GO - NGO Partnership in Solid Waste Management - Ranchi

8/8/2019 GO - NGO Partnership in Solid Waste Management - Ranchi

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SP Working Paper Series

Working Paper No. 39

NGO Led Partnership in Solid Waste

Management - Ranchi

Darshini Mahadevia

Appeeji Parasher

December 2005

School of PlanningCEPT University, Kasturbhai Lalbhai Campus

University Road, Navrangpura, Ahmedabad 380 009


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Contents

1 Introduction to the Region........................................................................................ 1

2 SWM Initiative...........................................................................................................4

3 Clean Jharkhand Project (CJP) ...............................................................................6

4 Scale and Coverage of the Project............................................................................7

5 Institutional Mechanism and Arrangement ..........................................................10

6 Partnership/ Alliances: ............................................................................................ 126.1 ICEF and NGO (NBJK):................................................................................... 136.2 NGO and RMC ................................................................................................. 13

6.3 NGO and other municipalities in the state for replication ................................ 13

6.4 NGO and research institutions for technology adoption................................... 136.5 NGO and community i.e. PDC or WDC........................................................... 13

6.6 Formation of Pocket Development Committee (PDC)..................................... 146.7 Constitution of Ward Committees .................................................................... 15

6.8 Awareness ......................................................................................................... 16

6.9 Capacity Building ............................................................................................. 18

7 Financing Mechanism and Institution ...................................................................19

8 System of Waste Collection, Transportation and Disposal.................................. 22

8.1 Overall City....................................................................................................... 22

8.2 Details of Waste Management in Ward No. 18 ................................................ 25

8.3 Composting and Recycling ............................................................................... 298.3.1 Community Development Approach in Processing.................................. 30

8.3.2 RMC Tractor Drivers Meet to regularize MSW transport to Composting

Plant 308.3.3 Market Waste Channelization................................................................... 32

9 Infrastructure...........................................................................................................32

10 Innovation in Practice.............................................................................................. 32

11 Sustainability............................................................................................................33

12 Beneficiary Participation: .......................................................................................34

13 Upscalling: ................................................................................................................35

14 Future Plans:............................................................................................................36

15 Overall scenario and findings from the case study:..............................................36


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List of Tables

Table 1: District wise Population and Decadal Growth Rate in Jharkhand State............... 2

Table 2: Infrastructure status** in the District of Ranchi................................................... 3

Table 3: Wardwise Population & Total Waste Generated Per Day.................................... 8Table 4: Chronology of initiative taken under the CJP....................................................... 9

Table 5: User charge contribution under CJP................................................................... 19

Table 6: Expenditure made by RMC on SWM during 2003-05 (Rs in Lakh) .................. 20Table 7: Revenue and Expenditure of ULBs in the State of Jharkhand (Rs in crore) ...... 21

Table 8: Replication in Ranchi and in other ULBs........................................................... 35

List of Figures

Figure 1: (Above) Dense vegetation in Ranchi; (Below) Ranchi viewed from a hill......... 1Figure 2: Waste accumulation in water body ..................................................................... 4

Figure 3: Launch of the CJP ............................................................................................... 4Figure 4: Ward coverage under CJP ................................................................................... 9

Figure 5: Organization Structure of RMC ........................................................................ 10Figure 6: Organization Structure of NBJK ....................................................................... 12

Figure 7: PDC meeting in progress................................................................................... 14

Figure 8: PDC federated into WDC.................................................................................. 15Figure 9: Awareness Rally................................................................................................ 16

Figure 10: Street Play on SWM........................................................................................ 16

Figure 11: Road Show ...................................................................................................... 17Figure 12: Awareness among Children............................................................................. 17

Figure 13: Capacity Building of Officials and PDC members ......................................... 18Figure 14: Ward Adoption Meeting in Progress............................................................... 22

Figure 15: Cleanliness Drive by CJP and RMC Staff Together ....................................... 23

Figure 16: Drain cleaning by safai mitra .......................................................................... 23Figure 17: Doorstep collection and special cleanliness during Diwali festival................ 24

Figure 18: Collection of Waste from inside the community and from the main streets by

RMC.......................................................................................................................... 24

Figure 19: The old dumping site and the new one............................................................ 25Figure 20: The garbage collection point inside the community and on the main road (top);

Spraying of fumicides in open drain (below left); Morning attendance session in the

ward (below right)..................................................................................................... 27Figure 21: Vermicomposting Unit at Chuttu in Ranchi.................................................... 29

Figure 22: Waste accumulation beside the Grave Ground of Birsa Munda ..................... 34

Figure 23: Eutorphication of Lake (top left); A garbage tractor stuck due to bad road (topright).......................................................................................................................... 36

Figure 24: Lake Development by RMC............................................................................ 37


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Acknowledgements

We would like to thank Mr. Rajesh Kumar Das, Project Manager and Branch Head, Nav

Bharat Jagriti Kendra (NBJK), for his generous discussion on his experience of

community based issues; Mr. Awadhesh Prasad, Assistant Project Manager (APM) for

giving an initial insight on the project, Mr. Vishwa Ranjan, Policy and Liason Officer(NBJK), Mr. Suresh Yadav, Community Coordinator (NBJK), for assisting in field visits

across various wards in Ranchi and sharing their experience on ground realities while

working with communities, Mr. Santosh Kumar, Supervisor, ward no. 18 of Ranch forgiving a detailed information of his ward; Mr. Shashi Ranjan (IAS), Administrator,

Ranchi Municipal Corporation (RMC) for providing time for discussions and with the

necessary information, and Mrs. Rekha Rani, Health officer RMC for providing detailsrelated to finances of RMC. We would also like to express our sincere thanks to

communities and other supervisory staff of the NBJK working under Clean Jharkhand

Project, animators andsafai mitras for providing valuable insights on issues in SWM inRanchi.

We would also like to mention here the contribution of Mr. Amit Mistry, Student, School

of Planning, CEPT University, for assisting in collecting information from Ranchi.


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Abbreviations

ACC Assistant Community Coordinator

APM Assistant Project Manager

CA Constitutional Amendment

CBO Community Based OrganisationCBSWM Community Based Solid Waste Management

CC Community Coordinator

CSI Chief Sanitary Inspector

CSO Chief Sanitary Officer

CJP Clean Jharkhand Project

DEO District Education Officer

GoJ Government of Jharkhand

HEC Heavy Engineering Corporation

HIG High Income Group

IGIDR Indira Gandhi Institute of Development and Research

ICEF Indo-Canadian Environment FacilityLIG Low Income Group

MIG Middle Income Group

MSW Municipal Solid Waste

MT Metric Tonne

NBJK Nav Bharat Jagriti Kendra

NGO Non Governmental Organisation

NIUA National Institute of Urban Affairs

PDC Pocket Development Committee

PM Project Manager

RMC Ranchi Municipal Corporation

RRDA Ranchi Regional Development Authority

Rs Indian Rupee

RUA Ranchi Urban Agglomeration

RWA Residence Welfare Association

SWM Solid Waste Management

ULB Urban Local Body

WDC Ward Development Committee


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1

NGO Led Partnership in Solid Waste Management - Ranchi1,2

Darshini Mahadevia3

Appeeji Parasher4

1 Introduction to the Region

The northeast part of India, that isthe state of Jharkhand with some

portion of Bihar, West Bengal,

Madhya Pradesh and Orrisa is prominently known as Chotta

Nagpur Plateau. The name

Jharkhand find its place in thehistory, when, for the first time,

the agenda for formation of

Jharkhand as a special region wassubmitted to Simon Commissionin 1929. The region was finally

separated in the year 2000 as

Jharkhand State (carved out fromBihar state) and Ranchi was

declared as the administrative

capital (Singh 2005). Two otherstates in India viz.

Figure5

1: (Above) Densevegetation in Ranchi; (Below)

Ranchi viewed from a hill

1 We have documented here the Clean Jharkhand Project (CJP) pilot project in the city of Ranchi. Two

field visits were made to the city, one during monsoon and other before the Diwali festival. Eventually,both this point of time were crucial as the cities or urban centers in India get badly affected both during

rains (water logging due to solid waste) and during Diwali when the amount of waste generated as a

result of cleaning of houses is almost doubled. Within Ranchi, we have discussed in details the case of

one Ward (no. 18).2 Information in this case study is largely based on discussions with various groups of people viz., the

NGO (NBJK), the municipal corporation officials and community members.

