DELHI WATER SUPPLY & SEWERAGE
SECTOR
Reform Project
Delhi Jal Board
J u ly , 2 0 0 4
Table of Contents
List of Abbreviations...………………………………………………………………………...…….…........1
1. Executive Summary ............................................................................... 2
2. Background............................................................................................. 6
3. Present Status & Need for Reforms ..................................................... 7
4. Objectives of the Proposed Reform Project ........................................ 9
5. Strategic Context .................................................................................. 10
6. Proposed Reform Project Components ............................................. 11
7. Expected Outcome ............................................................................... 19
8. Institutional Framework for Implementation................................... 20
9. Stakeholder Concerns & Mitigation Measures ................................. 22
10. Summary Matrix of the Reform Project ........................................... 25
11. Annexure ............................................................................................... 31
Delhi Water Supply & Sewerage Project – Identified Projects
i. Map for Water Supply Component
ii. Map for Wastewater Component
Delhi Water Supply & Sewerage Sector Reform Project
List of Abbreviations
CAD
CEO
CETP
CSC
DDA
DJB
HRD
ICB
IT
JJ
KRA
LCB
MCD
MGD
MIS
MoUD&PA
NCT
NDMC
NRW
NWP
O&M
PMoU
PPE
RWA
SCADA
STP
WHO
WSP
WSS
WTP
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Computer Aided Design
Chief Executive Officer
Common Effluent Treatment Plant
Customer Service Centre
Delhi Development Authority
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Human Resource Development
International Competitive Bidding
Information Technology
Jhuggi Jhopri
Key Result Areas
Local Competitive Bidding
Municipal Corporation of Delhi
Million Gallons per day
Management Information System
Ministry of Urban Development & Poverty Alleviation
National Capital Territory of Delhi
New Delhi Municipal Council
Non Revenue Water
National Water Policy
Operations and Maintenance
Performance Memorandum of Understanding
Personal Protective Equipment
Resident Welfare Association
Supervisory Control and Data Acquisition
Sewage Treatment Plant
World Health Organization
Water and Sanitation Program, South Asia
Water Supply and Sanitation
Water Treatment Plant
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Delhi Water Supply & Sewerage Sector Reform Project
1. Executive Summary
DJB is the primary service provider of water supply & sewerage services in Delhi. Even though
Delhi has access to adequate availability of water as well as sufficient wastewater treatment
capacity, the actual service delivery is sub-optimal. The current service level in the sector suffers
from serious deficiencies which need to be addressed urgently. These include:
Gaps in Service delivery – Water Supply – bulk supply uncertainty; intermittent and inequitable
supply, significant Non Revenue Water, absence of bulk metering, ineffective customer metering,
and inefficient operations
Gaps in Service delivery – Sewerage – inadequate coverage of sewer network, silted sewer lines,
routine overflow of untreated wastewater into drains, underutilized treatment capacity,
interconnection of sewer lines and storm water drains
Operational – lack of infrastructure and operational records; inadequate “crisis” maintenance
Institutional – significant overlap in the role of policy formulation, service delivery and
regulation, lack of adherence to service standards, inefficient customer interface, lack of
performance orientation, inadequate use of IT & MIS, inadequate service provision to the poor
Financial – very low tariff; low cost recovery forcing DJB to rely on excessive loan assistance
from the Government, high costs, particularly energy usage.
The obvious manifestation of the above situation is poor reliability, increased health risks due to
inadequate water supply and management of wastewater, huge copings costs and low customer
satisfaction.
Given this context, the Government of NCT of Delhi recognizes the need for comprehensive
reforms in the WSS sector to ensure providing a significantly higher level of service in a
sustainable manner by DJB. To facilitate the same, DJB had recently commissioned the Delhi
Water Supply and Sewerage Project Preparation Study which has identified certain critical areas
and strategic reform measures. Subsequently, workshops were held for developing the Vision and
Reform Implementation Strategy for the sector. The Workshops brought together representatives
from DJB management and staff, Central and State Government, Resident Welfare Associations,
multilateral and bilateral development agencies, NGOs and experts from progressive water
utilities on a common platform to deliberate on the issues facing the sector, share best practices,
and develop the strategy and implementation mechanism. The recommendations of the study as
well as deliberations during both the workshops have stressed on the need for urgent
interventions.
The Government’s Vision for the sector is ‘Provision of universal 24/7 safe water supply and
sewerage services in an equitable, efficient and sustainable manner by a customer oriented
and accountable service provider’. The strategy to achieve this Vision includes a phased
programme towards full service coverage and high quality service provision in an efficient and
financially sustainable manner.
Although the DJB Vision sets a 10 year time-frame upto 2015, a comprehensive reform process is
proposed to be launched immediately with the objective of achieving visible & replicable
improvements in various aspects of the WSS services in Delhi. DJB plans to undertake first phase
of implementation of the reform project as an essential part of a comprehensive improvement in
the services. This Reform Project document is for Phase I of the reform process and details out
the concrete action plan for the next five years. The document incorporates the recommendations
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Delhi Water Supply & Sewerage Sector Reform Project
of the Project Preparation Study, results of stakeholder consultation and gives on a macro level a
blueprint for immediate capital investment requirements, the possible sources of funding and
assistance. The objectives include addressing the city wide urgent infrastructure needs for service
improvement, enhanced capacity building and internal efficiency improvement plan, introduction
of pilot projects in selected areas for preparation of roll out programme for the next phase of the
reform process. The specific components of the project are as follows:
 First phase of comprehensive distribution improvement to move towards Continuous
Supply. This includes outsourcing of water supply and sewerage services in two DJB
operational zones and a portion of the NDMC distribution area, covering about 12% of the
connections, through Management Contract(s) for five years. The objective will be to
gradually move from an intermittent supply system to a continuous supply system. The
technical and managerial expertise of the private sector would be used to achieve significant
efficiency gains and to train the DJB employees in modern utility management best practices.
 Bulk supply and sewerage infrastructure improvement for city wide improvement in
services. This will include rehabilitation of selected water supply and sewerage system to
address priority bottlenecks as identified in Batch I projects of the Project Preparation Study,
an energy audit for enhanced efficiency, measures for comprehensive collection of
wastewater and conveyance to treatment plants, and for improved water quality to promote
Environmental Sustainability
 Consultancy studies for rationalization of trunk systems for changeover to continuous supply
regimes and preparation of a system upgrade roll-out plan
 Organisational strengthening measures to improve DJB’s internal efficiency and for better
consumer focus and responsiveness. The focus will be on enhancing performance orientation,
training, staff rationalization, single point customer interface, effective use of MIS & IT etc.
 Targeted interventions including pilot projects for improved services to the poor
 Roll out programme for scaling up of services and replication across the entire city based
on the lessons learnt in this phase.
