Multistakeholder Involvement in Environmental Management 13 4 A City Cleans Up The story of Surat’s transformation The city of Surat is located in southern Gujarat, on the banks of the river Tapi. It is India’s twelfth most-populous city. As in all cities, the rapid growth of population and urbanization resulted in the growth of slums, garbage, and overflowing drains. The situation would have been taken for granted had Surat not been struck by an outbreak of pneumonic plague in September 1994. The city, till then famous for its diamond merchants, came into the news for the wrong reasons. The plague became an issue of global concern. Close to 200 deaths were linked to the outbreak. The disease created widespread panic and led to a mass exodus from the city. Apart from the human tragedy, it was a severe blow to not only Surat’s economy which suffered a loss of several million rupees every day, but also to the nation’s economy. The outbreak had an impact on industrial production, tourism, export, and many other areas. International flights to India were temporarily suspended, and export of food grains from Surat was banned. The precipitating factor for the outbreak of plague in Surat was constant rain which lashed the city for more than two months, and led to flooding and large-scale water-logging in low-lying areas. The primary reason for this was the faulty drainage system. Hundreds of cattle and other animals died due to the flood and water-logging. The floods, in fact, only brought to a crisis point the dangers inherent in inadequate waste management systems. In the face of the unprecedented crisis, the Surat Municipal Corporation (SMC) immediately launched a seven-point action plan for restoring normalcy at the earliest. This involved the government, non-governmental agencies, civil society, and the private sector working together. Doctors in public and private hospitals joined hands with the civic authorities. Top priority was given to the cleaning of dirt and debris, disposal of carcasses accumulated due to the floods, pumping of stagnant water, spraying of pesticides, and anti- rodent operations. Battle against Plague Clean-up Act Excellent Novel and Radical (EXNORA), International began as a club of citizens concerned about the deteriorating cleanliness of the city of Chennai in southern India. One of the first initiatives undertaken by EXNORA was to try and make the streets of the city clean, and to create civic and environmental awareness among the citizens.  Working in collaboration with the Municipal Corporation, they started their work at Kamaraj Avenue, a residential complex. Garbage was directly placed in hydro-containers located at the end of every street so that Corporation workers could later mount them directly on trucks. From there these went to dumping sites. EXNORA also worked with rag pickers, now officially designated Street Beautifiers. A bank loan helped EXNORA to buy tricycle carts.  The street beautifier would come with the cart and collect the garbage every morning, and thereafter sweep the street. In return, every household at Kamaraj Avenue contributed a nominal amount per month towards the salary of the street beautifier. Based on this successful experience with the Corporation, EXNORA is using this model to promote the idea of community
Towards Sustainability: Stories from India 14 Pulse Polio Campaign In 1998, when the World Health Organization passed a resolution committing itself to polio eradication by the year 2000, India’s annual polio incidence was upwards of 400 per million of population. Surveys done jointly by UNICEF and Government of India, supported by USAID, SIDA and DFID, now show that 92-94 per cent of children have been vaccinated. This coverage has been possible due to a gigantic national exercise called the Pulse Polio Immunization Programme (PPI). Under this programme two doses of Oral Polio Vaccine (OPV) are administered to all children below 5 years of age. The doses are given 4 to 6 weeks apart in the winter season which is the best for immunization. Two Sundays are identified during December and January, when OPV is administered to children all over the country. Thousands of special camps are held so that people can readily reach there for immunization. Health workers, local aanganwadi   workers (trained crèche workers) and NGOs fan out to every remote settlement to motivate parents to take their children to the PPI camps. Television and radio provide information dissemination support prior to, and during, the campaign. The enormity of the task and its success can be gauged from the fact that on a single day in 1998, 136 million children across the country were immunized. Sustaining the Efforts Environmental cleanliness became the paramount concern. Recognizing that a long-term plan was needed to sustain this initial momentum, in May 1995, the Government of Gujarat launched a major programme to clean up the city. This included a change in the personnel set-up of the Surat Municipal Corporation. Within one year, through a well-orchestrated strategy, the SMC increased the clearing of accumulated garbage from 50 per cent per day at the time of the plague, to almost 94 per cent of the 1,100 tonnes of garbage generated everyday. Primary importance was given to the monitoring, regulation and streamlining of garbage collection and disposal. An integrated approach was adopted towards sanitation, public health and garbage management.   