Improved solid waste management in Jabalpur, a … solid waste management in Jabalpur, a case study Partnership between Jabalpur Municipal Corporation, Madhya Pradesh, India With Sacramento

Improved solid waste management in Jabalpur,

a case study

Partnership between

Jabalpur Municipal Corporation, Madhya Pradesh, India

With Sacramento County, California, USA

Sept 2002-Sept 2004

Resource Cities Cooperative Agreement

LAG-A-00-99-00020-00 and

CityLinks Leader with Associates Cooperative Agreement

GEW-A-00-03-0002

Prepared for

U.S. Agency for International Development (USAID)

Bureau for Economic Growth, Agriculture, and Trade Office of Poverty Reduction, Urban Programs Team

and USAID/New Delhi

Prepared by

International City/County Management Association (ICMA)

Jabalpur Municipal Corporation- Sacramento County Partnership

Resource Cities Program 2

RC Program Team ICMA US :

1. Mr. Jon Bormet, Director Resource Cities/City Links 2. Ms. Corinne Rothblum, Partnership Manager

ICMA India

1. Ms. Manvita Baradi, Director ICMA India Programs 2. Ms. Meghna Malhotra, Program Manager

USAID India

1. Mr. N. Bhattacharjee, Program Manager, EGAT/India 2. Ms. Renu Sehgal, Program Assistant, EGAT/India

Partnership Teams

First exchange: January 1-13, 2003, Jabalpur, India

1. Mr. Terry Schutten, County Administrator, Sacramento County 2. Mr. Geoff Davey, Chief Financial Officer 3. Mr. John O’Farrell, Administrator, Community and Neighborhood Assistance Agency

Second exchange: June 1-7, 2003, Sacramento County Participants:

1. Mr. Vishwanath Dubey, Mayor, Jabalpur Municipal Corporation 2. Mr. Rajeev Dubey, Municipal Commissioner 3. Mr. Ajai Sharma, Assistant Engineer 4. Mr. Vijay Padmanabhan *, Indo-US Fire(D) Project

* funded by Indo-US Fire(D) Project Third exchange: October 1-14, 2003, Jabalpur, India Participants:

1. Mr. John O’Farrell, Agency Administrator, Community Development & Neighborhood Assistance Agency

2. Mr. Tom Zlotkowski, Director, Department of Transportation 3. Mr. David Pelser, Director, Department of Waste Management & Recycling.

Fourth exchange: February 23-28, 2004, Sacramento County Participants:

1. Dr. M.R.Tiwari, Health Officer, Jabalpur Municipal Corporation 2. Mr. Rajveer Singh Nain, Executive Engineer, Public Works, JMC 3. Mr. Pawan Sharma, Assistant Engineer, Public Works, JMC

Fifth exchange: June 7-11, 2004, Jabalpur, India Participants:

1. Mr. Tom Zlotkowski, Director, Department of Transportation 2. Mr. David Pelser, Director, Department of Waste Management & Recycling.

Sixth exchange: August 30-Sept 3, 2004, Sacramento County Participants:

1. Mr. Sheelendra Singh, Municipal Commissioner Jabalpur Municipal Corporation 2. Mr. Kamlesh Srivastava, Electrical Engineer, 3. Ms. Swatee Karve , Town Planner



Seventh exchange: Sep 2004, Jabalpur, India

1. Mr. Tom Zlotkowski, Director, Department of Transportation 2. Mr. David Pelser, Director, Department of Waste Management & Recycling. 3. Ms. Cheryl Creeson, Municipal Services Agency Administrator, County of Sacramento

SPECIAL THANKS GO TO:

1. Mr. Rakesh Singh, Former. Municipal Commissioner, JMC 2. Ms. Kate Maureen Valente, Intern, ICMA-India 3. Mr. O.P Namdeo, SWM department, JMC 4. Mr. Anil Wari, SWM department, JMC 5. Mr. Chunnilal, Engineering Department, JMC 6. Ms. Urvi Mankad, Coordinator City Managers’ Association Madhya Pradesh



Resource Cities Program

Jabalpur, India – Sacramento County, California, USA Subject: Solid Waste Management

I. Jabalpur City Profile

Form of Government The organizational setup of the Municipal Corporation of Jabalpur, JMC, comprises of a political (deliberative) wing and an executive wing. The executive wing is headed by the municipal commissioner, who is responsible for the day-to-day functioning of the Corporation and assists the deliberative wing in decision making process. The city is divided into sixty wards, from each of which one councilor is elected. For administrative purposes, the city is organized into eight zones, each comprising a few wards.