While it is essential to identify the urgent works and implement them in Phase I of the reform
project, it is proposed to undertake an immediate study for developing a comprehensive system
infrastructure development and roll out plan simultaneously based on a detailed assessment of the
lessons learnt from the Phase I interventions for effective replication across the entire city. It is
proposed to develop the roll out plan within 2 years of the commencement of Phase I of the
reform project. Based on the roll out plan, further measures for comprehensive improvement in
the services shall be identified by Year 3 of the Phase I and implemented subsequently. The same
is depicted below.
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Delhi Water Supply & Sewerage Sector Reform Project
Study for rationalisation of trunk infrastructure- Roll out plan
Trunk Infrastructure improvements – Water & Sewerage
(Batch 1 projects)
Phase I Distribution Reforms
Year
1
2
3
4
5
Trunk Infrastructure improvements – Water & Sewerage
(Batch 2 projects)
Phase 2 Distribution Reforms
Year
6
7
For effective implementation of the reform programme, it is proposed to have a Performance
Memorandum of Understanding between the Government and DJB. The objective will be to
move from a resource plan to a reform plan with release of funds linked to performance. The
success of any reform initiative will critically hinge on mutually agreed commitments from DJB
and Government, which will be embodied in the MoU. While commitments from DJB will
include demonstrating quantifiable increase in the key performance indicators with respect to
quality of services and service coverage, the Government will need to commit to creation of an
enabling environment through independent regulatory framework, tariff increases and
rationalization, establishing minimum governance requirements and adequate financial support.
The objective will be to achieve financial sustainability through gradual phasing out of
Government subsidies by the end of the MoU period and recovery of full efficient O&M costs.
Independent monitoring of the MoU and public disclosure of performance is also proposed for
effective implementation.
The success of the reform programme will critically depend upon its acceptance by the
Government, DJB employees, customers and potential private players. It is essential that their
fears and apprehensions, the risks perceived with respect to the reform project are suitably
addressed. For this purpose, it is essential to launch a comprehensive Communication Strategy,
which addresses the concerns of all stakeholders, both in the external environment and within the
organization.
While it is recognized that the process of reforming the water supply and sewerage sector may be
difficult initially, and it may take sometime before the full benefits of the reforms become
apparent, nevertheless it is essential to ensure sustainability of the sector. It is envisaged that the
Reform Project shall be the driving force in Delhi to turn around the current situation of general
poor performance into sustainable high quality services for all. The objective at this stage is to
initiate the reform process, deliver substantial improvement on various aspects of the WSS
services in Delhi in the envisaged time period, and develop a strategy for replication across the
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Delhi Water Supply & Sewerage Sector Reform Project
entire city to ensure that the Government’s visionary agenda for sustained and secure water future
does not remain on paper.
The summary table of the projects, time frame, tentative costs and source of funding is given
below:
Goal
Reform Component
Time Frame
Tentative Cost1
(US$ million)
Source of
Funding2
Continuous
Supply
Phase I Distribution Reform Project
Consumer Metering
Bulk Meters & Leak detection
equipment
Trunk Infrastructure improvement –
Water
Water quality
Trunk Infrastructure improvement –
Sewerage
2004 – 09
From 2004
2004-06
60
6.5
3.3
World Bank
DJB Plan Funds
DJB Plan Funds
2004-06
26.5
DJB Plan Funds
2004-05
2004-06
To be estimated
66.2
DJB Plan Funds
DJB Plan Funds –
US$ 14.8 mln
World Bank – US$
50.5mln
JBIC – US$ 0.9mln
Energy Audit & Implementation of
Measures proposed
Performance Appraisal System,
Delegation of Powers
Training
From 2004
16.7
DJB Plan Funds /
USAEP
-
Staff Rationalization
2004-05
0.5-1% of Plan
budget per annum
To be estimated
Computerized CSCs
Modern MIS & IT
Communication Plan
Assessment of needs of the poor
using CBIS
Pilot Projects
Infrastructure Development Plan &
Tender documents
From 2004
2004-05
2004
2004-05
4
To be estimated
To be estimated
DJB Plan Funds/
World Bank
DJB Plan Funds
World Bank
World Bank
2004 - 06
2004-06
To be estimated
1.5
World Bank
World Bank
Operating
Efficiency &
Environmental
Sustainability
Customer
Orientation &
HRD
Improved
Services for the
Poor
Roll Out
TOTAL
1
2
2004-05
From 2004
-
DJB Plan Funds
184.7
Excludes the cost of price & physical contingencies, taxes
Actual quantum of funding from World Bank to be finalized in discussion with World Bank
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Delhi Water Supply & Sewerage Sector Reform Project
2. Background
The National Capital Territory of Delhi (NCT) covers an area of 1486 sq km, of which the urban
area accounts for 525 sq km. Of the total urban area, the area under Municipal Corporation of
Delhi (MCD) accounts for 94% while New Delhi Municipal Council (NDMC) and Delhi
Cantonment Board (DCB) cover 3% each. The Government reconstituted the erstwhile Delhi
Water Supply and Sewerage Undertaking into the Delhi Water Board (DJB) in 1998, with the
Chief Minister as its Chairperson. DJB is responsible for complete water supply and sewerage
services to areas under the jurisdiction of MCD. DJB also provides bulk supply services for
NDMC and DCB areas and the internal water distribution and sewage collection is taken up by
these agencies.
DJB serves a total population of nearly 14 million through 1.47 million water connections. DJB’s
water resources consist of both surface and ground water. The water allocation from the surface
water resources – Yamuna, Bhakra and Ganga rivers is 940 MGD (4272 Mld) which translates
into an actual availability of 820 MGD (3726 Mld) due to losses from canal system and capacity
limitation in the raw water transmission. The groundwater resources add an estimated 63 MGD.
Most of the surface water is treated at five plants; Chandrawal, Wazirabad, Haiderpur, Bhagirathi
and Nangloi having a combined treatment capacity of 640 MGD (2911 Mld) of water.
With respect to sewerage services, around 73% of the population is connected to the sewer
network. There are 17 wastewater treatment plants with nominal capacity of 512 MGD (2337
Mld). This is more than adequate for an estimated present day volume of 406 MGD of
wastewater for treatment.
Even though Delhi has access to adequate availability of water as well as sufficient treatment
capacity, the actual service performance is poor. To identify the core issues confronting the
sector, DJB had recently commissioned the Delhi Water Supply and Sewerage Project
Preparation Study with funding from International Bank for Reconstruction and Development.
The study commenced in 2002 and focuses on both technical and institutional aspects. The study
gives a complete snapshot of the existing infrastructure and institutional arrangements. It has
identified certain areas requiring critical intervention. An immediate investment plan for
addressing urgent infrastructure needs has been drawn up. Apart from this, certain changes in the
institutional arrangements have been recommended which include measures for organizational
restructuring, corporate governance, regulatory mechanism HR management systems, IT plan,
etc.
