DHARAVI – A new beginning -

A MOVEMENT INSIDE THE SLUM FOR SOLID WASTE MANAGEMENT
Pilot Project : DHARAVI – A new beginning - BY Shri. Subhash Y. Dalvi,
ME Scholar,Dept of civil Engg ,S.P.C.E, Bhavan’s Campus,Andheri(w).,Mumbai-58.

ABSTRACT:

All the major cities in India have witnessed phenomenal rise of slum population, which ultimately has now become one of the unmanageable and critical social problems for city administration in the developing countries. Lakhs of people were living in sub-human conditions in 4 Sq. km. of area before 1998. This indicates the density of population staying in intolerable inhuman conditions.

The paper discuses a pilot project of improving the living standards in Dharavi slum by providing better infrastructure as planned and maintaining the same through people’s participation. The objective of this work was to determine the real problem based on priorities, planning of viable / sustainable solution for developing the entire area through integrated approach.

Problems in the area regarding health, sanitation, Solid waste management, Storm water drain, Sewerage operation, Road, sanitation, Health, Education, Affordable cost were identified and a pragmatic solution was planned & executed within a period of three months, thus, setting an example for planning and developing such areas through an integrated approach. of Slum Adoption Scheme through local organization

The effort made in order to achieve the planned objective is elaborated by identifying the constraints in the form of social, economical & political nature. The paper puts forward the concept, background of movement, defining the problem, end users, resources used, support from various agencies, participation of people, planning methodology, results achieved and sustainability of work to be used for providing better infrastructure in the slum area. Shri. Subhash Dalvi has received the National Youth award from the Government of India for his leadership in this project and a documentary film Dharavi-A new beginning (NM.380) was made by the Films Division on this project. Dharavi has been declared as “Clean Dharavi” on 26th January 1998. The success of the approach resulted in launching of “Clean India Campaign” on 30th January 1998 by the then Governor of Maharashtra state.

Keywords: Integrated planning, Community Participation, Slum improvement, Sustainable waste management, Environmental Promotion

Introduction :

Forty years ago, the slum population in Mumbai was to the extent of 26% which increased to 55%. The phenomenal percentage rise jeopardized all the services including infrastructure facilities and financial resources.
Sociologists or City Planners are greatly mistaking in defining the slum as an unwanted part of the society. Though India has progressed as an industrialized nation but equally no care has been taken for uniform distribution of social benefits to all and thus lower strata of society were the sufferers. This has given rise to mushrooming of slum in cities. There is also a generalized felling that slum comprises of poor among the poorest class of the people and sheltering anti-social elements. In fact this is the most unfortunate interpretation. On the contrary, the slum can be more correctly defined in a classical way simply as Shelter And Living Under Minimum Facility (SLUM).
Dharavi is located at the northern most tip of the island city of Mumbai, which connects south Mumbai to its northern suburbs. The Mahim-Sion link Road forms the northern side of the border of dharavi, Central Railway is on the Southern side. Thus dharavi is located in the heart of greater Mumbai.
Dharavi was once a village situated in the extreme North of Mumbai City. It was a part of the seven islands forming the city and has been referred by the imperial Gazetteer, as early as 1865 as being primarily, a ‘koli’ or a fishing village. It was spread over 10 km and was isolated place on the outskirts of old Mumbai city. It was in 1887 that the first tannery in Dharavi was started. The presence of large slaughterhouses in the area prompted the subsequent leather manufacture and tanning trades that now flourish there. Another district groups were the potters called Kumbhars who migrated from Gujarat and saurashtra in 1900. Thereafter came carpenters, blacksmiths weavers and other balutedar artisans. The fall of rural economic structure was beginning and flourishing of dharavi.
Since Dharavi has grown to spread over an area of 174 hectares, it is perhaps the largest slum pocket of Mumbai housing a large population. This makes for overcrowding and places a tremendous stress on systems of infrastructure. Residents are predominantly from the states of Maharashtra, Uttar Pradesh ,Tamil-Nadu , Karnataka, Andhra Pradesh and Kerala and practice the religious of Hinduism, Buddhism, Islam And Christianity.
The Dharavi slum was once one of the densely populated and ugliest slums in Mumbai and the largest slum in Asia, occupying an area of about 174 hectares (432 acres. Dharavi is home to between half a million and one million people (no recent and reliable population statistics are available).
As evidenced in the popular aerial images of the slum’s contiguous rooftops, Dharavi is an extremely dense environment. A recent survey by the Kamla Raheja Vidyanidhi Institute of Architecture (KRVIA) established that a central area of Dharavi (Chamra Bazaar) contained densities of up to 336,643 people per square kilometer! Assuming a population of 700,000, the population density in Dharavi would be around 314,887 per square kilometer. This is 11 times as dense as Mumbai as a whole (the most densely populated city in the world with 29,500 people per square kilometer) and more than 6 times as dense as daytime Manhattan (about 50,000 people per square kilometer). (http://www.urbz.net/ accessed on 19.2.2008). This figure will indicate the density of population staying in intolerable inhuman conditions.
The present paper describes the pilot project known as ‘zero garbage campaign’ undertaken under the auspices/banner of Mumbai Municipal Corporation in 1997.

