1. Manthan
TEAM
S.A.F.A.L
Made
by:
Tushar
Kanade
Abhishesk
Modi
Geet
Aneja
Deepak
Narang
Kundal
Agarwal
Narsee
Moonjee
InsCtute
Of
Management
Studies
(Mumbai)
Future
ciCes:
Ensuring
world
class
civic
ameniCes
in
Urban
India

2. India
is
touted
as
a
poten-al
superpower,
&
yet
its
top
ci-es
consistently
rank
low
on
both
socio-­‐economic
&
pure
economic
factors.
1
Beta+
=
Bangalore
Beta
=
Chennai
ALPHA
=
Beijing
Mumbai
ALPHA+
=
Shanghai,
Hong
Kong
Beta
-­‐
=
Shenzhen
Under
top
5
categories
both
China
and
India
have
3
ciCes
&
China
has
1
SAR.
Clearly,
India
lacks
relaCve
economic
might.
Global
CiCes
as
per
economic
criteria
:
IND
CHN
Life
expectancy
:
64.4
%
73.5%
Literacy
rate
:
65%
95%
Urban
area(1950)
:
17%
13%
Urban
area(2005)
:
29%
41%
Urban
GDP
:
6%
7.3%
Expenditure
per
Capita
(infrastructure)
:
$17
$116
Most
of
urban
India
feels
that
civic
ameniCes
upgradaCon
is
not
a
high
priority.
However,
a
recent
report
by
consulCng
firm
McKinsey
showed
how
urban
India
is
going
to
thrive
in
the
next
20
years,
showing
also
how
poorly
equipped
the
ciCes
are
at
present
to
handle
the
increase
in
people.

3. 3
issues
with
current
funds
available-­‐
1)Insufficiency
2)Inefficient
Alloca-on
3)Implementa-on
• We
provide
you
with
an
effecCve,
novel
model
of
local
self-­‐governance
based
on
parCcipatory
budgetary
planning;
termed
“A.L.A.G.”
• CiCzens
of
the
top
7
ciCes
of
India
will
be
segregated
on
the
basis
of
wards/cells
&
further
divided
into
units
of
2
sq.
km
–
“A.L.A.G.
Units”
• Involvement
would
be
on
a
local
level
to
decide
upon
prioriCzed
spending
on
local
civic
ameniCes,
based
on
a
systemaCc
vote
at
the
end
of
many
discussions
and
meeCngs,
documented
by
a
well-­‐charted
annual
agenda.
CiCzens
would
vote
for
the
projects
they
feel
must
begin
first.
• AllocaCon
of
funds
is
based
on
exisCng
ward-­‐funding
palerns,
only
sub-­‐divided
into
cells
and
‘A.L.A.G.s’,
each
of
which
would
be
handed
funds
earmarked
for
their
development
&
NOT
spent
by
the
Municipal
CorporaCon.
E.g.
BMC
transfers
proporConal
funds
to
Juhu
A.L.A.G.
• The
model
is
successfully
implemented
in
over
a
1000
ciCes
worldwide,
while
unsuccessfully
implemented
in
Bangalore
earlier.
Leverage
of
exisCng
models
of
other
ciCes
like
Pune
would
be
instrumental
in
shaping
this
model.
-­‐
IntegraCon
with
Status
Quo
Infusion
of
Technology
&
Monitoring
:
How
our
model
is
different
• We
will
leverage
exisCng
infrastructure
on
part
of
the
Municipal
CorporaCon
as
far
as
overlapping
of
authority,
themes
and
jurisdicCon
is
concerned.
E.g.
ExisCng
staff
of
BMC
combined
with
elected
A.L.A.G.
representaCves
can
discuss
same
issues.
• We
would
recruit
members
from
different
cells
and
A.L.A.G.s
depending
on
contribuCon
&
iniCaCve,
giving
them
an
opCon
to
develop
their
immediate
locality,
whilst
offering
them
acCve
volunteer
roles
in
shaping
the
commilee
agendas.
• The
BMC,
ResidenCal
Welfare
AssociaCons,
Corporators
&
ciCzens
all
decide
on
the
outcome
of
prioriCzaCon
of
projects
in
a
locality.
• We
will
open
alternaCve
sources
of
funds
to
augment
the
Municipal
Budget,
so
as
to
complete
pending,
&
implement
new,
projects.
A.L.A.G.
=
AdapCve
Local
Autonomous
Governance
–
A
unique
feature
of
our
governance
model
wherein
a
consorCum
of
private,
public
&
govt-­‐approved
agents
will
sequenCally
and
successively
monitor
the
various
governance
models
and
implementaCon
processes.
This
iniCaCve
would
essenCally
alleviate
tradiConal
delays
due
to
slack,
corrupCon,
red
tapism
&
variaCons
thereof.
2
S.A.F.A.L.
–
Sustained
Archives
For
AdapCve
Looping
K.H.O.J.
–
Know
How
Of
JurisdicCons
-­‐
An
intuiCve,
transparent
soqware
which
is
a
skinned-­‐up
version
of
the
exisCng
Geographical
InformaCon
System
(GIS)
which
is
presently
applied
in
rural
India.
Its
funcCons
include
archiving
exisCng
public
projects
&
will
be
fully
Integrated
with
S.A.F.A.L.,
together
providing
a
comprehensive
&
transparent
informaCon
system
to
the
masses.
Our
sample
basis
for
A.L.A.G.
is
Greater
Mumbai