A Workshop was held in March 2004 to formulate a Sector Vision and to set an agenda for the
reform process. The Workshop brought together representatives from DJB’s management and
staff, Central and State Government, Resident Welfare Associations, multilateral and bilateral
development agencies, NGOs and experts from progressive water utilities on a common platform
to deliberate on the issues facing the sector, share best practices and reach a consensus on the
proposed Vision. While the Project Preparation Study covered a wide range of reform areas,
several important and complementary aspects have been identified during the Vision workshop,
which also need to be addressed.
To take the Visionary agenda forward, another Workshop was held in May 2004 to develop a
Reform Implementation Strategy. The objective was to bring together various stakeholders to
deliberate on the strategy and implementation mechanism and develop a concrete action plan for
undertaking reforms in the next five years.
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The recommendations of the study, as well as deliberations during both the workshops, have
stressed the need for interventions to ensure provision of a significantly higher level of service in
a sustainable manner. Despite concerted efforts and the initiatives undertaken so far, it is felt that
a lot more needs to be done in a focused manner, setting out short term and medium term
implementation targets.
3. Present Status & Need for Reforms
The current service level in the sector suffers from serious deficiencies which necessitate the need
for reforms. These are discussed below:
Gaps in Service Delivery – Water Supply
The actual water supply available to the residents is intermittent and inequitable. Despite
concerted efforts the demand-supply gap is on the rise. This imbalance is further exacerbated by
the high level of Non-Revenue Water – including both technical and commercial losses –
estimates of which range around 40-50%. The ability to identify the losses is further constrained
due to lack of bulk metering for transmission and distribution systems except for supply to
NDMC and DCB. The present zoning arrangements are not conducive for effective monitoring
and control. Customer metering is ineffective under the prevailing condition of intermittent
supply. Under these conditions, there is little incentive to economies on the use and wastage of
water. The intermittent supply further leads to increased health risks from possible contamination
of leaking pipes. There are shortcomings at treatment works and the equipment is inefficient. The
obvious manifestation of the poor supply situation is high customer coping costs and low level of
customer satisfaction.
Positive initiatives are being taken by DJB to augment the water supply. These include additional
capacity of 140MGD from the new Sonia Vihar WTP and commissioning of Nangloi WTP to its
full capacity of 40 MGD by end 2004. WTPs at Dwarka and Okhla are planned for customers at
the extremities of the system. There are plans for introducing recycling of wastewater from
existing WTPs. Additional tubewells are being commissioned in the Palla area for augmenting
water availability. However, these will only go a limited way towards bridging the future
demand supply gap. The gross demand (including losses) is estimated to be in the range of 2096
MGD in 2021 at the present level of losses and reduced to 1463 assuming losses to be in the
range of 20%. It is also clear that any incremental addition to water availability now through big
dam projects is an extremely expensive proposition. Hence, much of the gap will have to be met
by giving priority to improved management of water distribution, resulting in reduced losses,
rather than capacity augmentation or ‘filling a leaking bucket’.
Gaps in Service Delivery – Sewerage
Presently, the coverage of the sewer network is inadequate with only 73% of the population
connected to the sewer network. With 80% of the water consumed discharged as wastewater,
presently the wastewater generated is 406 MGD. However, the wastewater collected for treatment
is only 321 MGD due to the problem of large unsewered areas, silted sewer lines and inefficient
pumping. There is overflow of wastewater from sewers into drains due to blocked or settled
sewers as well as interconnection of sewer lines and storm water drains. In addition, the
configuration of some pumping stations causes sewer surcharging that results in continuous
overflows of crude sewage to the environment. As a result, a significant share of the collected raw
wastewater is directly discharged into drains and nallahs. The treatment capacity is underutilized
and the effluent quality at most treatment works does not consistently meet the current standards.
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Delhi Water Supply & Sewerage Sector Reform Project
The present hydraulic capacity of the treatment plants of 513 MGD is sufficient for treatment of
collected wastewater (321 MGD) and an atypically high volume of infiltration (114 MGD).
However, to meet the future demand, as well as reduce unsafe disposal of wastewater in the
environment, it will be necessary to give immediate priority to rehabilitate the existing pipelines,
to reduce infiltration, to improve pumping station operation and ensure conveyance of the
collected wastewater to the treatment plants. The extension of the local network, collector sewers
and increase in sewage treatment capacity shall be undertaken subsequently.
Institutional
DJB's institutional arrangements are not geared to promote managerial autonomy and
accountability. The role of the Government is significant as reflected in the current composition
of the Board. DJB is mandated to frame its own regulations (with approval from the Government)
with respect to tariffs and service quality and enforcing them, thereby reflecting an inherent
conflict.
The management responsibility is diffused leading to lack of accountability. The annual
performance appraisal system does not explicitly recognize Key Result Areas and hence absence
of monitoring performance against them. Human resource development in the organization needs
particular attention, wherein there is a clearly defined incentive structure for all level of
employees which recognizes and rewards performance. There is a pressing need for effective
training programmes for skill set enhancement of employees at various levels including training
on modern management and leadership skills. The organization is overstaffed as reflected in the
high ratio of staff per thousand connections (20) compared to the industry norms. There is little
use of Information Technology (IT) and there is a lack of a modern Management Information
System (MIS), both essential for effective management.
The customer interface is a clear weak link. DJB is clearly supply-oriented whereas a service
should be demand oriented, recognizing the importance of the customer and of good relations
with them. There is no strict adherence to the Citizen’s Charter, the customer has limited options
for bill payment, is not aware of the existing service standards, and there is no effective grievance
redressal mechanism. Though initiatives have been taken for enhancing citizen partnership
through the ‘Bhagidari’ scheme, there is a need to strengthen it. Thus, there is a need for
institutional mechanism for enhanced autonomy, improving organizational efficiency and altering
the ethos of the organization from being supply oriented to customer oriented.
Improving water supply and sanitation services to the poor also remains an urgent priority. Most
poor people reside in the resettlement colonies, urban villages, rural villages, JJ clusters and
unauthorized colonies. Many of these are only partially covered by the water distribution system.
Even though efforts are being made to improve this situation, it is difficult to plan for service
delivery in these areas as they are hampered by lack of adequate information on coverage and a
monitoring system. There are a number of isolated pockets such as unauthorised colonies and JJ
clusters that are not sewered. People who do not have access to water and sanitation services
resort to a variety of coping measures to meet their needs viz. private handpumps & tubewells,
private vendors, soak pits, open defecation imposing substantial cost – financial, health and time.
Hence, there is a need for targeted interventions to cater to the water and sanitation needs of the
poor.