Population 951469

Area (in square kilometers) 106.19

No. of Households 190293.8

Density of population 8960 persons per sq. km.

Major Types of Revenue Sources in FY2003

Property Tax Income from Municipal Properties other than rates & taxes Grants & Contributions

Other Distinguishing Characteristics

Today, Jabalpur is prominent for the Government of India’s defence and military establishments that are located in and around the city. The College of Defence Management and large factories like the Gun Carriage Factory, Ordinance Factory, Vehicle Factory, Grey Iron Foundry, EME Workshop, Central Ordinance Depot, Signal’s Center and Army Area Headquarters are located here. There is also a large cantonment area and the premises of the three major defence establishments in and around the Jabalpur city limits is 108,269 as per the 2001 Census. Jabalpur is also the seat of the Madhya Pradesh High Court, and is home to the Madhya Pradesh Electricity Board’s headquarters, the Home Guards and other state and central government departments, including the Post and Telegraph Department’s Workshop. The city is also a significant educational center with two universities – Rani Durgavati University and Jawaharlal Nehru Agriculture University. Jabalpur city is the third largest of the 14 municipal corporations in the state, ranking after Indore and Bhopal.

II. Introduction

With a population of approximately 950,000, the Jabalpur Municipal Corporation (JMC) is the third largest city in the state of Madhya Pradesh (MP), a hub for the Government of India’s defense industry and military institutions/bases, and the site of two major universities. As in other Indian cities, JMC faces many challenges in its efforts to effectively manage its finances and generate sufficient revenues to provide quality public services, undertake long-range planning and increase the involvement of citizens in local



government. Through the USAID Indo-FIRE II project, JMC has been receiving technical assistance to address some of its most pressing concerns, and elected to leverage this support through a technical partnership with a U.S. jurisdiction through the Resource Cities Program (the RCP)1. Sacramento County, California (SC), which includes the state capitol, the City of Sacramento, was selected as JMC’s partner, based on its proven excellence in dealing with complex management and service delivery to a large, diverse population. Over a 20-month period, through a series of technical exchanges and ongoing communications, JMC and SC have worked together to introduce improvements to Jabalpur’s solid waste collection and disposal systems that promote public health and environmental protection. Exchanges visits to SC also exposed Jabalpur officials to how U.S. local governments are organized and urban management practices and to the emphasis on professionalism and effective, responsive public services. As a result of the partnership, Jabalpur has been able to make some extremely valuable advances in waste collection practices that significantly reduce health risks to trash collectors and that promote a more sanitary city by reducing the volume of trash on the streets. Officials from SC have also shared valuable suggestions and designs for future transfer stations and a sanitary landfill. Lastly, the County has donated a valuable technical library on solid waste management issues to the city of Jabalpur so that it will have key reference materials to consult as it moves forward in its efforts to improve its solid waste management system.

III. Problem Statement and Analysis of current situation

Solid waste management is an obligatory function of Urban Local Bodies in India. However, this service is generally very poorly performed, resulting in problems of health, sanitation and environmental degradation. As per a 2000 Indian Supreme Court directive, all Indian cities were supposed to comply with Ministry of Environment and Forestry solid waste handling guidelines by December 2003 and improve their solid waste primary collection, transportation and disposal systems.

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Like many other Indian cities, Jabalpur’s rapid population growth over the last two decades (from 1981 – 1991, the city grew by 20.8%; and from 1991 – 2001, it grew by

1 The RCP, now known as the CityLinks Program, is funded by USAID and implemented by the International

City/County Management Association. The program brings the experience and expertise of U.S. local government professionals to bear in helping local governments in developing and transitional countries address pressing urban management issues and strengthen local democracy.