4. Phase-­‐wise
distribu-on
of
funds
for
specific
civic
ameni-es,
successively
distributed
down
the
hierarchy
as
per
current
alloca-ons
per
ward
with
a
-meline
of
15
years
CITY
STATE
WARD
CELL
A.L.A.G
FUNDS
(CR)
AREA
(SQ
KM)
PrioriCzed
Spending
Minimum
Essen-al
Ameni-es
To
ensure
a
set
level
of
ameniCes
in
every
cell,
before
further
development
of
non-­‐essenCal
ameniCes
e.g.
‘x’
no.
of
Public
SanitaCon
Units
before
sesng
up
a
Public
School
Phase
1
Sewage
Management
Parking
Spaces
Roads
ElectrificaCon
Public
SanitaCon
Open
Spaces
PHASE
2
Public
EducaCon
&
Health
Affordable
Housing
(During
Phase
I,
these
ameniCes
are
sCll
developed
by
the
old
policies)
P H A S E
O N E
:
7
+
3
y e a r s
P H A S E
T W O
:
3
+
5
y e a r s
S U S T A I N E D
A R C H I V E S
F O R
A D A P T I V E
L O O P I N G
( S . A . F . A . L . )
3
15
60
900
2
10
40
600
0
years
15
years
7
10
3

5. Balance
budget
:
3718.5
crores
Required
budget
to
treat
100%
:
6197.5
crores
Allocated
budget(2012-­‐13)
by
BMC
:2479
crores
Current:1
Sewage
generated
13503
MLD
Installed
capacity
4472
MLD
(29
ciCes)
1/3
is
treated
Since
15380
and
acquisiCon
of
39500
more
is
planned
to
be
done
which
gives
an
approximate
55000
official
spaces
a
lot
needs
to
be
done
keeping
in
mind
the
vehicular
congesCon
and
exisCng
vehicles
BMC
is
set
to
acquire
39500
spaces
this
year
with
mulClevel
parking
CURRENT3:15380
parking
space
{20
lakh
vehicles
13
lakh
2
wheelers
7
lakh
4
wheelers}
211467
sq.
km
official
space
allocated
for
parking
In
2012-­‐13
BMC
has
alloled
mere
65.38
crores
Presently
impossible
to
allocate
9
Cmes
budget.
To
reach
internaConal
standard
91
sq.
feet
per
capita
has
to
be
increased
Current2
:0.67%
OF
AREA
4.4
SQ
km
open
spaces
only
in
Mumbai
Only
9
sq.
feet
for
every
person
{Mumbai}
All
India
data
from
MGI
report
All
India
data
from
MGI
report
All
India
data
from
MGI
report
3
of
the
various
minimum
essenCal
ameniCes
in
focus.
By
opening
up
alternaCve
sources
of
funds,
we
ensure
scaling
up
of
exisCng
projects
which
are
insufficient
(either
in
number
or
in
efficiency).