Financial Sustainability
With respect to the financial situation, even though Delhi has the highest national per capita
income, it has the lowest water tariffs among all metros in India. There is a persistent deficit on
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Delhi Water Supply & Sewerage Sector Reform Project
the revenue account over the years. Despite the fact that the DJB Act mandates full cost
recovery3, this philosophy has not been reflected in the tariff-setting decisions taken by the DJB.
In addition to the average monthly bill of Rs 50, the present coping costs already range between
Rs 200-350 per month for the residents of Delhi. Contrary to the common perception, a recently
conducted Willingness to Pay survey in Delhi indicates a positive response with respect to a
willingness to pay for enhanced service quality.
Operation is inefficient – and maintenance is at far lower levels than is needed - with energy and
establishment costs accounting for 42% and 45% of the O&M costs (excluding debt charges)
respectively. Presently, the revenue deficit is being funded through loans from the Government
(approx. Rs 350-400 crore annually). However, given DJB’s envisaged pipeline of projects, funds
required (Rs 5000 crore)4 for system rehabilitation, as well as limited capacity of the Government
as the sole funding source, there is a need to progressively revise water charges accompanied
with improved services whilst gradually phasing out the Government subsidy, with the objective
of achieving full recovery of costs of efficient O&M.
Thus, against this backdrop, and the initiatives undertaken notwithstanding, a lot more needs to
be done if the sector is to become financially self-sustaining.
4. Objectives of the Proposed Reform Project
The Government of NCT of Delhi recognizes the need for comprehensive reforms in the sector to
ensure a significantly higher level of service provided in a sustainable manner by DJB.
The approach of the Government for embarking on the reform process has been to develop a:
-
Long term Vision and a step wise approach to reforms though setting out medium term
implementation targets.
Focus on physical improvements, demonstration projects, policy framework and internal
reforms for capacity building of DJB in medium term
Adequate participation of stakeholders and beneficiaries in the reform project
The Government’s Vision for the Delhi water supply and sewerage sector in Delhi is:
“Provision of universal 24/7 safe water supply and sewerage services in an
equitable, efficient and sustainable manner
by a customer oriented and accountable service provider”.
Embedded in the Vision are six thrust areas as depicted overleaf. The defined performance
indicators and key milestones as outlined in the proposed Vision are presented in Annexure 1.
Section 55(2), DWB Act, 1998 states that DJB is empowered to ‘recover all the costs of operation,
maintenance, repayment of debt and a return not less than 3% on net fixed assets’
4
Tenth Five Year Plan (2002-07), DJB
3
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Financial
Sustainability &
Accountability
Operational
Efficiency
Continuous
Supply
Vision
Customer
Orientation & HRD
Environmental
Sustainability
Improved Services
To the Poor
The strategy to achieve this Vision is to carry out a phased programme towards full service
coverage and high quality service provision in an efficient and financially sustainable manner.
Although the Vision document sets a time-frame upto 2015, it is proposed to launch the reform
process immediately with the objective of achieving visible and replicable improvements in
various aspects of the WSS services in Delhi. The objectives of the reform project are:
-
-
Adoption of a phased implementation approach, incorporating experience from initial
work for replication and scaling up
Implementation of an initial city wide service improvement programme for substantial
improvement of reliability, sustainability and affordability of WSS services to benefit all
citizens of Delhi including the poor
Implementation of comprehensive organizational measures for enhanced capacity
building and internal efficiency
Specific pro-poor interventions to address the needs of the poor
Preparatory measures for the next phase of the reform program to roll out continuous
water supply and sewerage services to the entire city
Effective Institutional Framework for implementation and sustenance of the reform
programme
To realize the above objectives, specific projects have been identified and a concrete action plan
has been developed for the next 5 years.
5. Strategic Context
Embedded in the proposed reform project are principles of various policy pronouncements in the
water supply and sewerage sector to facilitate reforms. The proposed reform project is in
consonance with the National Water Policy, 2002 Government of India which advocates an
integrated and multidisciplinary approach towards water resource planning, development,
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Delhi Water Supply & Sewerage Sector Reform Project
conservation and management. The NWP 2002 lays emphasis on formulation of state water
policies backed with an operational action plan in a time bound manner in two years. With
respect to the policy aspects, the NWP lays emphasis on the need for the paradigm shift from
development to effective management of water resources through recognition of water as an
economic good with well targeted and transparent subsidies for the poor, adoption of scientific
water management techniques, participatory approach to water sector management and
encouraging private sector participation. These principles have been incorporated in the proposed
reform project.
The project is also in line with the 74th Constitutional Amendment which aims at devolution of
enhanced financial and functional powers to the urban local bodies to enable them to function as
effective self-governing institutions. The project is consistent with India’s Tenth Five Year Plan,
which recognizes that infrastructure bottlenecks have become a major constraint on growth, and
therefore poverty alleviation. Access to safe water has been declared as a basic human right by
the United Nations and is widely recognized to directly contribute to poverty alleviation. The
project would also contribute to achieve the Millennium Development Goals adopted at the world
summit on sustainable development in Johannesburg in 2002, which lay emphasis on provision of
safe drinking water, improved sanitation services and sustainable environment management.
6. Proposed Reform Project Components
The various project components derived on the basis of comprehensive analysis of the system
requirements, proposed benefits and cost effectiveness which shall be undertaken in the next five
years are discussed below. The detailed action plan, proposed benefits and the tentative costs
have been presented in Section 10.
6.1
Phase I of Comprehensive Distribution Improvement
Objectives:
It is proposed to move towards continuous water supply to promote a virtuous circle in respect of
increased supply reliability, operational efficiency and water quality, resulting in greater customer
satisfaction, willingness to pay and enhanced cost recovery. The focus will be on distribution
management aspects and efficient utilization of currently available resources before considering
augmentation of resources. Preliminary analysis and discussion has shown continuous water
supply to be cost effective and affordable. A phased implementation approach is proposed for
gradual introduction of continuous supply systems. In Phase I, it is proposed to initiate
distribution system improvements in 2 operational zones of DJB and one operational zone of
NDMC with an objective to demonstrate that 24/7 is achievable as well as to set a realistic
strategy for continuous supply.
Framework for Action
DJB plans to undertake first phase of implementation of continuous supply as an essential part of
a comprehensive improvement in the distribution services in two of its own operational
distribution zones – South II and South III having 91,000 and 72,000 connections respectively. It
is understood that NDMC will also undertake a similar upgrading of distribution in a zone within
its own jurisdiction and this will be included in the Phase I project with the overall project
responsibility resting with DJB. Apart from the suitability of their size covering 12% of the total
DJB connections and the range of social and economic conditions they exhibit, they receive water
from the new Sonia Vihar WTP thereby ensuring optimum use of the water produced by the
plant.
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In order to introduce best water service industry operational standards into DJB, it is proposed to
award 5-year Management Contract(s) to implement the first phase of distribution improvement.