3 Faculty, School of Planning, CEPT University.

4 Research Associate, School of Planning, CEPT University.

5 Figures 3, 4, 7 15 & 21, courtesy NBJK.


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Prior to the formation of state, Patna was the administrative capital and Ranchi was

known as the summer capital of Bihar because of its climatic conditions. The State ofJharkhand derives its name because of the extensive forest cover; it is known that 29.3

percent of the total area of the state is under forest. The region is also known for high

percentage of tribal population of which in Jharkhand has 29.77 percent tribal population

Ranchi, is the district as well as divisional headquarter and now the capital of the newly

created State of Jharkhand, located at 23o23' north latitude and 85

o23' east longitude. The

general climate of Ranchi is pleasant with average annual temperature of around 24oC.

The average annual recorded rainfall is around 126 cm. It is situated at an altitude of

654.5 m above sea level because of which the nights are relatively cool. It is known for

scenic waterfalls, salubrious climate, barren rocks and verdant hillocks. The terrain is flatwith few interesting hillocks Tagore Hills and Temple Hill (Figures 1 & 2), because of

which Ranchi is well recognized tourist centre. The city also has few lakes; one of it has

been recently developed by the corporation and the other near the Birsa Munda Grave(Samadhi) is badly affected by Eutrophication, solid waste dumping and discharge of

sewerage.Table 1: District wise Population and Decadal Growth Rate in Jharkhand State

S. No. District Population (2001)(in lakhs)

Decadal Growth Rate(1991-2001)

1 Ranchi 27.83 25.72

2 Hazirabagh 22.77 24.02

3 Dhanbad 23.94 22.82

4 Palamu 20.92 26.80

5 Western Singhbhum 20.80 16.35

6 Eastern Singhbhum 19.78 22.66

7 Bokaro 17.75 22.11

8 Gumla 13.45 16.60

9 Dhumka 17.54 17.3110 Girdihi 10.01 27.09

11 Devdhar 11.61 24.46

12 Godda 10.47 21.61

13 Gadwa 10.34 29.05

14 Chatra `7.90 29.05

15 Pakud 7.01 24.34

16 Kodarma 4.98 26.32

17 Sahebganj 9.27 25.89

18 Lohardagga 3.64 26.14

State Total (Jharkhand) 269.09 23.19

Source: Census 2001.

The state of Jharkhand has twelve districts with Ranchi as its largest district with a

population of 27.83 lakhs in the year 2001 (Table 1). Ranchi is the only district with the

status of Municipal Corporation6

in Jharkhand; there are 20 Municipalities and 22notified area committees in the state.

6 Twelfth Finance Commission Report, description in NIUA, Vol. 8, No. 2, April-June 2005.


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In 2001 census, the total population of Ranchi Urban Agglomeration (RUA) was862,850

7. The population of RMC area is 846,733. The City (RUA) has fairly good

literacy rate of 85.26 percent (persons), male literacy at 91.29 percent and female literacy

at 78.33 percent. Jharkhand is a tribal state and hence 29.77 per cent of the citys

population is of Scheduled Tribes (ST). Schedule Caste (SC) population in the city is just5.14 percent of the total population. Because of the advent of Missionaries during British

Regime there is sizeable population of converted tribal in the city, among whom the

literacy rate is considerably high.

A look at the infrastructure status of the district reveals that itself in urban Ranchi, around

40 percent of do not have access to toilet and another 60 percent are without drinkingwater facility (refer table below). The rural areas are more stressed with 70 percent of the

households with toilets, electricity and water.

Table 2: Infrastructure status** in the District of Ranchi

Percentage of Household withArea No. of

Households Electricity Drinkingwater

Toilet Electricity& water

Water &toilet

Electricity& toilet

Nofacility

Total 397,130 25.39 30.73 21.23 13.00 11.99 19.89 56.06

Rural 272,870 8.68 23.46 3.81 2.84 1.60 3.29 70.37

Urban 124,260* 62.08 46.68 59.46 35.27 34.81 56.3 24.65

* No. of HHs given in Census 2001 on RMC website is 144882 in 37 wards** Year not mentioned in the source.Source: Jharkhand Ek Parichaya.

Infrastructure in Ranchi in terms of drainage and sewerage is also not sound. The Citylike other mid sized cities of India has no sewerage system

8or treatment facility presently

other than the areas served under Heavy Engineering Corporation (HEC) and MECON.

All the major and minor drains in the city are open and exposed to deposition of silt andgarbage. Most of the residential buildings, commercial and educational institutions, have

on-site septic tanks and soak pits as temporary arrangement in the absence of a seweragenetwork. The overflow from septic/soak pits finds it way to the nearby storm drains or

low lands, which ultimately discharges into Subarnarekha river. In some cases, raw

sewage is also being discharged directly to the drains or even opens land causing healthhazards. The roadside drains have not been constructed scientifically after taking into

account peak hour rainfall. Minutes of a meeting of urban development department

reveals that only 40 percent of drains are pucca and the drainage network has not been

7 As per data downloaded from census of India website (provisional figures).

8

The city has topographical advantage for taking care of its storm water run off. The city is sloppingaway in all four directions more or less from centre. The storm run off from the town thus finds it way

to various drains and tributaries of river Subernarekha though roadside drains. The problem has been

compounded by unplanned expansion of the city. (Source: Minutes of the meeting held under theChairmanship of Deputy Commissioner, Ranchi to approve the Project Proposal Report of integrated

sewerage system submitted by M/S Span Travers Morgan. See Urban Development Department letter

No. 119 dated 22.01.2004 and RMC letter No. 1992 dated 08.09.2004.)


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designed in an integrated manner. The deposition of garbage (especially plastic) and silt

leads to clogging of drains and subsequently flooding even during mild rains.

2 SWM Initiative

Absence of proper system of SWM in Ranchi had created a situation of garbage dumpsall over the city with increasing environmental and health related problems. The city

municipal body, the Ranchi Municipal Corporation (RMC) was unable to cope with theaccumulated solid waste because of financial and administrative constraints. The

municipal body has been under financial and administrative stress and hence has not been

able to undertake solid waste management. What worsened the situation was that the stategovernment, that is, the Government of Jharkhand (GoJ) also was unable to give grants to

the RMC because of its own budgetary constraints. Hence, peoples partnership in SWM

had become imminent.

Figure 2: Waste accumulation in water body

As a result, Clean Jharkhand Project (CJP), aCommunity Based Solid Waste Management

(CBSWM) initiative was launched in 2002. Theproject was initiated as a result of approach of a non-

government organisation (NGO) to a funding agency,

namely Indo-Canada Environment Facility (ICEF).The approval from the ICEF was conditional to the

involvement of the state level agencies and the RMC.

Initially, Patna and Ranchi were selected for this project, when Ranchi was part of Bihar state.

However, the project was launched after the

formation of Jharkhand, is now called CleanJharkhand Project to impact the whole state. It tookalmost 3 years to start the project, which largely

involved the launching mechanism and preparing the

framework of the work and other negotiations (as perdiscussion with NGO). The NGO also went across

various places in the country where SWM was carried

out in an innovative way. In the beginning it was necessary for the NGO to garner localsupport, for which it organised meeting and discussed the issues with RMC and other

local clubs, NGOs and other institutions of interest.

Figure 3: Launch of the CJP

ICEF is an organisation supported by theCanadian Embassy. CJP is a partnership between the Nav Bharat Jagriti Kendra

(NBJK) an NGO, RMC and ICEF. RMC is

implementing this project in collaboration

with the NBJK, in the light of therecommendations made by the Supreme


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Court for mandatory door-to-door waste collection based on Community participation.

When the project was launched, the NGO along with the RMC organised a cleanlinessdrive employing 125 labour for 15 days. This was done to send a message across the

community about the kind of change one would expect in the future.

Box 1: Indo-Canada Environment Facility (ICEF)

The India-Canada Environment Facility (ICEF) was established in 1993 following the signing

of a Memorandum of Understanding (MoU) between the Government of India and the

Government of Canada in 1992. It is a joint project of the two governments for the purpose of

undertaking environmental projects in the water and energy sectors. The ICEF operates as a

registered society under the Indian Societies Registration Act, 1860 and is managed jointly by

representatives from the Governments of India and Canada. ICEF works directly with Indian

institutions and organisations to enhance and promote environmentally sound development,

with principal focus on building and sustaining institutional capacity and related management

capability in natural resource and environmental management. The main administrative office

of the ICEF is in New Delhi, India.

