. visits, materials, free expertise, paid expertise, etc.)
G: Impact of the Best Practice
1. Have the best practice been disseminated in any forum and have received any
recognition
2. Documentation and Research work/References for the best practice, if any
3. Please enclose any photographs and resource products, paper clippings along with the
entry.
PLEASE SEND THIS FORM AS AN ATTACHMENT TO:
cvaidya@niua.org, vdhar@niua.org, nsur@niua.org,
OR
Post/fax a copy to:
Coordinator PEARL Project

B E S T
National Institute of Urban Affairs (NIUA)

I & II Floor, Core 4B, India Habitat Center, Lodhi Road, New Delhi – 110003, India
Telephone: +91-11-24643576(Director), 24617517, 24617543, 24617769, 24643284
Fax: +91-11-24617513
Website: www.niua.org, www.indiaurbanportal.org
THANK YOU FOR YOUR PARTICIPATION
144

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B E S T

PEER EXPERIENCE AND REFLECTIVE LEARNING (PEARL)

The Ministry of Urban Development

National Institute of Urban Affairs

Ms. Nilanjana Dasgupta Sur

Ms. Poornima Singh

Ms. Rommani Sen

Ms. Indu Senan

PEER EXPERIENCE AND REFLECTIVE LEARNING (PEARL)

The compendium of Best Practices is an initiative to highlight some of the

Prof. Chetan Vaidya

PEER EXPERIENCE AND REFLECTIVE LEARNING (PEARL)

Water Quality Monitoring System: Surat, Gujarat 13

Bore Well Automation: Faridabad, Haryana 20

Pilot 24X7 Water Supply Project: Nagpur, Maharashtra 24

Issues in Introducing a Realistic Water-Pricing Regime: Jabalpur, Madhya Pradesh 28

SOLID WASTE MANAGEMENT

Waste Processing Plant through Public Private Partnership: Rajkot, Gujarat 39

Door to Door Refuse / Garbage Collection System: Surat, Gujarat 44

Advance Locality Management Programme: Mumbai, Maharashtra 48

Inter governmental Convergence for Integrated Sewerage system: Bhubaneshwar, Orissa 60

Automated Parking System: Bangalore, Karnataka 70

Innovative Techniques in Construction of Footpaths: Bangalore, Karnataka 74

PPP in Street Lighting: Vijayawada, Andhra Pradesh 79

PUBLIC TRANSPORT SYSTEM

Station Area Traffic Improvement: Pune, Maharashtra 87

PUBLIC PRIVATE PARTNERSHIP

PEER EXPERIENCE AND REFLECTIVE LEARNING (PEARL)

Initiatives for the Urban Poor: Mumbai, Maharashtra 102

Accounting Reforms in Urban Local Bodies: Karnataka 112

Decentralized Administration: Hubli-Dharwad, Karnataka 116

Property Tax Reforms: Ahmedabad, Gujarat 125

DISASTER MANAGEMENT SYSTEM

PEER EXPERIENCE AND REFLECTIVE LEARNING (PEARL)

NIUA has set up a website [www.indiaurbanportal.in] for exchange of information,

The quarterly newsletter, namely, “PERAL Update”, disseminates information on best

PEER EXPERIENCE AND REFLECTIVE LEARNING (PEARL)

Title of Best Practice:

In early nineties and before that period, Surat Municipal

became stagnant pool of water body. However, water

Three water treatment plants having small capacities

The New Approach

Initiatives had been also taken for the implementation of

Engineering & Implementation Strategies

water works operations.

b. Water Quality Monitoring:

20. Annual Disinfection program for water treatment

insulating taps, sealing compounds etc. are beings

With the Material Management System introduced,

All procurements are done through tenders, which

Corporation is well protected and are made full

Water being a precious commodity, it needs to be

Housekeeping within In order to ensure the uninterrupted water supply

Water Supply system of Surat Municipal Corporation

a. Municipal Corporation of Greater Mumbai, Mumbai,

1. “Water Quality Monitoring system” and

Apart from this, the best practices has been appreciated

Appreciation from State Government of Gujarat for

Contact: Ms. S. Aparna IAS,

Surat – 395 003

City: Surat, Gujarat

Title of Best Practice:

In early nineties and before that period, Surat Municipal

a) Efficient operation and maintenance of treatment