Specialist contractors will be procured on a competitive bidding basis for each zone and they will
be required to work with the management and staff of the two Zones to meet performance targets.
Independent technical and transaction advisors will be appointed during the preparation stage and
for selection of the contractor. The role of the technical advisor will include assessment of the
existing situation with respect to the quantum of investment required to achieve realistic
performance standards. The objective would be to reduce uncertainty and have the required
system information in place to serve as a basis for informed discussions with the potential private
contractors. The transaction advisor will be responsible for analysis of legal aspects, economic
and financial analysis, gauging the interest of potential private sector contractors and,
accordingly, determining the project structure, as well as preparing the bid documents and
providing assistance during the bidding process.
The Management Contracts will cover the operation and maintenance of the water supply and
sewerage services in the selected distribution zones as well as rehabilitation works required to
bring about the changes necessary for continuous supply. The operator will be paid fixed
management fee plus certain incentives (or imposed penalties) depending upon performance and
achievement of output-based milestones. An independent monitoring of the performance of the
contractor will be done. The principal objectives of the Phase 1 work in the two Zones will be to:
-
-
-
-
-
Improve all aspects of the water supply and sewerage services including distribution system,
equity in bulk supply, MIS, billing and collection, customer interface by selected capital
investments and introduction of best operational practices.
Use it as a ‘Showcase’ project to demonstrate that 24/7 supply is an achievable vision.
Harness technical and managerial expertise to achieve efficiency improvements.
Provide an “on-the-job training ground” in best water industry practices for the management
and staff of the 2 Zones, and their colleagues seconded from other Zones, so that the DJB
may progressively introduce and replicate them in the remaining areas.
Provide an incentive structure for the DJB staff involved in the work for enhanced motivation
and acceptance by employees.
Be a proving ground for optional approaches for restructuring distribution systems within the
zones, bulk and customer metering, detection of illegal connections, leak detection and repair,
system rehabilitation and maintenance.
Establish the lessons learnt and identification of issues which may be expected while
introducing 24/7 supply throughout Delhi.
Generate data on the cost and rehabilitation requirements for roll-out of continuous supply
throughout Delhi and to facilitate cost benefit analysis in terms of savings on account of
reduction in NRW.
Recommend any institutional reforms required in parallel to supplement the technical efforts
e.g. billing and revenue collection, strict enforcement against illegal connections, training,
etc.
In addition to the work in these two zones, consideration will be given to the installation of high
quality customer meters which can operate accurately in other zones that will continue to
experience intermittent supply for much of the transition phase. Preliminary estimates show the
payback period for installing these to be around six months. A systematic programme of illegal
connection detection and legalisation for their incorporation into the system or their removal will
also be undertaken.
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Delhi Water Supply & Sewerage Sector Reform Project
6.2
Bulk Supply and Sewerage Infrastructure Improvement
Objectives:
City wide improvement in service will require a re-structuring of the bulk transmission system
and distribution networks combined with reduction of losses and equitability in bulk supply. The
focus at this initial stage, however, will be on enhancing the operational efficiency and
effectiveness of the present infrastructure through refurbishment of the existing bulk supply and
treatment infrastructure rather than creating additional water resource and treatment capacity.
The environmental issues of declining water quality and pollution are also an integral part of
environmental management. With respect to sewerage system, measures will be taken to optimize
the carrying capacity of existing infrastructure – rehabilitating and replacing it as necessary –
before embarking on extensions to the sewerage system. Attention will also be given to
improving the utilization of existing wastewater plants including treatment and disposal of
sludge.
Framework of Action:
Based on an assessment of the present situation, certain project components critical to meet the
immediate requirements have been identified and prioritized in the DJB Project Preparation
Study. These shall be undertaken in the next 2 years for city-wide improvement in water supply
and sewerage services. The priority works which have been identified are as follows.
Bulk Supply Metering
Metering – both bulk and customer metering - is essential to reduce water losses and encourage
prudent utilization of water. The installation of bulk meters will be undertaken on the
transmission and distribution systems to facilitate improved operational efficiencies and to ensure
transparency and accountability of water supplied to different parts of the city. Effort will also be
made to meter supplies supplied through standposts and tankers. The DJB Project Preparation
Study has already identified the locations where bulk meters are required on the transmission
mains. Replacement of customer meters will be an integral part of the Phase 1 distribution
improvements. Once the pace of the full roll-out programme has been defined, a decision will be
taken as to whether to install customer meters capable of functioning under intermittent supply
conditions in areas where 24-7 supply will not be available for some time.
Restructuring transmission main system, rehabilitation of WTPs
Based on the DJB Project Preparation Study, rehabilitation of selected elements of the water
supply infrastructure has been identified. It is proposed to restructure the transmission main
system, including relaying of sections of transmission mains to rectify joint problems caused by
surge pressures in the system. Measures for upgrading pumping station efficiency, construction of
new booster pumping stations and ground level reservoirs to serve new areas, identification of
tappings and unauthorised distribution off-takes in the transmission mains, and their removal will
be also undertaken.
For better utilization of the existing capacity, rehabilitation of existing WTPs will be undertaken including measures for provision of minimum instrumentation, improved intake desilting
facilities, renewal of existing motors and replacement of pump impellers. Pilot projects to
introduce best industry practices for efficiency improvements and training of employees in select
treatment plants and pumping stations shall be undertaken in the next phase.
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Delhi Water Supply & Sewerage Sector Reform Project
While the above interventions are not expected to add much new capacity to existing treatment
plant capacity, the main benefit is likely to be in terms of reduction in real losses, i.e. losses at the
water treatment plants and water transmission mains, rationalization of water supply, and
extension of supply areas in few cases
Detailed designs have been prepared for the projects to be undertaken as part of the DJB Project
Preparation Study. The details of the project and cost estimates are given in the Annexure 2
Refurbishment of existing wastewater collection, treatment and disposal system
The focus during this stage will be on improvement in the sewerage network through desilting,
rehabilitation and relining of critical sections of trunk sewers, better utilisation of existing
wastewater treatment plant capacity, upgrading efficiency of pumping stations, rather than
measures for additional capacity. The cost-effectiveness of local, decentralized treatment of
wastewater for discharge to local nallahs and drains will be compared with its longer conveyance
distances by means of interceptor sewers and pumping stations to larger regional treatment plants.
In accordance with the DJB Project Preparation Study, a set of measures capable of being
executed in the next two years have been identified for enhancing sewer carrying capacity and for
reducing the discharge of untreated wastewater into the drains. The prioritisation of the various
components involved has taken account of the immediate need as per the current situation and a
range of other factors such as cost per capita, environmental impact, health benefits, water usage
and planning. The details of the project and cost estimates are given in the Annexure 3. Detailed
designs have been prepared as part of the DJB Project Preparation Study.