6.
Management
responsibility
Resource
management
Product
realizaCon
Measurement,
analysis
&
improvement
INPUT
Ø A.L.A.G.
Ø Raw
material
Ø People
Ø Funds
OUTPUT
ü Results
ü Survey
ü Secondary
Monitoring
ü InspecCon
ü Feedback
Info
Flow
{
Recheck,
Assessment,
Result
}
ConCnual
improvement
of
Quality
Management
Cycle
KEY:
Value
Adding
Service
InformaCon
Flow
PRODUCT
Info
Flow
{
Recheck,
Assessment,
Result
}
Sustainable
Archives
For
AdapCve
Looping
(S.A.F.A.L.)
15
years
Annual
Plan
for
S.A.F.A.L.
conCnued
for
15
years
Monitoring
structure
We
will
set
up
a
PPP
to
monitor
the
acCviCes
of
the
A.L.A.G.s
on
a
periodic
basis
as
menConed
earlier
ComposiCon
of
Monitoring
Body
(S.A.F.A.L.):
Per
Cell
-­‐
2
members
of
exisCng
municipal
corporaCon
2
members
of
regional
development
authority
1
member
of
RBI-­‐approved
Credit
RaCng
Agency
2
members
of
govt.-­‐approved
consultancy
firms
5
We
will
set
up
a
holis-c
monitoring
body
to
ensure
that
implementa-on
&
feedback
loops
are
transparent.
Current
progress
of
various
projects
will
be
recorded.

7. AdministraCve
Units
of
Municipal
ExecuCve
Planning
Office
CoordinaCon
&
RelaConship
Office
Forum
for
Community
Advisors
Community
of
OrganizaCon
Township
Union
Region
ArCculaCon
Popular
Council
ThemaCc
Coordinators
Regional
Coordinator
of
a
group
of
A.L.A.G.
Forum
for
Advisor
of
Planning
Func-on:
Conver-ng
ci-zen’s
Demand
into
technical
economically
viable
municipal
ac-on
Func-on
:
Managing
the
Budgetary
Debate
Func-on
:
Media-ng
agency
linking
the
municipal
government
with
community
leaders
and
associa-ons
Func-on
:
Mediate
between
ci-zen
par-cipa-on
and
choice
of
priority
These
last
3
councils
in
the
hierarchy
may
not
form
in
every
region
Depends
on
organizing
poten-al
of
the
region
e.g.
:
Brihanmumbai
Municipal
CorporaCon
For
A.L.A.G.,
we
will
set
up
the
organizaConal
structure
as
follows,
by
integraCng
the
exisCng
hierarchy
to
follow-­‐up
on
annual
tasks:
By
building
on
current
infrastructure
of
the
municipal
corporaCons
and
the
government,
we
minimize
re-­‐structuring
procedures
and
costs
as
well
as
reducing
changes
in
the
number
of
new
policies
6

8. PLAN
–
Strong
Branding
of
ParCcipatory
BudgeCng
acCviCes
in
conjuncCon
with
a
markeCng
campaign
which
uClize
a
variety
of
mechanisms
Ex:
Direct
MarkeCng
tools
like
posters,
leaflets,
radio
adverts
etc.
A
personal
selling
campaign,
in
local
dialects
to
foster
moCvaCon,
with
help
from
exisCng
members
IntegraCng
Geographic
InformaCon
System
in
urban
areas
–
K.H.O.J.
FuncCon:
InformaCon
system
that
integrates,
stores,
edits,
analyses,
shares,
and
displays
geographic
informaCon
for
informing
decision
making.
Eg.
Progress
of
potholes;
general
EsCmated
costs
–
90
per
person
Cost
in
Mumbai:
180
crores
Cost
benefits:
government
documentaCon
Empowering
masses
Source:
Christopher
Jon
Cremons
Department
of
Resource
Analysis,
University
of
Minnesota
Technology
Sustainability
We
learn
from
Bangalore
and
Improvise
on
sustaining
people
once
the
A.L.A.G.s
are
set
up,
along
with
general
propaganda
to
conCnually
promote
&
re-­‐
engage
Scalability
Empowering
the
interested
ENGAGE
AND
INTRODUCE
MODEL
MARKETING
A.L.A.G.
• LOCAL
ASSOCIATIONS
• REGIONAL
GOVT
BODIES
• NGOS
• BUSINESS
HOUSES
• COLLEGES
Regular
MeeCngs
&
follow
up
checks
on
new
parCcipaCon
Rinse
&
Repeat
7