Need :
As per statistical figures of 1997, before this project of slum adoption started, it was a time when only 125 cubic meters (60 tons) of garbage was physically removed from the dustbins (collection points) where literally the generation of garbage was to the extent of 600 cubic meter (300tons) in Dharavi. In other words most of the garbage was being thrown either into nallas or in the open area which was never being attended. This situation was responsible for causing heavy flooding in the area apart from other health problems. It also gave rise to clogged rivers and drains. Thus, there was drainage and water supply problem and the condition of the roads in the area was vulnerable.

Objectives:
1) To provide clean environment and better living conditions to the residents of Dharavi
2) To involve people themselves in the cleaning work
3) To educate and motivate the residents of Dharavi to know their civic responsibilities
towards cleanliness
4) To reduce the burden on civil administration and police department who look into day-
to-day problems and civic complaints.

Concept:

When MCGM started “Zero Garbage Campaign” in the year 1997, there was one of the great challenge and great task against the administration, which was how to address the problem in slums. Being Civil Engineer and Employee of MCGM (Municipal Corporation of Greater Mumbai), this problem was looked upon as an opportunity and it was decided to put the planned efforts in order to provide better infrastructure inside the slum by community participation through sustained efforts in an integrated approach.
The project was focused towards “Creating integrated planning and awareness strategy to win the confidence of Local People, Social organizations, Social Workers, Community Based Organizations (CBO’s), Non Government Organizations (NGO’s), Religious Bodies, City Police, Traffic Police, Politicians and Staff of Municipal Corporation of Greater Mumbai (MCGM) and bring them together so as to establishing close, continuous dialogues with each other by bringing them under one umbrella thus creating permanent base to maintain continuity of service through administration and social machinery.”

Planning :