Measures for water quality
Comprehensive and systematic monitoring of water quality supplied is proposed. The concentration of
residual chlorine is closely monitored at the treatment plants and to a lesser extent in the distribution
system. More attention will be given to ensure reasonable water quality in the distribution system.
Even though the results of such checks indicate water of a potable quality being delivered to
customers, however, it is highly likely that some contamination of the water takes place in the
distribution system due to the intermittent supply situation. Poor water quality may be also attributable
to leaking pipes, proximity of water lines and sewer lines, user of boosters etc. Even though, the tests
conducted reveal that quality of treated and distributed water meets the requisite standards, however
the customer is often dissatisfied with the quality of water. This apparent disparity may be explained
by the deficient sampling methods, timing, testing and location of procedures being followed. A
specific programme on water quality monitoring improvement is proposed to be launched taking the
command area of one treatment plant from the plant through to the customer, using international best
practices. As part of this initiative, a comprehensive programme of laboratory upgradation,
improvement in sampling techniques and water quality analysis and reporting mechanism is to be
undertaken.
Energy Audit
An energy audit of major installations will be done to judge the efficiency of the existing
equipment and their operating environments in order to identify measures that are required to
reduce energy consumption. A preliminary assessment of the energy consumed by various
facilities of DJB has concluded that there is significant potential of substantial energy savings.
Based on the outcome of such audits, further steps will be taken to improve efficiency and the
operational aspects. These measures include use of energy-efficient motors, regular monitoring of
pump efficiency, calibration of measuring instruments at regular intervals, say every two years,
altering the operational environment; establishing a proper yearly preventive maintenance
programme for major and medium size pumping stations, and strictly adhering to it.
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6.3
Organizational Improvements
Objective: Customer orientation and capacity building shall be the foundation for enabling the
entire reform process. The focus will be on HRD aspects for harnessing the potential of all
employees as well as building and sustaining core skills essential to the growth of the
organization in the changing operating environment. Various measures shall be taken to improve
DJB’s internal organizational efficiency and for better consumer responsiveness including
development of a comprehensive CRM package.
.
Framework for Action:
Restructure performance appraisal system
It is proposed to restructure the performance appraisal system through identification of clear
objectives and Key Result areas. A list of indicative KRAs across various functions and levels
has already been identified as part of the DJB Project Preparation Study. Measures will be
taken to incorporate them in the annual Appraisal Process after consultation with the
employees. The objective will be to institutionalize a performance oriented culture that
explicitly rewards and recognizes merit.
Training
The DJB Project Preparation Study has proposed a comprehensive training plan across various
levels. Further detailed Training Needs Assessment shall be done based on the performance
review of the individuals in relation to the present and envisaged role. Suitable arrangements
including collaborating with some institutions to impart training will be made. The focus will be
also on developing management and internal leadership skills for facilitating effective change
management.
‘Training the trainers’ approach will be also adopted for knowledge management. This might
first be implemented in the Phase I distribution improvement projects. Managers and staff who
have received training and gained implementation experience will be given the means to share
their knowledge and expertise with others for replication of the same across various other zones.
Enhanced delegation of powers
The financial delegation of powers will be reviewed for enhanced empowerment at
appropriate levels for decision making. The objective will be enhanced decentralization of
powers and matching of resources with responsibility for effective and efficient decision
making.
Staff rationalization
It is proposed to determine appropriate staffing requirements for all levels at DJB in context of
the proposed sector reforms. An assessment of the current job description, age profile, liabilities
on account of employee benefits e.g. pension, gratuity and benchmarking against laid down
norms will be done. Measures will then be taken for dealing with the excess manpower. These
include Voluntary Retirement Scheme for DJB employees and redeployment through training.
Computerized Customer Service Centres
Computerized Customer Service Centres (CSCs) are proposed as a one stop customer interface
for all key aspects of customer services - provision of information, processing of applications for
connections, billing and collection services and handling of customer grievances. It is proposed to
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Delhi Water Supply & Sewerage Sector Reform Project
set up the CSCs in 21 locations and also to set up centres with provision for enhanced options for
payment collection in 21 other locations across Delhi. In line with the Government’s intention to
move towards an e-Delhi, web based interactions viz. downloading of forms, making bill
payments online, registering of complaints and checking status online etc. will be facilitated.
To implement this, it is proposed to outsource the development, installation, operations and
maintenance to a service provider along with other IT applications detailed out in the next section
on a Build-Own-Operate basis for a period of five years. The contractor shall be selected on a
competitive bidding basis and will need to adhere to the defined performance standards. It is
proposed to pay the service provider on the basis of fees per transaction for the Customer Service
aspects and fixed monthly fees for all other aspects viz. Personnel Information system, Project
Monitoring system and Groupware. A Project Management Consultant will be appointed to
facilitate the selection of the service provider and bring in the technical expertise for effective
implementation of the above IT applications,
Modern MIS & use of IT
Presently, DJB has operational revenue billing system, website, and backbone for the HQ LAN in
place at HQ, and limited usage of PCs in some departments and divisions for day to day working.
The new initiatives undertaken by DJB include implementation of computerized Financial
Accounting, Costing and Fixed Asset systems as part of DJB Project Preparation Study, gradual
use of GIS with the assistance of NIC for digital mapping, development/procurement of systems
such as Payroll and Contract Recording. There is a proposal to prepare an Action Plan for
Hydraulic network modeling and gradual use of a SCADA system.
In order to improve efficiency across various departments, and facilitate effective and informed
decision through inter and intra-office communication, an IT strategy has been developed as part
of the DJB Project preparation Study. During this stage, the key application areas that are critical
to DJB operations from the perspective of Customer Service and Operational Efficiency will be
undertaken. These include
- An integrated Personnel Information and Payroll Management System to maintain all
employee related information and facilitate better planning and management with respect to
the human resource development. The PIS would maintain all employee-related information
such as salary records, personal details, appraisal information etc., and would enhance the
working of the HR function.
- Project Monitoring System for effective Project and contract management. The application
would assist DJB in monitoring projects, tracking the work item-wise progress of projects,
assessing adherence to contractual obligations and in managing allocation of resources to
various projects
- Groupware to facilitate communication, coordination, and collaboration. The groupware for
DJB would comprise of e-mail system for both intra-office and inter-office communication
with no limits on the geographic coverage and a Workflow Application i.e. enable the
automation of operational processes, managing the movement of information as it flows
through the sequence of steps that make up the work procedure by maintaining changes in
status and the state of the document or transaction.
The development, installation, operations and maintenance of the above applications shall be
outsourced to a service provider on a Build-Own-Operate basis for a period of five years. The
software shall be owned by DJB along with all its rights. The service provider would be selected
on a competitive bidding basis. A Project Management Consultant will be employed to select the
service provider and provide technical expertise in the initial stages of design, development,
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installation, implementation and initial operations of the various systems envisaged. DJB has
already taken steps to facilitate this.