9. • Allow
insCtuConal
investors
to
invest
in
long
term
projects.
• Public
disclosure
guidelines
for
ULBs
via
SEBI.
•
Enforcing
borrowing
limits
for
ULBs.
Opening
up
Municipal
Bond
Markets
Short-­‐medium
term
Non-­‐financial
benefits
of
increasing
transparency.
Since
dependence
on
grants
reduces
the
debt
infuses
efficiency.
Problems
ImprovisaCons
Advantages
over
exisCng
IntroducCon
of
Autonomous
Taxes
Long
Term
Allow
influx
of
funds
via
opening
of
the
municipal
bond
markets,
encouraging
land
mone-za-on
&
providing
for
autonomous
taxes
1Demand
side:
these
bonds
face
compeCCon
with
infrastructure
securiCes
issued
by
government
of
India
Supply
side:
Complacent
Urban
LegislaCve
Bodies
(ULBs)
funded
by
grants
from
state
making
system
inefficient
FavoriCsm
,
crony
capitalism.
Revenues
spent
on
operaCng
expenses
No
legal
framework
regarding
displacement
of
locals.
ULBs
are
limited
by
state
laws.
Lack
of
land
allocaCon
by
Urban
Development
AuthoriCes
to
ULBs.
• AllocaCon
of
Land
to
efficient
projects
• ULBs
can
do
producCve
local
Investment
• ProporCon
decided
by
the
commilee
50-­‐75%
on
infrastructure
investments
comprehensive
evaluaCon
of
tender
applicant’s
project
• Monitoring
body
(S.A.F.A.L.)
collaboraCng
with
consultancies
for
ensuring
efficiency
of
projects
• ULBs
given
more
autonomy
and
• AllocaCon
of
land
bank
by
UDAs
to
ULBs
to
Give
them
more
power.
8
Encourage
Land
MoneCzaCon
Medium
term
ExisCng
system
New
system
No
power
with
ULBs
to
iniCate
new
taxes
or
modify
exisCng
taxes.
Due
to
slow
growth
in
municipal
revenues
ULBs
are
not
able
to
meet
their
demand
for
infrastructure
investments
• ULBs
meet
UDAs
once
a
year
to
propose
modificaCon
of
taxes
or
to
iniCate
new
ones,
so
that
the
ULBs
are
able
to
feed
their
fiscal
deficits.
• UDAs
are
given
a
sCpulated
Cme
period
of
6
months
to
reply
to
the
proposals
and
suggest
modificaCons
to
it.
• ULBs
have
power
to
modify
taxes
according
to
its
requirements.
• Fast
track
approval
of
tax
structure
modificaCons
$200
million
approx
in
20132
$1
billion
approx,
extrapolaCng
China’s
2011
figures
to
Mumbai2
$14.4
Billion
for
Cer
I
ciCes
$3
Billion
for
EnCre
India2
Non
existent
as
of
now
Depends
on
%
of
state
taxes
diverted
to
ciCes
1-­‐5
years
3-­‐7
years
7-­‐15
years

10. 9
MUMBAI
Through
A.L.A.G.’s
mechanism,
there
will
be
an
update
on
K.H.O.J.
by
S.A.F.A.L.
with
new
informaCon
If
you
are
not
saCsfied
with
the
progress
since
the
last
project,
you
may
contact
the
A.L.A.G.
rep
Through
S.A.F.A.L.,
you
can
check
the
current
progress
of
the
pothole
project.
You
can
then
see
archives
of
all
pothole
management
projects
from
the
past.
You
can
firstly
check
up
on
K.H.O.J.
whose
jurisdicCon
the
area
falls
under.
Upon
contacCng
a
rep,
you
can
ask
for
more
details
if
your
query
is
not
covered
by
S.A.F.A.L.
A
pracCcal
example
of
how
our
change
in
governance
would
lead
to
a
gradual
change
in
improvement
of
basic
ameniCes
I
came
across
a
pothole
in
the
red
region.
I
want
to
know
more
about
what
can
be
done…