The following internal factors were taken into account and reviewed for the implementation of this ‘zero garbage campaign’. There were many invisible barriers like language, religion, economic condition which may have caused problems at the implementation level. Hence, these problem areas were identified and strategies were drawn accordingly.
1. Available equipments and arrangements for lifting the garbage
2. The cleanliness habits of the people in this area. The toilet facilities in this area also were not properly used due to lack of knowledge and also the sense of belonging.
3. Problem of stray cattle, pigs and other animals in the area
4. Water supply problem due to unauthorized water connections and leakages
5. Deteriorating condition of the roads due to choked drainages, overflowing dustbins, road encroachment etc.
6. Level of literacy of the people in Dharavi area. Due to illiteracy and blind faith, the available health facilities were not used by the people.
7. Religious and linguistic differences among the people
8. Trading activities or businesses in the area e.g. Dharavi’s commercial enterprises include recycling industries, leather tanneries, heavy metal work, woodwork, and manufactured goods such as garments, shoes, luggage, jewelry etc.
Priorities Identified:
The priorities identified for the project were adequate water supply, maintenance of cleanliness and hygienic conditions, health-care facilities and social safety and security.
Strategies:
The following strategies were followed after studying the above-mentioned problems and taking into account the priorities identified :-
1) Inclusion of all social institutions, NGOs and political leaders working in this area in the project.
2) Using the cleaning mechanism/implements and staff of MCGM
3) Involvement of the people - particularly women and children for spreading the cleanliness message in every household.
4) Involvement of rag pickers in the area
5) Association of Dharavi Police station and traffic police in this area in the project.
6) Active door to door propaganda according to the convenience of the local group.
7) Campaign adopting multi-pronged approach while addressing a variety of problems like garbage storage and its timely collection .
8) Worst area to be clean first as a pilot project through local people participation and police personnel.
9) Solve the problems in focus approach.
10) One time cleaning and clearing of all garbage with immediate garbage transportation plan.
11) Introduce time bound complaint redressal system to win the confidence of the people.
12) Communication with the staff, taking them into confidence and helping them to solve problems.
13) Connecting the project with economic benefits of the people.
14) Provide house to house garbage collection and transport system in fix time in a day .
15) Take pest control measures immediately.
16) Fix the responsibility of clean area on local groups .
17) Fining action on nuisance creator.
18) Provide minimum fifty man days of additional manpower for sweeping, cleaning of storm water drain/water entrance, scraping of road water table.
19) Honour good work of staff and volunteer in public meeting.


Participation of the people :

Thus, the overall strategy of people participation plan (PPP) was decided for this project.
While interacting with different groups of people, it was found that particularly ladies, children and youngsters were more receptive than elders. While analyzing the problem it was observed that by and large the gents were fully occupied with their work and were spending very little time in the area. But for the ladies and children the situation was different and they had no alternative except to stay in the filthy area and environment. Thus, they were the real sufferers and therefore, they were targeted to join for the action.
Group Discussions & Meetings :
The next step was to conduct meetings and prepare the ground for this project. It was been observed that initially female members of the various age groups, children and youngsters started coming in very small number. But subsequently they started attending the meetings out of curiosity and just to know what is being said. Slowly they started participating in the movement. The small number in few weeks became a large group. This was the first success of the movement. This was possible on account of active door to door and school to school propaganda. The meetings were conducted according to the suitability and convenience of the local group including holidays or odd hours of the day. Many a time such meetings were continued for 2/3 hours but in friendly atmosphere. This was a major breakthrough in winning the confidence of the people of this area. To work in the group was to evoke the self-respect for each and every member. The major impact was seen when the police personnel of the nearest police stations were also participating with the group. It was observed that the people need o retain confidence and where involvement or police personnel was very much important.
Formulation of working groups :
As a result of group discussions and meetings, working groups of volunteers were formed. Since the project was notionally accepted, the situation was favourable to start the ground work. Each local group along with Community Base Organization (CBO), social workers, police personnel, Balwadi teachers, Officers from the MCGM were monitoring the services. In close co-ordination with Junior Overseer, mukadams in charge of conservancy services, the doctors, full time medical officer of the area (FTMO) with their community health volunteers (CHV) also offered help.
The group started working on need-based solution according to situation and resources. The traders and doctors association, local religious authority from Mandir and Masjid started offering their services and willing participation in the movement. Importance of cleanliness and healthy habits was stressed through announcements through mandirs and masjids. The active participation of the religious head was a moral booster to the movement.
These groups had also become vigilant against some elements who were still ignoring the movement. The police personnel and nuisance detectors had started punitive fines against the defaulters which had provided deterrent effect. This also helped in increasing the understanding of the people about the necessity of the discipline.


· Implementation of Time Bound Complaint Redressal System.

Commitment to provide prompt and effective civic services to win the confidence of citizen, We set the bench marks for redressal of grivences and establishes a hierarchy of complaint redressal.
Due to this experiment the citizens are more aware of their civic rights & duties. Their expectation from the MCGM have risen and they know exactly how to obtain qualitative services from the MCGM.