The use of other IT applications such as Computer Aided Design, Inventory Management,
Document Management System, Integrated MIS, effective use of existing GIS, SCADA shall be
undertaken in the next phase.
Enhanced Communication
The thrust of the proposed reform project is also getting the stakeholders together and building
consensus. The objective is to ensure clear public understanding of the reform measures and their
benefits, encourage transparency, and build support for reform process.
A communication plan will be designed and implemented for DJB to address the concerns of
various stakeholders – internal and external. The stakeholders include DJB management and
staff, consumer associations and representatives, NGOs catering to the low income groups,
Indian and international WSS industry, international development agencies, media etc. The
Communication Plan shall include dissemination of information and making stakeholders
aware of the existing constraints, identification of the main concerns of the various
stakeholders, measures/ clarifications to alleviate the same, identification of appropriate media
to convey, and soliciting and analyzing the feedback from various stakeholders.
6.4
Targeted Services to the Poor
Objectives: In the present situation, the poor are particularly hard hit with inadequate access and
huge coping costs. All institutional and technical interventions shall be designed with a clear
obligation to improve the service to the poor. The objective will be to ensure access to the
economically weaker sections of the society through specific pro-poor measures.
Framework for Action:
Assessment of the needs for the Poor using CBIS
Presently, development of strategy for improved services to the poor is constrained by the lack of
data on their situation. Further efforts will be focused on understanding and explicitly addressing
the conditions under which the poor gain access to water supply and sanitation services before
designing any specific pro-poor interventions. The information required includes identification of
areas where they reside, the actual population who are ‘water vulnerable’ – do not have adequate
access to services, current coping mechanism and costs, capacity and willingness to pay as well
as preferred mechanism to meet their needs. Measures such as conduct of baseline surveys, use of
tools such as Community Based Information System, public consultative processes through
forging partnerships with representatives of NGOs and community organizations will be
encouraged. The objective will be to solicit feedback in design of realistic objectives, targets and
interventions to improve the services to the poor.
For the zones selected for Phase I continuous supply, a rapid assessment including updating and
integrating CBIS with existing DJB database, dialogue with poor community aided by NGOs
shall be done to obtain the requisite information.
Pilot Projects for Community Mobilization
Pilot projects will be undertaken for improving water and sanitation services to the poor. The
objectives shall be to analyze the potential of community mobilization to cater to the needs of the
poor and collaboration with NGOs, communities to better serve the needs of the poor. This will
also include assessment of the use of cost effective arrangements for linking the poor to the
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mainstream e.g. through use of community contracts, water kiosks, decentralized STPs etc. and
cost benefit analysis of the present supply of water through tankers vis-à-vis supply through piped
water, tanks etc. The model will be selected based on the technical feasibility, financial viability,
legal aspects, ability to mobilize and management capacity of the communities etc. and then be
institutionalized based on the lessons learnt.
6.5
Roll out Programme Development
Objective: Given the significant infrastructure investment required, it needs to be set in context of
a development plan. While it is essential to identify the urgent works and implement them, there
is a need to develop a roll out plan simultaneously based on a detailed assessment of the existing
situation and lessons learnt from the Phase I interventions for effective replication across the
entire city.
Framework for Action:
An immediate study will be undertaken for developing a comprehensive system infrastructure
development plan with the objective to outline a water supply and sewerage system for Delhi to
cope with the expected future demand and translate the vision of universal service coverage and
24/7 water supply into a reality.
The main components shall include:
- Water resources planning for a horizon of 50 years
- Water supply and sewerage infrastructure planning and programme for implementation –
rehabilitation and extension for a horizon of 20 years
- Water and wastewater service objectives and levels
- Outline of a comprehensive water supply system for Delhi based on a restructured
distribution system, enable equitable supply conducive to effective monitoring and control
- Social and Environmental Management Plan
- Outline of a comprehensive wastewater system for Delhi, comprising full coverage by sewer
networks and collector sewers, storm drainage management, sewage and sludge treatment and
disposal/beneficial reuse
- Cost estimates and affordability analysis leading, in combination with definition and
implementation of priorities to a staged programme of implementation
Based on the lessons learnt from Phase I distribution improvement, a roll out programme for
progressive city wide implementation will be developed. It shall include
- Action Plan and agenda for reduction of the various components of Non Revenue Water
- Reorganization of DJB’s operational zones so that each zone is discrete in all aspects of its
operations viz. incoming water, distribution, maintenance and repair, non-revenue water
control, billing and revenue collection and customer services
- Identification of a strategic infrastructure investments needed to meet medium and long-term
goals and specifications, in terms of costs and further design requirements
The pace of implementation should be linked to affordability as well as keeping in mind the
social and environmental needs. The development of the plan will require credible base data
regarding population and water demand projections, system mapping on GIS base, metering of
bulk and sewage flows, hydraulic modeling and network analysis to identify the required
improvements and extensions. It is proposed to involve the planning, design and operational staff
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DJB staff throughout the preparation of the Infrastructure Development and roll out Plan to
facilitate a good understanding of issues and its effective implementation.
7. Expected Outcome
Addressing the water supply and sanitation sector has a visible impact on multiple fronts such as
poverty alleviation, environmental sustainability, public health, life expectancy, participatory
development and good governance. Even though the net benefits are difficult to quantify, they
can be expected to be positive. It is envisaged that the Reform Project shall be the driving force in
Delhi to turn around the current situation of general poor performance into sustainable high
quality services for all. The target beneficiaries of the various components of the reform measures
shall be the urban population of Delhi, totaling about 14 million.
Tangible economic benefits should result from technical interventions by leveraging capital
investments. The improvements in services are expected to provide the foundation for DJB to
increase tariffs for all beneficiaries and thereby improve cost recovery levels. The provision of
improved services through the proposed interventions will lead to positive economic impact in
terms of
- reduction in coping costs;
- positive fiscal impact on the state finances in the medium to long term since the project
envisages gradual phasing out of subsidies from the Govt.
- broader access to adequate water supply on a reliable basis would also benefit industrial
consumption and thus support economic development
- other indirect economic benefits such as increase in value of real estate in areas with adequate
access to water supply and sewerage services, increase in employment, increase in income
from tourism.