The decision-making body of the ICEF in respect to the sub-projects is the Joint Project

Steering Committee (JPSC). The JPSC has eight members, four nominated by the Government

of India and four by the Government of Canada. The JPSC is responsible for policy guidance,

ensuring the integrity, efficiency and effectiveness of all aspects of ICEF as well as to approve

the sub-project selection criteria, ICEF annual budgets, schedule shipment of commodities, and

selection and approval of sub-projects.

Indian organisations/institutions working in the environment sector, both NGO's and

government agencies, and in certain cases, the private sector may seek grant assistance to

implement a project consistent with the specific priorities and criteria set out by the ICEF.

Projects are funded on the basis of their potential to contribute to sustainable solutions to water,land and energy related resource management issues in India. The current portfolio reflects

innovative approaches to building the capacities of the communities for natural resource

management.

While nine projects have been concluded, the remaining are at various stages of implementation

as on March 31, 2003.

The ICEF Project Office has developed guidelines to conduct performance assessment of the

projects in a participatory manner. Performance assessment consists of an appraisal of the

performance of the implementing organization, their partners and the ICEF in formulation,

implementation and overall management of the development project, and their success in

achieving results. ICEF has developed practical guidelines to comply with the IndianEnvironmental Protection Act and the Canadian Environmental Assessment Act. All sub-

project proposals currently under review and in progress are subject to the requirements of these

Environmental Acts.


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3 Clean Jharkhand Project (CJP)

Clean Jharkhand Project (CJP)supported byIndia-Canada Environment Facility (ICEF)is a Community Based Solid Waste Management (CBSWM) Programme aimed at

providing feasible Community Based Urban SWM towards better local physicalenvironment through better institutional building, mass awareness, capacity building and

local resource recovery approaches

9

. The Honourable Chief Minister of Jharkhandlaunched it on 16th

November 2002. The project duration is 5 years (Nov 2002 to Oct

2007). The project taken up in Ranchi city is for field demonstration of the system of

9 Clean Jharkhand Project Half Yearly Report (1st April 04 30th Sept 04) prepared by NBJK, Ranchi

& submitted to ICEF, New Delhi.

Box 2: Nav Bharat Jagriti Kendra (NBJK)

Nav Bharat Jagriti Kendra was formed in 1970 by four young engineers inspired by Gandhi's

ideas. One of NBJK's main programmes is to develop a Community Action Network. This now

has about 150 grassroots groups usually made up of 3 to 4 people and led by an experienced

community worker. Each group focuses on issues most pressing in their area.

The Network operates by motivating people to act for themselves rather than providing direct

economic input into villages. All the grassroots groups work through Lok Samitis (People'sCommittees). The Samitis discuss village issues, help people to gain access to their rights, and

work as "vigilance committees" for monitoring functioning of government programmes.

Now, 30 years on, NBJK is one of the regions premier NGOs. Supporting grassroots groups

through its small groups support programme, NBJK also runs a wide range of programmes on

health, education, watershed development and appropriate technology throughout Bihar and

Jharkhand. Over the years, NBJK has developed a network of village level volunteers who run

itsLok Samiti network. TheLok Samiti members act as a watchdog on the governments social

and economic programmes and, like the grassroots groups, do their best to ensure thatlegislation such as the Minimum Wages Act is enforced, particularly on government

construction projects.

NBJK started its small groups support programme in the early 1990s as it realised that it was in

danger of becoming a big NGO and losing contact with the day-to-day realities in the villages.

So, it decided to grow and spread its influence and programmes by promoting new village-

based groups. It has provided training and guidance and, in some cases, financial support to

these new groups set up by committed people working in their own villages.

NBJK now has contact with over 200 grassroots groups in Jharkhand and Bihar and more

groups are coming forward to seek their support every day. NBJK is now planning a district

and state level support structure for the small groups programme, while promoting new groupsand identifying their capacity building needs. The network will develop an advocacy role.


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SWM and will be used for advocacy, mass awareness and community action purposes. It

is envisioned that based on the results, the same model would be replicated in other 14major municipalities of Jharkhand state.

The main objective of the project is to educate the local institutions of governance about

the already existing Supreme Court guidelines on SWM and their assigned roles andresponsibilities to better manage solid waste. This awareness and capacity building

initiative is expected to culminate with the State Government adopting a policy document

on SWM. This project was started with two-fold objective of Policy Advocacy and FieldDemonstration. It was planned to undertake Policy Advocacy for Community-Based

SWM model with the State Government and 14 local Municipalities and notified

committees of the State of Jharkhand.

At the field demonstration level for Ranchi city, local residents are required to contribute

directly towards improving civic amenities through Pocket Development Committees(PDCs). The local community is mobilized to form PDCs to help in door-to-door

collection, segregation and local transportation to the nearest collection point. PDCs actas a local hub, where the residents would oversee the performance of cleaning, collection

of dues and other environmental improvements in their locality. RMC helps with onwardtransportation of the waste collected.

4 Scale and Coverage of the Project

To decide on the scale and coverage of the project, initially, a study was conducted onquantity and composition of waste generated in Ranchi city, by the CJP in collaboration

with RMC in month of June 2004. Primary data was collected by random sampling

method. The sample size was 412 households in 7 different wards. Samples were drawn

from each ward comprising of 3 income groups viz. Higher Income Group (HIG), MiddleIncome Group (MIG) and Lower Income Group (LIG). It was found that the total waste

generation was 325 Metric Tons (MT) per day and per capita waste generation was 247

gm /day. However, an estimate drawn from population and per capita generation revealsthat the waste generation in Ranchi city is 209 Metric Tons (MT) per day (Table 3).

From the Table 3 it can be observed that ward number 20 and 8 has the highest level ofwaste generation i.e. 14 MTs and 10 MTs respectively. The NGO (NBJK) is currently

working in ward number 20; ward number 8 is still managed by RMC. During the field

visit it was observed that the amount of waste generated during the Diwali festival isalmost double.

The study found that of the total waste generated, 24 per cent is inorganic and remaining

76 per cent is organic. The amount of recyclable waste in the inorganic waste is 19 percent, comprising of 1 per cent rubber, 8 per cent paper, 1 per cent glass, 8 per cent plastic

and 1 per cent metal, and remaining is other wastes. Out of total organic waste generated,

65 per cent is kitchen waste, 2 per cent is cloth waste, 1 per cent is wood and remaining32 per cent is other waste. By income, the study found that HIG generated the highest


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amount of waste (38 per cent), followed by MIG (27 per cent) and the LIG (35 per cent)

(NBJK 2004).

Table 3: Wardwise Population & Total Waste Generated Per Day

Ward No. Households(2001)

Population(2001)

Total Waste Generated(in Kg/day) @ 0.247 Kg/day

1 5,089 30,153 7,448

2 6,212 33,537 8,284

3 2,061 12,656 3,126

4 6,108 35,494 8,767

5 1,842 12,700 3,137

6 780 4,868 1,202

7 3,891 24,638 6,086

8 7,219 41,477 10,245

9 6,384 35,551 8,781

10 4,974 27,058 6,684

11 3,557 27,058 6,166

12 2,175 24,964 4,00513 2,350 16,215 4,045

14 2,457 15,958 3,942

15 3,387 23,624 5,836

16 2,045 14,929 3,686

17 2,925 19,821 4,896

18 4,460 24,834 6,134

19 5,882 34,363 8,488

20 9,941 56,749 14,018

21 5,162 29,826 7,367

22 5,698 31,951 7,892

23 3,462 18,770 4,636

24 3,645 19,806 4,892

25 3,970 23,266 5,74726 4,870 22,556 5,572

27 3,756 22,077 5,454

28 1,921 13,401 3,311

29 3,558 19,519 4,821

30 5,020 28,518 7,044

31 3,364 18,434 4,553

32 2,723 14,360 3,547

33 2,051 12,157 3,003

34 2,624 15,418 3,808

35 2,989 15,727 3,885

36 3,729 20,105 4,966

37 2,601 15,173 3,748

Total RUA 144,882 846,733 209,216Total District - 2,785,064

Total NBJK 420,872 103,962

Source: Census 2001 also available from the website of RMC.Note: Wards in shaded rows are the ones covered by NBJK as of July 14, 2005


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Apart from creating a sustainable environment together with cleanliness, the project also

requires awareness and partnerships with other organisations and replicating the same inother urban local bodies (ULBs) of the state. The details of this are discussed in detail

later on the paper.