another 28.24%) has exacerbated its ability to effectively handle the ever-increasing volume of solid waste. The primary sources of this waste are local households, commercial establishments, hotels, restaurants, and hospitals. The total quantity of waste generated per day is in the order of 396 metric tons, of which an estimated 243 tons are collected and disposed of —a collection performance rate of about 61 percent. About 20-25% of trash is dumped in open street-side drainage facilities, blocking the drains and creating an extreme health and environmental issue that requires intensive labor to clear in order to prevent water blockages and flooding. The JMC is responsible for collection, transportation and disposal of all solid waste generated in the city, with the exception of untreated bio-medical waste and hazardous industrial waste, which are the responsibility of their respective generators. The JMC Health Department is responsible for managing the collection and disposal of waste generated within Corporation limits. Headed by a health officer, operations are managed by five chief senior sanitary inspectors, seven senior sanitary inspectors and about 1,700 conservancy workers. The city is divided into eight sanitary zones, each comprising six to seven wards. A senior sanitary inspector heads each zone and is supported by sanitary supervisors. Each zone is again divided into six or seven blocks or sectors, comprising three to four beats that cover the entire city road length of 1,050 kilometres. Sr. Item 2000 2001 2002 2003

1 Population of Jabalpur 9,50,000 10,00,000 10,50,000 11,00,000

2 Total SWM generated in the city

90,000 90,000 90,000 90,000

3 Total SWM collected 50,000 63,000 72,000 72,000

4 Total SWM transported to the trenching ground

50000 63,000 72,000 72,000

5 Area in sq. km where door to door collection

Nil Nil 5.324 Sqkm 5.324 Sqkm

6 Population catered by door to door collection services

Nil Nil 80,000 80,000

Waste Collection There is no organized practice of waste storage and segregation at source. Only a few houses and large hotels segregate and store the waste on their premises. Rag pickers are responsible for the only other segregation that occurs, sorting through the trash at primary collection points. Primary collection (from source or roadside dustbins/retail points) and secondary collection (from designated community-level/bulk points) arrangements in Jabalpur are not distinct from one another but generally overlap. There are very few organized or appropriately equipped primary collection points in the city. These primary collection points are in the form of concrete cylindrical dustbins provided on the roadsides. As a result, households and other waste generators dump their solid waste at street corners and in local open spaces. These points have become the receptors of waste and are serving the role of primary and secondary collection points. The predominant mode of primary collection is by way of street sweeping. The waste collected from the streets and the primary collection points is transported to the secondary collection points using wheelbarrows and containerized handcarts. However, there are many problems with this system. Sweeper’s rakes are too short, forcing them to use hands to collect waste. In some cases, sweepers are collecting the waste with



their bare hands and in general lack the proper equipment to ensure their safety. The containers are too high to be used easily, and as a result the sweepers often dump the trash around the containers, creating an unnecessary area of trash around—not in—the containers. Additionally, fires are routinely set to burn these piles of trash, impairing the quality of the air in the city. Jabalpur has a network of community-level waste collection points, the majority of which are in the form of open grounds, and organizes the collection and transportation through a team of its own conservancy workers and a fleet of vehicles and dumper-placers. The Corporation has also privatized waste collection and transportation activities in some wards of the city. Waste collected by the City is disposed at dumping yards on the outskirts of the city without any treatment. A number of rag pickers make their livelihood by salvaging recyclable waste from collection points and dumping yards. Waste collected from primary collection points is transported using wheelbarrows and handcarts and also transferred to the secondary collection points by the municipal conservancy workers. JMC has placed about 150 dumper placer containers at various locations in the city—meant to serve the purpose of secondary collection points. But these points double as primary collection points, as the households and other solid waste generators dump their waste directly into these containers. From the secondary collection site, the waste is transported to a waste disposal site. At several locations, the waste from the primary collection points is directly loaded (manually) into the Corporation’s tractors/trucks and transported to the disposal site.

Waste Disposal There is no scientific disposal of solid waste in Jabalpur. Most of the waste collected is dumped in a crude manner in a large water body called Ranital located within the city boundaries. Often, trash piles catch fire, releasing harmful pollutants in the air. The site, which is adjacent to the scavengers’ colony and is marked by slum settlements on one side and water on the other



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side, receives an estimated 200 tons of waste every day. The Corporation uses roughly 80 trucks to transport waste to the disposal site and each truck makes three to four trips a day from collection points to the disposal site, transporting and about 60 percent of the total waste generated per day2. It is expensive and inefficient for the city to continue to use smaller trucks to transport trash directly from collection to the disposal area. Some intermediary collection ports/transfer stations are needed where bigger trucks can pick up larger quantities of trash and will thus have to run less often. Transportation itself costs Rs. 30 million per annum to JMC.