The city was divided into 52 sanitary wards, under six administrative zones. The strategy of micro-planning included meticulous ward-level planning and took into consideration the special needs of critical spots like vegetable markets, eateries, and congested areas with heavy traffic flow. Cleanliness instructions were given to individual households, industries and eateries. Separate garbage collection methods were chalked out for each of these. The private sector also contributed in this drive, in the early stages, by offering their trucks and excavators for clearing 4,000 tons of garbage. In the later stages, the hiring of vehicles for garbage collection, cleaning of certain roads, and transportation of municipal refuse were privatized. The private contractors worked under the supervision of the municipal staff, and penalties were imposed on them in case of non-performance of the assigned work. These measures resulted in a tremendous increase in the amount of garbage collected daily. Other indirect effects, including a tremendous boost in the morale of the employees, officials and residents of the city, were also noticeable. Surat’s citizens, who had earlier accepted filth and dirt as a part of life, now had a sense of belonging and pride for the city, and a concern for its well- being. A number of initiatives were also undertaken by the Health Department:  a programme of  ‘public health mapping’, strengthening of the health infrastructure, revival of a work ethic among health workers, and an extensive sanitation drive. These measures considerably boosted the city’s health indicators. Subsequently, SMC also introduced a unique system of health monitoring entailing close surveillance of health indicators on a regular basis.  This can act as an early warning system with regard to the outbreak of any epidemic in future. Improvement of sanitation in slums was one of the most important focus areas of the post-plague sanitation drive. The strategies adopted by the Corporation included in-situ development and relocation. The emphasis was on providing community facilities
Multistakeholder Involvement in Environmental Management 15 rather than individual facilities. Community water hydrants, pay-and-use community toilets, paved open drains, paved roads and streetlights were provided on a priority basis. NGOs like Sulabh International and Paryavaran came in to help in these initiatives. Within a span of 18 months, the city made a complete and amazing  reversal from being a dirty, garbage-strewn city to one of the cleanest cities in the country. This transformation of Surat was spearheaded by swift and striking initiatives taken by the SMC. These were strengthened by the positive, proactive participation of other stakeholders of the city. The birth rate, death rate and infant mortality, which were showing a desirable downward trend in the last three decades, have further improved in the post-plague period. Community participation played a key role in the rapid implementation of decisions taken by the Corporation. Following the disaster, there was a change in the attitudes of the citizens; they began to participate proactively in improving living conditions in the city. In addition to the administrative changes, change in some of the laws had an important role to play by making citizens aware of, and responsible for, certain preventive actions. Crisis to Opportunity Assessing it Right Property Tax (PT) in urban areas is often a matter of contention between citizens and the local government. Prior to 1993, in Patna, the capital of the state of Bihar, there were numerous complaints of harassment by assessors, as there was little transparency, and the system was difficult to understand. The collection of property tax by the Municipal Corporation was also low. Things changed in 1993, when the Unit Area Method (UAM) was adopted for property tax assessment in Patna city. This  takes into account the plinth area and carpet area of the property, and a building is classified based on certain variables such as location, type of construction and use of holding. Not only did this lower the taxes, but the method also involved minimum discretion on the part of assessor, making the assessment process simple and transparent, and more acceptable to the public. Although the tax rate was reduced drastically (from 44 per cent to 9 per cent), the collections increased four-fold as the demand for assessments increased. To begin with, the model was initiated in an area 1/27th of Patna City. The new system now covers half of the city. This shift towards unit area assessment was also appreciated by the Supreme Court of India in a historic judgment, whereby the new system of assessment was upheld as removing discretion in the assessment and also promoting transparency in the levy of the tax. The Patna model has already been adopted by other Corporations of the state of Bihar. The Government of India too has issued guidelines to state governments to modify their assessment procedures in line with the Patna model. The state governments of Uttar Pradesh, Madhya Pradesh and Tamil Nadu have already moved in this direction.