5 Institutional Mechanism and ArrangementFigure 5: Organization Structure of RMC

RMC11

was established on 15-09-1979 by merging

erstwhile Ranchi Municipality, Doranda

Municipality and Ranchi Doranda joint water board.

It is the 2nd

municipal corporation of erstwhileBihar. The first election of the corporation was held

in 1986. The elected body was superceded on 13-

10-91, thereafter the election of corporation has notbeen held.

The existing Municipal Corporation Act, 1951 isobsolete and voluminous. The powers, duties and

functions of the municipal authorities can be looked

into afresh particularly because of overlapping

jurisdiction with other agencies. Some of the penalprovisions need revision

12.

Solid waste management falls under the purview ofMunicipal Corporation. Since, the 74

thamendment

13

of the constitution is implemented neither in Bihar

nor in the newly formed state Jharkhand; most ofthe decision regarding any infrastructure development other than routine work needs

permission from the state government, of which the most critical issues pertain to

investments.

Presently, the health department of the municipal corporation, which is headed by the

administrator, holds the responsibility of managing solid waste. The urban development

department takes care of the sewerage. Currently, it is in the process of constructingunderground drainage system for the city of Ranchi, the tendering of which is in process.

Decision regarding location of new landfill site has also come from the urbandevelopment department and the district administration. The middle level supervisory

structure for sanitation i.e. chief sanitary inspector (CSI) is non-existent with no

sanctioned post of sanitary inspectors, sanitary officers and environment engineer.

11 RMC website.

12 Article in Hindustan Times dated 25th August 2004 by Administrator, RMC.

13However, the State has implemented the 73

rdamendment of the constitution for establishing Panchayati

Raj System.

Administrator

Dy. Administrator

Health Department

CSI

CSO


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Consequently the Jamadars (labour supervisory staff) directly reports to the health

officer.

Decisions regarding with regards to the CJP was taken at the state level. After this, the

RMC has given wards mentioned in Table 3 to the NGO for primary waste collection

through a MoU. Further, the MoU states that the NBJK supervisor would supervise theRMC staff (jamadar and two workers) for lifting the garbage from the desired points.

Field visit observation reveals a strong co-ordination both between RMC and NBJK staff.

NBJKs community coordinators are in direct consultation with the health officer. Thecorporation has also given a space to the NGO in RMC office for regular interaction.

There has been a significant expansion in the number of wards contracted out by the

corporation.

The NBJK also has a formal organisational structure. A project manager, in close

coordination with the community coordinator and the supervisor, handles the project.From the field visit, it was observed that there was good communication between the

various members in the chain and also the community or PDC members. At each level awritten document is maintained to maintain transparency and accountability.

For every four supervisors there is one assistant community coordinator (ACC) and onesupervisor handles one ward. The animator is responsible for collecting user charges

directly from the community and is deposited with the community coordinator.

The organisation has four different division14 which is coordinated by the assistant projectmanager, viz.,

a) Awareness division b) Capacity building division

c) Resource recovery division and

d) Policy and liaisoning division

14 The Resource recovery, awareness and capacity building division are discussed later in this chapter.

Policy and Liaisoning is discussed in partnership/ alliance head.

Box 3: How the Safai Mitra is appointed?

Bio data are invited through a notice in the newspaper and the applicants are selected through

personal interview and are kept for preliminary 3 months period. If any Safai Mitra is notworking properly then a permanent ban is put on the person and he is not allowed to work in

any other ward. Each Safai Mitra is given a pair of dress, which they have to wear daily while

they are working and if they do not wear it their half-day salary is cut.


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Figure 6: Organization Structure of NBJK

In addition to this there are two more departments viz.:

i) Training Department: It offers training to Safai Mitras regarding their work and

etiquettes which they should follow as a member of the NBJK team, including how to

collect the garbage, how to go for door to door collection and whistle and wait till theowner comes, how to talk to them, about their dressing code, etc.

ii)Documentation Department: It documents on regular basis all the work that is done by

NBJK including any workshop or newspaper article etc.

6 Partnership/ Alliances15:

One of the important aspects of the CJP is involvement of different stakeholders.

Although the project started as a result of initiation by the NGO and the ICEF, variousstakeholders were soon brought in to establish collaboration and cooperation among

them. The NGO has established a liaisoning division to built alliance with various

stakeholders.

15 A task force was also constituted to prepare a draft policy on SWM in Jharkhand State. The members ofthe taskforce are from: a) NBJK, b) Member, Supreme Court Committee on SWM, c) ICEF, d) Urban

Development Department, e) RMC, f) Ranchi Regional Development Authority (RRDA), and h) Indira

Gandhi Institute of Development and Research (IGIDR).

Project Manager (PM)

Assistant Pro ect Mana er APM

Community Coordinator (CC)

Assistant Community Coordinator

(ACC)

Supervisor

Safai Mitra Animator

Awareness Division

Resource Recovery

Division

Policy and Liaisoning

Division

Capacity Building

Division


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These partnerships exist between:

6.1 ICEF and NGO (NBJK):

The initiative started as a result of funding from ICEF as mentioned earlier. The role of

NGO is to establish a sustainable community based SWM system with Ranchi as pilot

case and replicating this in other municipalities.

6.2 NGO and RMC

Recognising the crucial role of RMC in waste management, dialogue process was started

with the RMC even before the launch of the project. In fact the programme began with

signing of an agreement with the RMC under which CJP was permitted to work initiallyin ward no.7. As per the agreement, the CJP would deploy Safai Mitras (Cleaning

friends) with the help of the community for door-to-door collection of waste, while RMC

would provide their human resource support along with their equipments and vehicle towork with the CJP team in this endeavour. Convinced with the achievements of first

ward, the RMC agreed to allocate 15 more wards under CJP and thus CJP is covering

total of 16 wards under its SWM interventions. The corporation has allotted an officespace to the NGO for better coordination.

Apart from the partnership with NBJK, the corporation is also in alliance with three other

NGOs and has contracted out its 10 wards completely for collection, transportation anddisposal of waste. However, this does not fall under the CJP project.

6.3 NGO and other municipalities in the state for replication

To replicate the similar model of SWM in Ranchi, the NGO has organised workshops in

different parts of the state and entered in alliance with the respective municipalities for

further implementation.

6.4 NGO and research institutions for technology adoption

CJP in coordination with Thyagraj University, Madurai has identified technology ofwaste plastic recycling by using it in road construction which also increases longevity of

road by reducing possibilities of pot holes. The concept is in discussion with the roadconstruction department and also with the ARMY personals.

6.5 NGO and community i.e. PDC or WDC

One of the major objectives of the project is to establish sustainable community based

SWM with active participation of the people. Active participation inversely implies the

responsibility of the community in managing the surrounding cleans. Based on such

ideology the initiative intended the formation of community groups (PDC) andsubsequently mobilizing the community and its resources for a healthy neighbourhood.

The partnership of NGO and community is built on trust of getting the requisite service

i.e. doorstep collection of waste, for which a household in the community contributes Rs.

20 per month. Direct user pay charge mechanism in turn increases the accountability ofthe whole system. This is coupled with a close interaction with the service provider and


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user, where each of them can claim for their right. It was observed that the interaction

with the public administration tended to become more bureaucratic, involving lengthyprocedures.

While the contribution is made for the service provision, the NGO also acts as a mediator

for the community to raise its issues and concerns to the RMC. The issues concerningSWM and basic amenities like inadequate number of dustbins, poor drainage facility,

irregularity in lifting of garbage etc. is taken up with RMC on regular basis. However,

through orientation and training of PDC, community is slowly being empowered to raisethese issues on their own.

6.6 Formation of Pocket Development Committee (PDC)

PDC has been seen as key institution in the

CBSWM. It consists of selected community

representatives who organise together to takeaction on behalf of community. The CJP

undertakes capacity building of PDCs todevelop and strengthen them as an effectiveinstitution to deliver SWM in their colonies.

As per the discussions many of the present

community groups came into existence before

1970s. They were then formed for reasons of

security, mainly appointing security personnelto guard the community

16. It thus became

easier for the NGO to mobilize these

communities for SWM. Where such groups

did not exist, the NGO had to adopt newapproaches to form the community groups

(i.e. PDCs). In some instances, NBJK had to

motivate a key person of the community, such

as a senior citizen or a local leader, who then

extended their help in organizing groupstowards this purpose.

