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CASE STUDIES

Title
CLEANING THE CITY - ACHIEVING FULL EFFICIENCY IN SOLID WASTE

Sector
Solid Waste Management

Summary
Surat is the second largest city of Gujarat. Surat was marked by rapid industrial and commercial growth after independence thus having immigration from all over the country. The Surat Municipal Corporation (SMC), therefore, found it difficult to cope with the growing demands of infrastructure. The situation deteriorated very fast and the city came to be known as the 'City of Dirt'. In 1994, the epidemic of Plague broke out after floods affected the city. Alarmed at the situation, the Surat Municipal Corporation undertook a stringent programme of cleaning the city. The innovative steps taken by SMC in solid waste management showed visible changes in the city. The level of solid waste collection increased from 30% in 1995 to 93% daily. 95% of streets are cleaned everyday. Market areas, major roads and litter prone spots are cleaned twice a day. Surat is now identified as one of the cleanest cities in the country. Firm determination and hard administrative measures have contributed to the success of the efforts of SMC.

Location
Surat is situated on the western coast of the Indian Peninsula bordering the Arabian Sea. Surat is centrally located at a distance of 260 km. north of Mumbai and 224 kms south of Ahmedabad.

Situation
1. Inefficient garbage collection with backlog of hundreds of tonnes.
2. Low public health awareness and lack of civic sense amongst the citizens.

Lead
Surat Municipal Corporation (SMC)

Strategy
The following objectives were set for the Solid Waste Management (SWM) department :
1. To increase garbage removal from 400 tonnes per day (TPD) to 850 TPD.
2. To increase the number of garbage bins from 400 to 984.
3. To create awareness in the public.

To achieve these objectives, the SMC adopted a strategy that included employing additional manpower and material; bringing about changes in administration and monitoring; and privatisation.

Process
1. Additional manpower and material for SWM department - The total number of sweepers employed was increased, this was apart from taking daily wagers. The equipment in the health department was upgraded. Three new dumping sites were identified.
2. Administrative measures - The solid waste management was divided into 52 sanitary wards where micro-level planning was carried out. Accelerated campaign was undertaken to clean sewage lines and septic tanks. Street sweeping and garbage collection was closely and regularly supervised. It was mandatory to clean streets twice daily. Group 'Safai'(cleaning) was started. Till the end of 1995 all the senior officers and supervisory staff worked overtime to make the city clean. Strict action was taken against those who did not work. Strictness was also observed against sweet shops, hotels, restaurants, food joints, etc. who were throwing their waste on road. This campaign was also extended to the residential areas. The residents not only co-operated but also appreciated the efforts of SMC.
3. Monitoring - The Sanitary Inspectors would collect the previous day's information and report it to the Sanitary Officers at the zonal office through soft copy (floppy disk) which was collected at the main office. All the senior SMC officers including the Commissioner would be at the zonal office in the morning hours. This encouraged the lower cadre officers to work.
4. Privatisation - SMC deployed private contractors for solid waste collection and transportation. They undertook (a) garbage collection and its transportation to disposal sites; and (b) scrapping / cleaning of busy streets.

Financing
Surat Municipal Corporation undertook this programme of cleaning the city.

Lessons
1. Decentralisation of administration, adequate delegation of powers, micro level planning, motivation of staff and public participation can give exemplary results.
2. Enforcement is the key to success.
3. Efforts must be made to include people in implementing cleaning up programmes.
4. The effort of privatisation and contracting out of services would be sustainable only if contracts are given keeping in view the provisions of Contract Labour (Regulation and Abolition) Act 1970.
5. Public support comes when people see tangible results and benefit from such change.

Contact
Ms. Manvita Baradi

Designation
Director Programs

Organisation
City Manager's Association
Address: Ahmedabad Municipal Corporation, West Zone
Usmanpura Cross Roads

City: Ahmedabad
State: Gujarat
Pin: 380013
Phone: 079-7551595, 755186
Fax: 91-79-7551163
Email: cmag@vsnl.com
Web: www.cmag-india.org