Sr.
No.
Nature of Complaints
Time specified for redressal of complaints
1.
Sweeping of Roads, Cleaning of dustbin, removal of garbage from the road, / house gally
24 Hours from the receipt of the complaint.
2.
Cleaning of Choked Drain
24 Hours from the receipt of the complaint.
3.
Minor Repairs to Sewerage line.
24 Hours from the receipt of the complaint.
4.
Fixing of manhole covers.
24 Hours from the receipt of the complaint.
5.
Contamination of Drinking Water.
24 Hours from the receipt of the complaint.
6.
Leak Detection of Water Main.
24 Hours from the receipt of the complaint.
7.
Filling of Pot Holes on the Road.
48 Hours from the receipt of the complaint.
8.
Cleaning of Storm Water Drain.
72 Hours from the receipt of the complaint.
9.
Minor Repairs to Toilet Block.
07 Days from the receipt of the complaint.
Action Plan :
The project was planned to start on 18th October 1997. Two days were needed for bringing the people together. In all, twelve days were required including the planning stage with the people.
The ten days action plan is presented in the following table:-
Day
Date
Work
People Involved
Results
1
18th Oct 1997
Morning :
MCGM field Staff
Overview & planning
1
18th Oct 1997
Evening ; Meeting
Police, social workers NGO representatives, Mohulla committee members
Discussion of the project mission & role of every individual
2
19th Oct 1997
Visit to Dharavi
J.O/ Mukadam, maintenance dept staff & key persons in the area
Assigning the roles in the project & understanding practical difficulties
2
19th Oct 1997

J.E/ J.O, Mukadam, doctor, drainage cleaner
Motivation & implementation
1-4
20th to 23rd Oct 1997
Awareness about the
Voluntary work
Police,Social workers, NGO representatives, J.E/ J.O, Mohulla committee members
Cleaning & Supervision
5
24th Oct 1997
Meeting with the police & public
Police, social workers NGO representatives, Mohulla committee members
Feedback on work done. Open discussion on mission, Fine implementation
5
24th Oct 1997
Meeting with traffic police
DCO/ACP (Traffic Police)
Action against unauthorized parking of vehicles on road
6-10
25th Oct -29th Oct.1997
Voluntary work
Police, social workers NGO representatives, Mohulla committee members, J.E/ J.O, Mukadam,Drainage Cleaner, Doctor
Work & Review of the work
10
29th Oct.1997
Visit & Meeting with the police & public
Additional Commissioner
(MCGM), ACP/Sr. Inspector, Local public representative
‘Clean Entire Dharavi’ mission launched