11. PoliCcal
Economic
Social
High
MarkeCng
costs
for
mass
scale
awareness
&
brand
reinforcement
campaigns
Hiring
costs
of
technical
cadre
Research
costs
for
segregaCon
of
A.L.A.G.
units
in
every
cell
LogisCcal
costs
for
periodic
assembly,
upkeep
and
review
CreaCng
awareness
for
the
masses/locals
Ensuring
moCvaConal
factors
are
in-­‐sync
on
an
year-­‐on-­‐year
basis
Perceived
burden
by
potenCal
parCcipaCve
locals
FrustraCon
among
locals
if
implementaCon/funds
are
delayed
Slums
&
encroachments
unclear
with
involvement
with
A.L.A.G.
Perceived
loss
of
power
by
poliCcal
parCes
(before
implementaCon
of
model)
Interference
&
influence
of
powerful
coaliCons/parCes
(aqer
implementaCon
of
model)
Red
Tapism
Legal
Technological
Environmental
OpposiCon
to
changes
in
exisCng
policies
System-­‐wide
inefficacies
General
tardiness
and
delays
in
policy
implementaCon
AmbiguiCes
arising
due
to
new
policies
Difficulty
in
implemenCng
appealing,
user-­‐friendly
technology
Heavy
cost
of
K.H.O.J.
ConflicCng
votes/decisions
which
may
not
favor
environmental-­‐friendly
infrastructure
opCons
MiCgaCon
Factors
• Developing
appropriate
markeCng
budgets
to
minimize
cost
• Leveraging
exisCng
professionals
from
Resident’s
Welfare
AssociaCons(RWA)
• Collaborate
with
local
Municipal
Bodies
for
exisCng
maps
&
models
MiCgaCon
Factors
MiCgaCon
Factors
MiCgaCon
Factors
MiCgaCon
Factors
MiCgaCon
Factors
• Incorporate
sufficient
consent
• Ensure
monitoring
body
inspects
each
legal
step
•
Encourage
fast-­‐
tracking
of
policy
implementaCon
• Sync
new
policies
with
exisCng
ones
and
maintain
clarity
• Involving
locals
in
mulCple
dialects
for
effecCve
markeCng
• Remind
&
reinforce
core
philosophies
of
A.L.A.G.
• S.A.F.A.L.
ensures
Cmely
checks
to
alleviate
delays
• Phase-­‐II
will
be
more
decisive
&
clear
about
slums
• Involve
consent
• S.A.F.A.L.
protocol
will
inhibit
influence
from
poliCcal
parCes
• K.H.O.J.
iniCaCve
will
provide
a
universal
database
• Use
open
source
soqware
to
minimize
cost
• Adopt
successfully
implemented
technology
models
in
world-­‐class
ciCes
Allocate
minimum
essenCal
ameniCes,
as
menConed
in
earlier
models
A
summary
of
specific
challenges
we
will
face,
supported
by
appropriate
mi-ga-ons
1
0

12. References
SLIDE
1
Chart
1
:
Mc
Kinsey
Global
InsCtute-­‐
India’s
Urban
Awakening
Chart
2
:
Global
ciCes
,
GAWC
(
GlobalizaCon
,&
world
ciCes
research
network)
–
think-­‐tank
SLIDE
3
:
funds
alloled
taken
from
www.mcgm.gov.in
allocaCon
of
funds
from
BMC
Slide
4
:
chart
3
,
chart
4
,
chart
5
Mc
Kinsey
Global
InsCtute-­‐
India’s
Urban
Awakening
current
facts
Current
1
,
current
2
,
current3
hlp://www.mcgm.gov.in/irj/portal/anonymous?
NavigaConTarget=navurl://
dade06f1302b49150e2ce75bbf4f8094
Slide
6:
hlp://www.internaConalbudget.org/themes/PB/AdopCngParCcipatoryDemocracy.pdf
reference
to
parCcipatorybudgeCng
Slide
7:
GIS
cosCng
reference
to
:
Christopher
Jon
Cremons‘s
research
paper
on
GIS
cosCng
Department
of
Resource
Analysis,
University
of
Minnesota
Slide
8
:
1.h9p://journal.asci.org.in/Vol.42(2012-­‐13)/Shahana_Mukul.pdf
problems
and
improvisaMona
of
Resource
Analysis,
University
of
Minnesota
2.
MGI
REPORTS
ESTIMATES
taken
as
base
for
extrapolaCng