Sr. Component 2000 2001 2002 2003

1 Establishment Expenditure- SWM (in million Rs)

142.20 155.80 162.20 180.00

2 Procuring equipments/ bins etc (in million Rs.)

Nil Nil 5 _

3 Transportation cost of SW from whole town to trenching ground (in million Rs.)

17 29.4 29.7 30

It is expensive and inefficient for the city to continue to use smaller trucks to transport trash directly from collection to the disposal area. Some intermediary collection ports are needed where bigger trucks pick up larger quantities of trash and will thus have to run less often. Key Issues Summary:

Absence of clear demarcation between primary and secondary waste collection systems, inadequate primary collection points, in terms of designated number of location and provision of basic infrastructure; have resulting in dumping of domestic waste in open grounds wherever available or in and around dumpers provided at secondary collection points.

Multiple waste handling stages, from collection to disposal resulting in inefficient waste transfer and littering.

Open grounds being used as collection points have resulted in creation of leachate, which could prove to be a serious health hazard and also contaminate ground water in the long run.

Absence of sweeping operations on Sundays and public holidays, resulting in accumulation of significant backlog in terms of waste collection and disposal.

2 JMC as of now does not weigh the waste it dumps at the trenching ground, hence its data of SW collection

is adhoc and hence analysis of waste generated vis a vis collection is not scientific.



Inadequate vehicular capacity for waste collection and transportation and under-utilization of existing capacity due to frequent break-downs and delays in repairs.

Absence and hygienic disposal facility—current practice of waste dumping at Ranital tank, surrounded by unauthorized settlements, is highly unhygienic and could be the cause of a major health hazard, especially ding monsoons.

IV. Project Description

During the first exchange to Jabalpur in January 2003, it became quickly apparent that solid waste management was a primary concern for JMC, in the light of the Supreme Court deadline. The partners therefore determined that solid waste management would be a core element of their joint work plan. At the end of this initial exchange, the partners signed a memorandum of understanding that outlined the objectives of the partnership, and the specifics of the partnership work plan were developed and refined during the next two exchanges to SC and Jabalpur. Three basic stages of solid waste management improvement were identified as necessary to accomplish these goals:

Improvements in collection;

The establishment of regulated waste transfer stations that would reduce the number of trips to the Ranital dump; and, in the longer term,

The design and construction of a sanitary landfill. During the first trip to Jabalpur, the SC team observed JMC’s primary collection and waste transfer systems, and visited the Ranital dumping site. The partners identified a pilot zone in which specific trash collection methodologies would be identified, evaluated, and implemented. The Sacramento delegation recommended that roadside burning be eliminated, organic material be removed from trash before it was taken to the Ranital dumpsite, roadsides (to the extent possible) remain free of trash, and the integrity of the current sweepers be respected, with efforts made to ease their physical strain while increasing their productivity. The partners also recognized communication with citizens as critical, as citizen participation and cooperation would be vital to sustaining the successes of any new processes undertaken. On JMC’s first exchange to Sacramento, they inspected the County’s door-to-door collection system, transfer stations, and the landfill run by the county as well as landfills run by smaller communities with systems more relevant to Jabalpur. The delegation was able to see, and therefore better understand, how such systems work when fully operational, and provided a model for Jabalpur to use as it begins to plan and design improvements to its own solid waste management system. The partners collaborated to design and test a system for basic waste collection improvements in Gorakhpur (the selected pilot zone), including door to door collection of waste on a daily basis. An important first step was to redesign the instruments and process of trash collection to make it more efficient and less dangerous (to sweepers, drivers, and citizens in general). The street sweepers were to be provided with the necessary equipment, such as longer rakes, containerized handcarts, gloves, etc.