Figure 7: PDC meeting in progress

There is a set process to form a PDC. Thesteps followed are:

a) Survey of the Mohalla (Area)b) Identification of CBOs/ Club/ small NGO

16 Discussions with community members.


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c) Informal meeting in colony by the CJP staff

d) Identification of interested person in SWMe) Meeting with interested people

f) Door to door visit by CJP staff and interested residents

g) Formal meeting with residents

h) Deciding the office bearers of the PDC, namely the president, secretary, treasurer andthe general members

i) Formation of a PDC

In a single ward there may be 2 to 4 PDCs. The size of these PDCs ranges from 18-20

households to 230 households. These PDCs are both homogenous and heterogeneous in

nature. Some of these PDCs are self sustaining PDCs, i.e. the NGO provides them with safai mitra while the payment to the safai mitra and rickshaw is directly borne by the

residents.

PDCs are imparted training on SWM as

well institutional and financialmanagement aspects. The regular

experience sharing meetings are organisedin which PDC members discuss problems

of their respective area and decide actions.

At the initial stage, these meetings arefacilitated by the CJP. The latter gradually

withdraws and members start conducting

the meetings independently.

Figure 8: PDC federated into WDC

6.7 Constitution of Ward Committees

It was realised that the PDCs were working in isolation and scattered form and the whole

ward was not involved in this. In a ward there were 2 to 3 PDCs, which were

administered differently. NBJK has started the process to federating all the PDCs of award into a Ward Development Committee (WDC) to have a homogenous development.

Some households who do not co-operate in this initiative also receive the same level of

service.

Constitution of Ward Committees was done during ward level meetings organised under

awareness campaign17

Ranchi Nagar Nigam Apke Dwar. Members of ward committeeare the representatives of PDCs and hence the WDC in essence became the federation of

the PDCs. This has achieved two objectives, one is a singular representation of wards not

17 A mega campaign Ranchi Nagar Nigam Apke Dwar (RMC at your doorstep) was organised from 21stJuly to 13th August 2004 to facilitate interface between RMC and community, whose central focus wasorganisation of ward level meetings. RMCs Administrator with Dy. Administrator and Health Officer

were present in the campaign.


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only for discussing the problems related to SWM but for putting across issues related to

other infrastructural facilities. This would also attain homogeneity in level of cleanlinessacross the entire ward. When PDCs function independently, then only parts where they

are functional would be cleaned. The role of these WDC can be anticipated to be more

effective during the ward committee election as per the 74th

amendment of the

constitution. This election as per the RMC officials is going to be held in the near futurein the state of Jharkhand.

As per the information from NBJK, 11 ward committees have been constituted across 14wards under CJP interventions. The meetings of these WDC are held regularly on a

monthly basis to get apprised with the problems of the community and plan out strategies

to solve them. Major role of Ward Committee is to:

Keep the RMC updated about the problems of the ward Mobilize community support and co-operation in solving the problems of the ward Liaison with other stakeholder on behalf of the community

Promote community level action for environment protection and SWM

6.8 Awareness

Over the years, both at national and

international level, it has been realisedthat awareness is the key to motivate

people and make the efforts more

participative. Literacy in India is definedat reading and writing capability, but this

does not necessarily imply understanding

of other facets, of which environmentalconsciousness is a major one. Lately,

environment education has become a part

of the primary education system in manystates of India.

Figure 9: Awareness Rally

With a similar notion of environmental

awareness the CJP project started the SWM

initiative with a mass awareness campaignamong the citizens and the administrators

and also motivate them to perform their

role. The project was projected as a statelevel campaign Clean Jharkhand Project

rather than a city focused project (CleanRanchi), to gain immediate acceptability. Inthe initial stage mass awareness through

road shows and street plays in Ranchi city,

chosen as the pilot case.

Figure 10: Street Play on SWM


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Recently, NBJK has expanded the similar activities to other municipalities of the state

through workshops and seminar. ICEF funding has been important in making this moveahead.

Awareness through mass campaigning has also been helpful in including various sections

of the society, which ensures effective participation It is a move towards sustainablemovement. Mass awareness activities have been carried out by the NBJK with the help of

published and electronic media, road shows etc. targeting communities, school children

especially, teachers etc. NBJK is nowtargeting housemaids and servants, who

are the ones in charge of disposing

garbage from the house. A visit to the cityin recent times gives the mass evidence of

mass awareness campaigns. But, these

campaigns have not yet transformed intoreal action. There is a long way to go to

achieve the desired level of cleanliness inthe city. Hence, much more than

awareness campaigns is required.

Figure 11: Road Show

NBJK holds regular press conferences every six months. Besides that, newsletter is also

being circulated across all the PDCs and schools. NBJK also releases its quarterly and

half yearly progress reports. It has also published articles and journals on waste fromhealth, bio-medical waste etc. A documentary on CJP also has been released reecntly.

Figure 12: Awareness among Children

Regular meetings are held with communities i.e. PDC, where community members and

representatives, RMC officials and NGO staff participate. These meetings largely focus

on issues related to SWM and other public services. The latter set of issues does not fallunder the purview of CJP, however, these issues also generally come up because

corporation officials are present there. Direct dialogue between the users and service

providers develops transparency in the system. It is also useful for reviewing the progress


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Box 4: Number of Capacity Building Session

organised under the CJP

Safai Mitra - 20

Municipality - 17

Project team - 15

PDC - 11

Workshop/ Seminar - 15

Exposure visits - 12

Source: NBJK

and promoting the same across the city. One of the main objectives of this meeting is also

to empower the communities for establishing a sustainable system.

6.9 Capacity Building

One of the other main objectives of the project is to strengthen the present system in

terms of increasing the efficiency and capacity of the administration, NGO workers andthe community as well. This is done with a view to impart not only development of

further skills but also ensure effectiveparticipation from the different actors

involved and motivate them for the

same. Infact, largely it can be seen as

synchronisation and preparedness forthe launch of the new initiative.

Capacity building is also required to

orient different actors towards theconcept of SWM, CJP methodologies

and objectives and also to bringawareness regarding the newly framedSupreme Court guidelines on MSW.

Figure 13: Capacity Building of Officials and PDC members

In this regard, the CJP has arranged capacity building programmes for actors in various

heirarchies. These were were not only limited to the NBJK but were also extended toRMC officials and other municipalities in the state. With RMC, the workshops are

intended to share the experience and issues arising out of it.

CJP also arranged exposure visits for itsworkers to other cities in India, where

innovative ways of MSW were

emerging. Visits were made to Madurai(Karnataka), Bhadreshwar and

Kacharapara Municipality of West

Bengal.

Following training is imparted to the

project team:

Record Keeping Training

GIS Software Training Budget Planning Workshop Project Team Reflection Meeting


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7 Financing Mechanism and Institution

ICEF is the main funding agency. Total funding for the project is Rs. 6.57 crores and the

project duration is 5 years. Funds are cleared on yearly basis but not allocated in equal

instalments. The CJP gets its funds as per the annual budget that is sanctioned which is

prepared on yearly basis. Annual Budget is made by SWM experts (including CJP andICEF officials) in a period of about 1 to 1.5 months time after having initial 4-5 rounds of

discussions. Out of the total annual budget, 25 per cent of money is kept for

administration purpose, which includes salary, office expenses, operation andmaintenance; and 75 per cent of money is kept for Project Expenses, which includes

awareness and other project expenses.

There is no other source of funding and the household contribution, which is Rs. 20 per

month remains an important source of funds from which salaries of safai mitras and

animators are paid. However, the collection ranges sometimes from Rs. 5 in some areasto Rs. 35. The animator is paid 15 percent to 16 percent of the amount collected by him.

Each ward has 1 Animator and his/her job is to collect the contribution of Rs. 20 fromeach household of the ward and submit it at CJP office. From there thesafai mitras arepaid Rs. 1,820 on monthly basis. Wherever there is deficit the required money is taken

from the main funding. Money is deducted from safai mitras salary if he is not regular,

and incentives are rewarded upon his performance18

.