This pilot project of ten days was then extended and within three months, Dharavi slums were declared as clean area. Women, youth and children willingly participated in this mission to the extent that they also placed plants and tried to decorate the area which can be clean and green in true sense.
Role of various Municipal departments ; Various departments played significant role in the project as described below:
Sr.
No.
Category
Problems to be handle and their solution
1
S.W.M.
(Solid Waste
Management)
Providing sufficient Staff, Machinery, Material, Vehicle, Finance, and Follow-up as per requirement. One time clearing of backlog. Provide CC platform to all bins, Replace/repair the damaged dust bins, provide additional dust bins, Provide vehicle for propaganda. Renovation of SWM chowkis and training of SWM staff, discussion with them. Waste removal in every 24 hrs. Clearing bins located on main/busy/congested streets in the night and before 7:30 am in the morning. Spreading insecticide powder. Provide mobile toilets. Watch on inflammatory waste material. Provision of 24 hr standing vehicle for collecting of garbage along with a satellite vehicle. Cleaning second time in the evening.
Toilet Blocks
Repairing, Repairing & reconstruction, Demolition & reconstruction, Construction of additional toilet-blocks, De-slugging of safety tank, Introduction of Pay & Use concept. Prevent squatting nuisance by providing mobile or fabricated toilets.
2
Maintenance Department
Maintenance Department should provide 30-35 committed manpower and necessary equipments. Minor Potholes repairs. Maintenance and cleaning of open gutters less than 45 cm width. Minor repair works of toilet block.
3
S.W.D. (Storm Water Drain)
Cleaning, De silting, Repairing, Construction. Maintenance. Repair/Replace damaged Storm water chambers/covers.
4
S.O. (Sewerage Operation)
Choke Clearance, Desilting / De-sludging. Repair/Replace damaged Manhole chamber/covers.
5
Road Department
Disciplining Hawkers, Road Cleaning, Potholes repairs, Laying of bitumen, Disciplining the parking of vehicles and maintaining the road cleaning.
6
Water Department
Leak detection, Repairing / Renovation of water main, Laying of new pipe line, Flushing of water main, New water connections. Punitive action on drawing of illegal water. Complaint redressal within 24 hours.
7
Traffic Police
Towing of improperly parked/abandoned/under repair vehicles, keep bin surrounding free from parking.
8
Involvement of people
Support from Social Workers, Police, Religious leaders, politicians, M.C.G.M. administration, M.C.G.M. Control Room, Community Based Organizations.
9
Hawkers
Disciplining
10
Cattle Pond and Market Department
Clearing roads/dust bins/ toilet area from stray animals. Prevention of unauthorized slaughtering.
11
P.R.O.
Provide vehicle/ poster material for campaign, arrange Press, Media, News etc.
Outcomes :
Major outcome of this study was clean environment and better living conditions. This was proved as Dharavi was declared as ‘clean Dharavi’ by Municipal Corporation Of Mumbai on 26th January 1998.
The open defecation on the roads was reduced and the people started demanding ‘pay and use’ toilet blocks.
This was achieved as per the plan. This brought forth further significant results which were congenial to healthy social life of the people in Dharavi. They are :
Improvement in health and hygiene of the people in Dharavi. Clean water was available to the public which was additional factor in improvement of health conditions in the area. The foul smell from rotting gardens or flowing gutters was totally eliminated.
Safety and security in the area due to the association of police department in the project.
Improved communication with different groups and classes of people for the common cause.
Sense of communal harmony among the people was developed/ increased as people from different religions participated in the project.
Civic authorities were made more responsible to address the problems through local groups or society where their officers were also participating.
Publicity to this project worked as a motivating factor. Media coverage to this project through news items, newspaper articles and documentary on the project were instrumental for raising the level of self-respect among the people.
The citizens of Dharavi became more aware of their civic rights and duties. Their expectations from MCGM increased and they realized how to obtain qualitative services from the MCGM.
The project was successful in setting the benchmark for redressal of grievances and established a hierarchy of complaint redressal.
IMPACT:
The project made far reaching impact better for people and for municipal staff.
It was people awareness exercise which ultemetly resulted into SLUM ADOPTION SCHEME, which can be emulated for better condition of life in any slum area.
It provided motivation to Municipal staff who was further ready to take up further project in any area………
Acceptance to this drive by the people was great reward to the leadership efforts which initiated positive change in interacting of various religious communities staying in the area. People experienced the sprit of unity through the campaign which was highest achived through this project.
The clean area provided place for playing, enjoyment and positive interaction, place for studying to the children of the poor.
Dharavi area came into limelight after this project and there were huge offers for the redevelopment of this area from national to international agencies .The real estate rates in the area shooted up as a result of the project.
It also reduced the burden on civil administration and police department from day to day problems and civic complaints.
The citizens were thus motivated and educated to know their responsibilities.

Thus, this ‘zero garbage campaign’ was not simply regular cleanliness exercise. But it was aimed for total change of bringing cleanliness. This was achieved by winning confidence of people in the project and through their sincere participation. To work in the group was to evoke the self-respect for each and every member. The major impact was seen when the police personnel of the nearest police stations were also participating with the group. It was observed that the people need to retain confidence and hence the involvement of police personnel was very much important. Even the Government of India took the note of the change and prepared a documentary film, which was translated into 15 different languages. The change of Dharavi slum therefore became a national issue, which was a matter of a great pride to the residents of the area.