Further progress on these objectives was accomplished over the next few months. Sacramento again visited Jabalpur in October 2003 to examine a new collection system which had been put in place in some of the wards throughout the city on a pilot basis. The team concluded that this method was a vast improvement and should be expanded throughout the city. On Jabalpur’s second exchange to Sacramento, a new team headed by the city’s Chief Public Health Officer was introduced to Sacramento’s methods of solid waste management and had the opportunity to visit a number of landfill sites and transfer stations. The delegation discussed in detail with their SC peers how elements of the management methods and systems could be applied in the Jabalpur context, and David Pelser agreed that he and his staff would prepare some preliminary designs for new transfer stations in Jabalpur. During SC’s trip to Jabalpur in June 2004, he presented these basic designs to his JMC colleagues, and visited potential sites identified by the city for regulated transfer stations The partners discussed the number, size and scope of the transfer stations at some length. SC experts explained that doing a cost benefit analysis of each station is important to help determine the most economical system. The partners also visited the potential landfill site at Kathonda. Although dumping had already begun there, contaminating the site and preventing the creation of a sanitary landfill in this location, they agreed that a more gradual solution of beginning to bury waste in cells at this site is probably at this time a more realistic solution than the construction of a sanitary landfill. This interim step will discourage animals from getting into the garbage and remove the need for burning the trash, thus reducing air pollution. During the June exchange, David Pelser participated in a workshop for JMC’s sanitary inspectors and ward supervisors. The SC team was greatly impressed by JMC staff’s technical knowledge. The group was able to ask many questions regarding solid waste management in the U.S. and how they

Details of the Gorakhpur zone

1. Number of wards: 8 2. Area in sq.km: 5.324 3. population services by door to door collection: 80,000 4. Sweepers involved: 180-200, all have been given containerized handcarts and long

handled brooms, there are a few cycle rickshaws with containers also. 5. Solid waste collection: 25-30 tons per day. A dumper placer hauls the filled containers

to the trenching ground.



Solid Waste Management in Jabalpur

Problems

i. No cooperation between public, households, traders, officials, etc. because of a lack of awareness and remote habits.

ii. Not enough tools, machines, vehicles, iii. Insufficient manpower iv. Insufficient workshop facility v. Insufficient funds vi. Unskilled supervisors vii. Lack of sound infrastructure design of roads, drains, squares, public utility places viii. Encroachments, irregular traffic, advanced use of packing material, plastic, etc.

Resulting difficulties: ix. Health risks to workers x. Breeding of rodents, flies, etc. xi. Ugliness of streets xii. Air pollution xiii. Surface and groundwater pollution xiv. Danger of heavy metal concentration especially found in the food chain when liquid

hazardous waste is mixed in drains. Objectives: xv. Separate system for storage of food and biodegradable waste and non-biodegradable

recyclable waste at the source of generation. xvi. Efficient system of daily street cleaning. xvii. The elimination of people throwing waste in drains, streets and public places in

general. xviii. Promote processing of waste and deriving bioorganic fertilizers to reduce the quantity

of waste at the landfill. xix. Derive income from processing of waste material. xx. Ensure self-disposal of waste. xxi. Institutional strengthening

- Public-private partnership - Effective cost recovery - Environmental protection by adopting these solid waste management rules - Modernization of storage facilities - Collection improvement (door to door collection by container and cart done by

sweepers in the morning for no charge) - Transportation by dumper pusher vehicle each day - No back log storage of garbage

Awareness drives launched regularly.

might transfer some of these systems to their own city. The workshop also included a short presentation detailing the present problems with the solid waste management system in Jabalpur and the city’s objectives. A summary of these issues appears in the box below.

While it was acknowledged that Jabalpur’s waste management issues are daunting, and its objectives will likely take years to realize, the group agreed that central to achieving its objectives is for the city to have a long term plan with clear goals for what they eventually want their solid waste management system to look like. While it was acknowledged that these problems and objectives will probably take years to solve and realize, it is important that the city have a long term plan with clear goals in mind for what they eventually want their solid waste management system to look like.

V. Lessons Learned and Partnership Benefits JMC has demonstrated proved that it has the capacity to make improvements in solid waste management, continuing the reforms it has already begun to put in place. With support and guidance from their SC peers, Jabalpur has introduced some fundamental improvements to the current waste collection system in the Gorakhpur zone, and has



plans to expand these changes to other zones of the city. The city is also considering imposing impose some user fees for waste collection services to provide a revenue stream for further system improvements. SC has provided Jabalpur officials with the tools and resources for them to develop a system for waste transfer and transportation, and for the design of a new sanitary landfill. The exchanges to SC to view such systems at work, as well as the technical library provided by the county will be especially important for the city. It would not be possible or appropriate for SC staff to design a landfill sight or a transfer station for their Jabalpur colleagues. This task is one that they must decide and work out with JMC policy makers after doing a cost benefit analysis and determining the feasibility of different approaches to each approach. A summary of key results for Jabalpur include:

i. Enhanced safety and health conditions for collection workers through the introduction of new tools and equipment

ii. New collection techniques that have reduced the amount of trash on the streets and thus improved sanitation conditions

iii. Door-to-door waste collection for 80,000 citizens in the Gorakhpur zone, resulting in cleaner and healthier communities.