As of now, the total collection from the city is to the tune of Rs. 3 lakhs per month. This

has grown from a meagre amount of Rs. 25,000. However, this amount is just sufficient

enough to meet the salary of the 160 safai mitras at the rate of Rs. 1,800 per month.Various additional costs are associated while managing the solid waste such as purchase

of rickshaw trolley, which costs Rs. 5,000, and maintenance of it could be estimated at

Rs. 100 per month. Over the years the NGO has been striving to increase the collection soas to atleast make the work of safai mitras sustainable. In case of shortage of funds

normally it is met from the project funds available from ICEF. Currently, wards 18, 26, 4,

10, 7 and 17 are working without any grants and the contribution from the wards is

sufficient enough to just meet the payments ofsafai mitras and other maintenance.

Table 5: User charge contribution under CJP

Particular Units Number

1) No. of HHs catered under CJP (in 16 wards*) no. 71,374

2) Estimated collection @ Rs 20/ HH/ month Rupees 14,27,480

3) Present collection (monthly) Rupees 3,00,000

4) Gap Rupees 11,27,480

5) Proportionate Collection of the estimated % 21

* Refer Wardwise households and population as per census 2001 in table 2.

18 In fact there are no femalesafai mitras working with the NBJK now.


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Table 5 above gives an account of the user charge contribution under the CJP. It can be

seen that although almost 49 percent of the population (16 wards out of 37 wards) arecovered under CJP and 60 percent of the users contribute. However, the user charge

contribution in terms of absolute collection is only 21 percent. There is still a huge gap of

Rs 11.27 lakhs. This vitally reflects two important concerns; (i) either the number of

residents contributing is less than 60 percent stated (by the NGO) to be contributing (ii)or as the contribution is less than Rs. 20 per household.

Other source of finance includes contribution by RMC in terms of providingtransportation facility to NBJK and payment to three other NGOs (recruited on

contractual basis). The corporation makes a payment of Rs. 1.5 lakhs monthly for 10

wards amounting to a monthly expenditure of Rs. 15 lakhs to these contractors. However,the basis of this with reference to ward size is not known. Table 6 highlights expenditure

made by the corporation during the time period of 2003-05. As per the information from

the RMC officials, the corporation has a secured fund of Rs. 4.5 crore, which it intend tospend on composting and other infrastructure related to SWM.

Table 6 also shows that around 55 percent of the total capital expenditure was incurred on

collection of waste and 44 percent on transportation. However, the detail break-up andtotal RMC budget was not available, in the absence of which it is difficult to present a

detailed analysis of the finances of RMC with reference to SWM. Data available from the

website19

of RMC shows that the corporation generates revenues from property tax, rentsfrom municipal markets, professional tax and others. Corporation had collected Rs. 397

lakh from property tax out of total revenue of Rs. 513.00 lakh (77 percent) during the

year 2003-04.

Table 6: Expenditure made by RMC on SWM during 2003-05 (Rs in Lakh)S. No. Particulars Capital % age O & M

1 Collection 159.41 55

2 Transportation 129.48 44

3 Disposal 2.79 1

Total 291.68 100 45 436.68

Source: RMC

Infact the total internal resources of the corporation are not even adequate to meet theexpenses on the salary and wages, despite having hardly 700 sanitary staff in place of

necessary 2000 as per national norms. The all India20

average property tax is Rs. 150 per

capita per year, and therefore the income from property tax alone should have been Rs.15.00 crores instead of present Rs. 4.00 crores. Coimbatore, a city of an almost equal

size, earns Rs. 32 crores only from property tax and has 2,254 sanitary staff. The RanchiCorporation is however, thinking on expanding its resources either by an increase in sales

19 http://ranchimunicipalcorporation.org/revenueSources.php.

20 Article in Hindustan Times dated 25th August 2004 by Administrator, RMC.


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tax or introduction of toll tax to raise the present budget of Rs. 5.13 crores to Rs. 20

crores to Rs. 25 crores.

As per the discussion with RMC officials, the recovery of property tax is very weak.

Presently only 40 percent of the property tax is recovered, this leaves a heavy burden on

the corporation for making investment on infrastructure development. The corporationhas now introduced e-governance system as in other parts of India, but its results are still

to be seen. Various other taxes have not been revised since 1993. The corporation

presently is also striving to expand its boundaries and cross the ten lakh populationbenchmark so as to have access to other state level funds.

Recently, the 12th

Central Finance Commission21

has earmarked Rs 5000 crore in totalfor all the municipalities of towns with population over 1 Lakh for the period of 2005-10.

However, this grant will not be available to RMC as the 74th

CAA for formation of the

ward committees has not been executed by the State. Although the wards exist for the purpose of management but there has not been any election of ward representatives,

which deprives them from receiving this grant.

As of now, all the drains (both major and minor) are open and are exposed to depositionof silt and other waste. The technical studies for the above are in progress. It is presumed

that work on this would start soon somewhere in a year by the urban development

department. A preliminary survey has indicated that Rs. 350 crores will be required to provide underground sewerage system, Rs. 18 crores for construction of roads, Rs. 20

crores for drains, Rs. 13 crores for providing street lights and Rs. 50 crores for other

public amenities22

.

Table 7: Revenue and Expenditure of ULBs in the State of Jharkhand (Rs in crore)

Particular 1998-99 1999-00 2000-01 2001-02 2002-03Total Revenue 12.29 17.64 13.94 51.95 26.43

Total Expenditure 7.83 20.98 24.17 136.93 120.09

Revenue/ Expenditure 1.57 0.84 0.58 0.38 0.22

Source: NIUA, (2005); Volume 8 No. 2 April-June.

Table 7, illustrates the financial picture of the ULBs in the Jharkhand State. Within a

span of 5 years the expenditures have increased 15 times but the corresponding rise in

revenues to support the system has just doubled. The income to expenditure ratio hastherefore declined significantly. Although, the source of additional revenues for

supporting relative expenditure is not known, perhaps these are met through grants and

loans. Such a situation raises issues of dependency and sustainability. It is however,worth mentioning that the expenditure of ULBs in Jharkhand after becoming a separate

21 www.indiabudget.nic.in or in Economic Survey 2004-05.

22 Article in Hindustan Times dated 25th August 2004, RMC.


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state in November 2000 has increased significantly i.e. from Rs. 24.17 crores to Rs.

136.93 crores, a six times increase.

A similar state Chattisgarh (dominantly tribal region), which was carved out from

Madhya Pradesh had total revenue as Rs. 281.67 crores and total expenditure as Rs.

265.91 crores during the period 2002-03 (NIUA, 2005).

8 System of Waste Collection, Transportation and Disposal

8.1 Overall City

As mentioned earlier the city of Ranchi has 37 wards. Out of these 37 wards the NGO

under the CJP project is handling 16 wards. The corporation has given 10 wards oncontractual basis to three other NGOs, where other NGOs for collection, lifting and

transportation of waste. Presently RMC is not paying anything to NBJK, like it pays to

the NGOs on contract. It only assists CJP in providing tractor and labour for lifting and

transportation of waste. Remaining wards are taken care of by the corporation itself.Figure 14: Ward Adoption Meeting in Progress

Within a ward (where CJP is operational)

itself there are differentials because of non-cooperation. Only the inner communities i.e.

those not residing on the arterial roads prefer

to be a part of the PDC. None of theshopkeepers and informal sector on the main

roads is member of these PDC, which

eventually creates division within the ward

itself. This is because, the RMC cleans themain roads and residents here do not want to

become members of PDCs so that they have

to pay. In such a case, the NGO performs its function only in the inner wards and themain roads are catered for sweeping by the RMC staff. Normally, for this purpose

community dustbins are located both on the main roads and inside the neighbourhoods.

Initially when the CJP started, the NBJK was active only in one ward (ward number 7).

Gradually, the work was expanded to other wards. In the past two years itself the number

of wards under these projects has reached upto 16 and some of more are in the pipeline.

Before the starting of this project there were approximately 15 to 20 community-basedorganisations (CBOs) in Ranchi. The presence of these CBOs enriched the effort offormation of PDC. The NGO mobilized these CBOs towards SWM project. Altogether

there are 157 PDCs run by the NBJK. These CBOs where previously lacking the

accessibility to various resources, which after the formation of PDC and linkage with the

NGO are in a better position to bargain with the administration for various services.


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CJP initiative starts with ward adoption, which is an agreement with the RMC for

implementing the concept of CBSWM. As per the agreement with RMC, the CJP deploys safai mitras for door-to-door collection of waste while RMC provides their human

resource support along with their

equipments and vehicle. The requirement

of extra labour and equipment is borne bythe CJP. Once this is done the NGO forms

PDC (as explained in earlier session) and

draws plan with the corporation regardingthe waste lifting.

After the adoption of ward, massivecleanliness drive is undertaken to clean

roads/streets/ drains/ other public places,

one day before the ward level meetings.During this drive long accumulated

garbage on public places and blockeddrains are cleared out. RMC puts its staff

and equipment to the service of CJP. Therequirement of extra labour and equipment

is met by CJP. The cleanliness drive is

accompanied by awareness activities likedistribution of pamphlets, awareness by

cultural team and door-to-door contact to

inform the people about the project andseek their participation.

Figure 15: Cleanliness Drive by CJP and RMC Staff Together

After the completion of cleanliness drive,

the system of regular cleaning is put in

place. Safai mitra along with a trolley andother equipment is deployed for regular

collection of waste from doorstep,

sweeping of streets, roads and cleaningdrain periodically. Community has to pay

amount of Rs. 20 per month for the

services of waste collection andcleanliness. One Animator is deployed in

each ward to collect these monthlycharges from the households.

Figure 16: Drain cleaning by safai mitra

The doorstep collection is carried out in the morning hours between 7 am to 11 am.

During this time period thesafai mitra sweeps the internal neighbourhoods, cleans open

drains (this is done only once a month) and collects waste from each household, even


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purpose. The lifted garbage is then transported in tractors or hydraulic dumpers to the

dumping site.

As of now, all the garbage of Ranchi city was dumped at a place known as Mukaddam,

which is actually surrounded by some housing societies. This site was long being used for

dumping but now due to foul spreading from it, this site is facing local protect. Thecorporation has now shifted the dumping site to a place called Zheeri which is located

almost 10 kms away from the city.

The new site has been selected by the RMC with the help of the Ranchi Regional

Development Authority (RRDA) and the urban development department. Infact the

location of landfill sites in general in India is not only governed by availability of space(outside the urban limits) but also largely on account of the opposition of the people.

Technical feasibility and environmental impacts often gets unconsidered. The Supreme

Court guidelines therefore mention the location of landfill sites 20 kms away from theurban areas. However, due to rapid urban expansion and proximity of rural areas the

distance gets diminished. Further any location is subjected to opposition given the factthat there is no scientific treatment.

The site selected for Ranchi is undulating and has a rocky terrain; the corporation thus

feels that dumping of garbage and levelling it over the years would create flat land that

can be used later on. Nearby villages opposed the dumping site in their vicinity.However, with the promise by NBJK to maintain the site it is presumed that the harmful

effects by waste disposal would be eradicated. The site as of now does not fall under the

norms of engineered landfill site. The dumping right now is done in a crude manner andits levelled with mud.

Figure 19: The old dumping site and the new one

8.2 Details of Waste Management in Ward No. 18

Ward number 18 lies in the northern part of Ranchi city (Figure 4). The population of the

ward is 24,834 (as per census 2001). As per the rate of generation 0.247 kg/person/day,the total amount of waste generated per day is to the tune of 6134 kg/day. The initiative

in the ward with reference to CJP project started in May 2003. The ward has around

4,460 households out of which presently work is going on with 1600 (36 percent)

households. Mostly lower and middle-income groups reside in this ward. Ward hasaround 250 to 300 shops catering to local needs. Most of these shops being on the main

streets are not part of the initiative and do not contribute the user charges. Shopkeepers


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and informal sector normally throw their garbage on the main street, which in the

morning is swept by the RMC staff. Thus, they think that they do not need to pay anyuser charges. In many instances, the main streets become garbage dumpsites, when the

garbage is not picked up regularly. Thus, the whole system works in such a fashion that

inner localities are managed by the NGO which involves door to door collection of waste,

sweeping, cleaning of drains (once in a month) and the main roads in the ward are takencare by the RMC. However, there is significant contrast in terms of cleanliness in the

inner areas and the main roads. The inner areas are cleaner than the artery roads.

Figure 20: The main roads maintained by RMC and the inner roads by NGO

There are three slum pockets with an estimated population of 800 households of which

presently around 500 households receive this service. Their contribution ranges from Rs.5 to Rs. 30 per month per household. These slum pockets participate generously in the

movement and believe that atleast through this initiative they are receiving some service.

The ward also has around 10 institutions mainly schools and around four small

dispensaries and a hospital. Some schools do not pay any user charges. NBJK has

installed compost dustbins, which are utilised for throwing tiffin waste. In the past, NBJKhas also organised awareness programmes in this schools.

Presently, there are 16 PDCs in the ward of which 1 is sustainablePDC23

. The number of safai mitras engaged in sweeping and door-to-door collection are 16, which means one

safai mitra per PDC. 1 supervisor administers these 16 safai mitras. Each of these safaimitra is provided with a rickshaw trolley (costing around Rs. 5000). Animator is

responsible for collection of charges. The animator is paid 15 percent to 16 percent of thetotal collection made from the ward. Presently around 75 percent of the households

23Where the PDC is able to purchase the rickshaw cycle on their own and are able to manage the waste ontheir own in a sustainable manner.


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contribute towards user charges. The total monthly collection from this ward is Rs.

25,000. RMC has provided 1 Jamadar, 4 workers for road sweeping, and 1 driver withthree workers for lifting garbage. Altogether, in this ward, there are 29 personals directly

engaged in managing waste.

Figure 20: The garbage collection point inside the community and on the main road (top);Spraying of fumicides in open drain (below left); Morning attendance session in the ward

(below right).

There are four collection points in the ward (Map in Annexure 1), one on the main streetand three at different places in the locality. The garbage collected from each household is

brought at this collection from where it is lifted by the RMC staff under the supervision

of NGO supervisor. The RMC has deployed 1 tractor of 3 tonnes capacity. The tractor issaid to make 2 to 3 trips daily. NBJK pays special incentive to the RMC driver and staff

(Rs. 25) for making additional trips if required.

Every morning the work starts at 6 oclock with the attendance of the safai mitras. The

photograph in Figure 20 shows the attendance session where the community co-ordinator,supervisor, RMCs Jamadar,safai mitras and animator are present. Thesafai mitras leave

for door-to-door collection and also carry out the street sweeping. The RMC workers alsocarry out street sweeping parallely, but only on the main roads. Apart from door-to-door

collection of waste, the safai mitra is responsible for cleaning of drains and spraying

fumicides in the open drains. However, the cleaning of drains is done only once a month.While thesafai mitras carry their work, the supervisor keeps a watch on them and visits


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various places in the ward. This is done to report daily at the office and prepare a daily

report on the status of the work done. The daily report includes:

a) attendance of thesafai mitras

b) no. of trips made by the RMC tractor

c) amount of collection doned) vehicle repair and maintenance

e) no. of complaints received and the reasons

f) no. of complaints addressedg) no. of new members added in the PDC

For each of the above activities there is a structured format24

and all informationregarding this is available in this. Based on the daily reports, weekly and subsequently

monthly and tri-monthly reports are prepared. For each day there is an action plan

prepared based on the days performance and the complaints received. NBJK has alsoprepared thematic maps of the PDC and the wards as the detailed ward are not available

with RMC.

The shortfalls of and gains from this system are:

a) The collection points are often seen with spill-over of garbage. The reason from these

being residents who are not a part of this project or PDC tends to throw garbage at anytime of the day, which then remain unclean throughout the day.

b) An area where the NGO is operating appears cleaner than that maintained by the RMC

staff.c) In the whole ward only 60 percent of the households are ready to contribute for the

service, which leaves rest 40 percent with enjoying the service free of cost. They arealso not co-operating with the present system. In terms of proportionate collection

only 21 percent is achieved (Table 4).

d) Residents and shopkeepers on the street on the main streets do not co-operate indoorstep collection, which leaves a lot of garbage thrown during night hours on the

street.

e) One crucial point is the members of the PDC or from whom doorstep collection takes

place are only those who pay the service charge (Rs. 20 per month/ household). If in alocality a large proportion of population does not cooperate then, large areas have to

be covered by the RMC. Further, since main streets are used by all and it does not

become responsibility of few households to keep them clean, the RMC has taken theresponsibility of cleaning them. But, the RMC only sweeps the streets but does not

engage in doorstep collection, which results in waste accumulation on the streets.

f) Another striking feature is source segregation of waste has not been implemented. NBJK says that this would not be possible unless and until doorstep collection is

successful and inculcated in the habit of the residents, efforts regarding segregation of

waste would not be fruitful. Secondly, proper utilization of segregated waste is also

24 Formats of each of these have been attached as annexure


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important. NBJK has started vermi-composting but its facing threats from the local

people.g) Wherever the doorstep collection of waste has been implemented, it has helped in

diverting a lot of waste from reaching the open drains. Drains are presently cleaned

only once in a month. It is still required that these open drains are cleaned frequently

as there is silt deposition and at many places in the ward due to absence of septic tankand proper sanitation facility drains are exposed to open defecation.

h) Due to shortage in infrastructure (tractors) number of trips made are less, as the tractor

has to be deployed judicially in the whole ward and other places too.i) NBJK has been successful in mobilizing the already existing community groups

towards SWM. Most of these individuals form the community groups for recruiting

security personnel. j) Over the years NBJK has also been successful in expanding its efforts in terms of

increasing number of PDC within this ward. When it started its operation there was

only 1 PDC; within a span of 2 years there are 16 PDCs.k) The contribution towards SWM has also increased with the increase in number of

PDCs. Presently, the monthly amount collected from this ward alone is Rs. 25,000,which is itself 8 percent of total collection made from the whole city.