iv. Progress in eliminating the practice of waste burning, resulting in better air quality

v. Greater institutional capacity and understanding by JMC solid waste and public health officials of how a well-functioning solid waste management system functions

vi. Recognition of the need for regulated transfer stations,

vii. Preliminary designs for new transfer stations, and a roadmap for important next steps, including the need to undertake a cost-benefit analysis to determine an appropriate size and scope for the new stations and for the waste transport trucks

viii. Options to consider in planning and constructing a new sanitary landfill, and of incremental steps that the city can take to move towards its goal of building a landfill.

ix. A library of reference materials that the city can use to guide and inform further improvements to its solid waste management system.

Less tangible, but perhaps of equal importance, JMC officials had the opportunity to see what an efficient, well-run solid waste management system looks like, which has helped them to create a clearer vision of where they want to go. With the assistance of their SC partners, they have identified and initiated a series of actions to achieve this vision, and have renewed confidence that the reforms the city has initiated can and will lead to improved public health, better sanitation, and a cleaner environment for all Jabalpur residents.

VI. Indirect Benefits While solid waste management and traffic management were the core focus areas of the Jabalpur – SC partnership, the relationship has had a number of indirect benefits for both cities as well. Jabalpur officials, by visiting SC, were able to observe a successful, well-functioning local government in action. They were exposed to a comprehensive



solid waste management system, which allowed them to better understand the processes involved in reaching this end, and to envision the benefits to the community from having efficient, responsive management systems in place. JMC officials were able to observe first-hand how public works projects can be carried out in an efficient and effective manner. They learned about the importance that SC places on leadership, personal responsibility and accountability, and cooperation and teamwork to accomplish goals. These values are equally applicable to any municipal service, public works project, or other function that JMC carries out. Importantly, exchange trips to SC enabled the Jabalpur officials to better understand their role in creating these transformations, and in providing leadership and good management once new systems are in place. They were shown that they would be expected to demonstrate leadership, responsibility, and cooperation to accomplish their goals. These lessons can carry through to any type of task undertaken by Jabalpur.

From the perspective of the SC professionals who participated in the program, the partnership had many personal and professional benefits. They have been able to recognize the universal application of their skills and knowledge, and to apply them in a very different and challenging setting. Working with their Jabalpur peers in an environment where resources are far scarcer and systems are less developed, and seeing how much JMC has done with such limited resources, the SC team were able to gain a better appreciation of the resources they have access to, and to think more creatively about how to use them. Having to explain how and why the do things forced them to reassess the rationale, better understand and appreciate the benefits of their own processes, and to consider ways to improve them. Most importantly, SC was able to assist Jabalpur grapple with some of the same problems that the County has struggled through, and to identify some realistic, creative solutions.

VII. Way Forward

Jabalpur officials have stated many ambitious goals for their solid waste management program. It is now up to them to use the new tools and resources they have gained with SC’s support to accomplish their plan. This will require tremendous initiative and cooperation amongst city officials, both elected and appointed, as well as finances to complete the design and implementation of projects like expanding door-to-door collection and building new transfer stations. Sacramento has recommended that the door to door collection system should be expanded city wide as a first step. This is a far less expensive project than building a landfill and transfer stations and one that will have enormous benefits for public health and environmental protection. The city needs to conduct a thorough cost benefit analysis to determine how many and what kind of transfer stations are appropriate before proceeding further with plans to build such stations. While the creation of a sanitary landfill is a huge undertaking, and probably will require assistance from a consultant, by beginning to bury waste at the disposal site, JMC can make measurable improvements to its disposal system. Continued contact, guidance and support from their colleagues in SC can help sustain Jabalpur’s confidence that by taking incremental steps, it will achieve its long-term vision.

Documents

Improved solid waste management in Jabalpur, a … solid waste management in Jabalpur, a case study Partnership between Jabalpur Municipal Corporation, Madhya Pradesh, India With Sacramento