8.3 Composting and Recycling

Rapid growth in quantum of waste generation and increasing scarcity of land availability

makes the land filling a non-viable option in long run. Moreover, scientific land filling isa costly affair and it significantly reduces the cost effectiveness of SWM. Thus, reduced

waste generation or resource recovery would help in reducing land requirements for

dumping. Resource recovery emphasises recovering usable products from the waste,thereby generating resources to bring financial sustainability to the process.

CJP proposed the following for resourcerecovery:

To promote centralised and

decentralised composting Segregation of compostable,

recyclable, re-usable material thereby

reducing the quantum was for final

dumping Identification and promotion of

recycling options

Figure 21: Vermicomposting Unit at Chuttu in Ranchi

As a part of Resource Recovery Division, a centralised composting plant at village

Chuttu in Kanke block of Ranchi district has been established in April 2004 on 5 acres ofland acquired on lease for Rs 50,000 per year for duration of 5 years from the

corporation. It is 14 kms from Ranchi. The resource recovery component of CJP proposes

to utilise the resource generation potential of waste and reduce environmental and health


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hazards by promoting appropriate techniques and methodologies in handling of waste at

various levels. This site for composting initially had faced a lot of local protests due togarbage trucks polluting the surrounding areas. However, after consultation and proper

routing and management the composting was started.

The compost yard has a capacity of 10,000 MTs of MSW on annual basis. Presently only50 percent of the capacity is utilized i.e. out of 5 acre of land only 2 acre is under use.

The vermi-composting plant capacity is 240 MT to 260 MT per annum and is producing

192 MT of compost annually. The length and the width of the unit is 199 m by 105 m.Proper layout of the plot has been done to ensure proper sequencing of the dumped waste.

Waste is recycled using two methods, one is Vermi-composting and other is throughspraying of inoculums such as Effective Microbes solution and Cow dung slurry.

Normally compost requires 70 days for its formation, however the process is delayed if

waste received is not in segregated form, which therefore results another 8 to 10 days forseparation.

The price of sieved manure is Rs. 3 per kg while non-sieved is Rs. 2 per kg for local

farmers. The manure is sold both in retail and wholesale for which the rates are different.Mostly farmers are the main bulk buyers. Apart from them manure is also purchased by

horticulturist and for gardens. The market for manure also varies with rains.

8.3.1 Community Development Approach in Processing

In order to involve the local community nearby a processing unit and ensure their

participation and promoting sense of belongingness towards the unit like, activities havebeen planned. These activities are:

Health Camps and Immunization Camps Event Green Chuttu organised with the objective to increase the vegetation cover of

the village and keep the surroundings of processing unit clean and healthy. Saplings plantation

Meeting with SHGs of the villages Training of youth on nursery raising and other organic farming methods Construction of soak pit and low cost toilets on demonstration basis

Repairs of existing social infrastructures like hand pump and well platform Awareness generation through pamphlets, slogan writing and talk show on

environment at primary school

8.3.2 RMC Tractor Drivers Meet to regularize MSW transport to Composting

Plant

To manage the waste especially the vegetable market waste, CJP entered into an

agreement with RMC, according to which, RMC shall supply the specified waste up tothe processing unit while CJP will process the waste to convert it into compost.


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However, due to unsystematic and irregular waste collection and transportation system of

RMC, the composting plant could not receive the required quantity of garbage on righttime. This adversely affected the production of compost. It was found that the main

reason was due to irregular trip by tractor drivers. Therefore, it was decided to sensitise

the Tractor Driver on the issue of SWM.

RMC Tractor Driver Meet was held to make them aware of the need of SWM and

importance of compost preparation from waste so as to educate them to transport the

MSW to composting plant on regular basis. CJP proposed to take up the task of capacitybuilding of Tractor Drivers so as to make them efficient and regular which would further

help in overall management of MSW and thus getting back the confidence of the people

in RMC which they were loosing. They were shown video films on different aspects ofgarbage management in different cities. The information about Chuttu Composting Plant

was shared. They were told that the plant is established to prepare compost from garbage.

The resultant compost is effective in increasing fertility of land without any side effect.

During discussion on waste lifting and transportation, many facts came out which were:

Fear among municipal staff that they may end up loosing their job due to CJPinvolvement in cleaning work

Resentment among staff on NGOs being given large sum of money for undertaking

cleanliness work in 4 wards of Ranchi. They said that the real cost is far lower thanwhat is being given to them. The additional money should have been spent on salary

and welfare of municipal staff. Regarding lifting of garbage from Daily Market, they said it was under the jurisdiction

of NGO, why they should lift garbage from there if NGO is paid for the same.

However they appreciated the CJP for cleaning work without claiming any money from

RMC. They also said that NGOs are doing many good works for social development and

requested CJP to do something for the welfare of RMC staff.

As a part of the initiative, the tractors, which were defunct, or were having problems,

were repaired on war basis so that they were able to work at nighttime also. CJP also

announced some incentive and welfare scheme for RMC staff, such as:

Group Insurance for RMC staff to provide social security to them and their family.

The cost of premium was to be shared among RMC, Staff and CJP in ratio of50:30:20.

Organisation of Health Camp where health check-up and medicine were provided free

of cost. Cash Voucher of Rs. 25 to truck driver for each trip of MSW to Chuttu Processing site

which could be en-cashed in NBJK office.


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8.3.3 Market Waste Channelization

To channelize the market waste collection, a survey was carried out by Resource

Recovery Division of CJP to assess the quantum of waste generated from main marketplaces of Ranchi in the month of the May 2004. Objective of the survey was to ensure

availability of quantity waste to compost processing plant.

One of the finding was that polymer waste could be used in road construction. This

technology has been developed by Thiagrajan College of Engineering, Madurai, Tamil

Nadu. In this process, 10 percent of waste polymer by weight is used in laying 1 km by3.75 m of road. Waste polymer is first shredded by shredding machine up to size 4.75

mm to retaining 2.36 mm. The aggregate is heated, when it reaches the temperature of

150-160 degree C, it is poured on the polymer coated aggregate. Thus prepared mixture is

ready for laying the road. This process can be done using mini hot mixing or centralmixing plant. The salient feature of polymer mix bitumen road is that it increases road

strength one hand and reduces the cost of road laying per km. This has been done on an

experimental basis as of now and is in the negotiations with the road and construction

department.

9 Infrastructure

The RMC has a staff of only 700 workers, which includes 500 main Safai workers and200 others including peons etc. There has been no new recruitment in the department

since 1971 (as told by the RMC officials). Hence the system of waste collection, street

cleaning, and waste lifting has been given away to the Safai Mitras of NGOs like NBJK,

Creative International, Express Sewa Sanstha, Nirmal Bharat etc.

Regarding the ownership of vehicles, there are total 44 tractors owned by the RMC,

which cater to 16 wards of the city where NBJK is working. This includes 12 tractorswhich are kept for emergency purpose and carrying water. Each ward is given 1 tractor

and each tractor has 1 driver and 3 labourers employed by the RMC. Each NBJK

supervisor is given one tractor and it is the responsibility of the supervisor to givedetailed scheduling of trips to be made by these drivers one day in

Documents

GO - NGO Partnership in Solid Waste Management - Ranchi