With respect to water supply, tangible improvements can be expected to be achieved including:
- city wide improvement in quality of services
- improved equity and security of bulk supply
- upgraded water transmission system
- reduced health risks with better quality monitoring
- improved operational efficiency
For the Phase I zones the impact will be significant in terms of:
- continuous water supply and improved sewerage services to around 12% of DJB’s
connections
- significant reduction in non-revenue water
- improved cost efficiencies and staff productivity
- 100% customer metering
- improved customer satisfaction and revenue collection
- improved service levels to the poor
With respect to the environmental impact the significant positive impact includes:
- improved capacity utilization of the STPs
- reduced pollution and contamination of River Yamuna
- possible improvement in water quality and improved health and hygiene due to reduction
in overflows to drains and cross contamination by sewer lines;
- better control and management of environmental issues due to effective monitoring
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The organizational reforms are expected to result in:
- Improved efficiency
- Enhanced staff productivity through training across all levels
- Increased motivation of DJB employees through performance incentives
- improved accountability and transparency of operations
- improved customer interface
In Phase I zones also, the employees will significantly benefit through training in modern
water operational management practices as well as share of performance-related bonuses
awarded to Operator
The desired social development outcomes expected out of the project interventions are:
- improved and equitable coverage of un-served and under-served poor households at
reasonable cost; and
- substantial positive effect on women (time and effort) and better health for the entire
family through assured supply of safe water in adequate quantity made available to the
households
- empowerment of users through encouraging stakeholder participation and adequate
consultative mechanism
8. Institutional Framework for Implementation
As a backdrop to the reform process and for its effective implementation, a Performance-based
Memorandum of Understanding (PMoU) is proposed. It is proposed to reorient the plan financing
into a mechanism of flow of funds linked to improvement in DJB’s performance. A PMoU should
be signed between the Government and DJB, for a period of five years initially, by means of
which the release of funds would be benchmarked to operating performance and agreed
milestones. The performance targets to be met by DJB over the duration of the Reform Project as
well as the required commitments from the Government for creation of an enabling environment
will be embodied in a Performance MoU agreed by both the Government and DJB.
The PMoU shall include:
- Performance Indicators with their baseline benchmarks, and progressive improvement targets
which DJB is committed to achieve. In case baseline data is not available, a time plan for data
generation and improvement plan shall be considered
- Commitments on part of the Government
- Capital expenditure plan for project implementation during the horizon of the PMoU. This
shall be firm for one year and tentative for subsequent years (annually revised based on the
availability of data and previous year’s performance )
- Defining linkage between performance improvement & funds from GoNCTD
- Monitoring mechanism - performance (DJB) and reforms (GoNCTD)
The PMoU shall specify the following mutually agreed commitments during the transition period
for smooth implementation of the reform project.
On behalf of DJB
- demonstrating quantifiable increase in the key performance indicators it is committed to
achieve with respect to quality of services, service coverage, services to the poor, etc.
- Improving efficiencies to reduce costs
- the evolution of key financial indicators it is committed to achieve
On behalf of the Government of NCT of Delhi
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Delhi Water Supply & Sewerage Sector Reform Project
-
-
initial tariff hike and the evolution of DJB’s tariff level and structure with improved
services (in absence of regulator)
creation of an enabling environment through independent regulatory body to regulate
tariffs and set and enforce service standards
Establishing minimum governance requirements through improving operational
autonomy, delineation of the role of the Government as the policy maker with increased
powers of management of affairs to be vested with the Board. The Government may
ensure adoption of the same through amendment of the existing DWB Act
Financial Support - The Government may consider one time writing off of the old debt
liability to allow DJB to start with clean books of account. Also, for sustainability of DJB
it may consider grant funding to meet the approved capital investment needs. The
provision of subsidy for O&M expenditure should gradually decline based on
performance improvement
The objective will be ‘gradual
phasing out
of
Government
subsidies by the end of the initial
PMoU period and recovery of the
costs of efficient O&M’ as reflected
in the diagram. Independent
monitoring of the PMoU and public
disclosure of performance is also
proposed
for
effective
implementation. Annexure-4 sets
out two scenarios of required
government support.
T2
Phasing out of Govt. subsidies based on
Performance MoU
Current
O&M costs
Reduction in
Govt. subsidy
T1
Tariff
-
Government
Subsidy
Efficient
O&M Cost
Phase wise
increase in Tariffs
Current
Tariff
T0
For smooth co-ordination and
0
1
2
3
4
5
Year
implementation of the Reform
Programme, a high level, multi disciplinary task force headed by the Chief Secretary and
comprising the Principal Secretary (Urban Development), Principal Secretary (Finance), external
advisor may be set up. The task force shall be responsible to play a lead role in the development
of the PMoU as well as provide oversight and advisory role during the reform process. The task
force will also facilitate interface with other agencies such as MCD, NDMC and other
government departments for synergizing efforts towards achieving a common objective.
Deep engagement and participation of DJB staff would be important to gain ownership of the
reform project. A Project Management Group will be constituted within DJB headed by a Project
Director and comprising of officers drawn from different areas of DJB to coordinate the activities
relating to the reforms. The objective would be to have champions to keep the momentum for this
comprehensive initiative. The Project Management Group will also:
 Facilitate coordination and procurement of various studies and activities under the reform
project
 Facilitate prior approval and clearances from relevant authorities
 Monitor through feedback from consumers, NGOs
At the ground level, specific working groups/ task forces may be constituted in various areas to
collect and consolidate required data and information and facilitate implementation of the reform
programme.
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9. Stakeholder Concerns & Mitigation Measures
The success of the reform programme will critically depend upon its acceptance by the DJB
employees, customers and potential private players. It is essential that their fears and
apprehensions, the risks perceived with respect to the reform project are addressed and doubts
clarified. The risks perceived by the various stakeholders as well as the mitigation measures are
outlined below:
PERCEIVED CONCERNS/ RISKS
GOVERNMENT
Lack of political acceptance due to perceived
decline in the role of the Government
MITIGATION MEASURES
-
-
Resistance by Government to increase tariffs
since:
- Water a merit good with high service
obligation
- To make it affordable to the poor
-
DJB MANAGEMENT & EMPLOYEES
Resistance by employees to Management
Contract in Phase I zones – perceived
‘privatization’/ fear of losing jobs
-
Lack of private players forthcoming
-
Increased capital costs due to high cost estimates
by the private player
Increased costs due to involvement of the
private player
-
Employees resistance to VRS
Lack of adequate capacity within DJB to design
and implement various projects
Lack of capacity of DJB employees to undertake
the new role
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Need to convince that the proposed reform process does not
envisage a decline in the role of the government but shift
towards a facilitator and enabler role
Need for initial discussions with the Government regarding
the reform measures and incorporation in the Performance
MoU
Need to convince that high universal obligation justifiable but
paradoxical if this results in lack of access to services
Main objective of reform project to improve efficiency,
viability which does not go against social commitment
prerogative
Subsidies for poor to continue but to be made transparent
Phase increase in tariffs in part linked to improved services
Independent regulator to ensure increase in tariffs with
improved services subsequently
Deployment of DJB employees as well as continued service
conditions to be essential as part of the Management contract
Explain why operator involvement essential to success of
Phase 1 distribution improvement
Enhanced internal communication to demonstrate the
perceived benefits – opportunity for training, share of
performance related bonuses
Need to gauge the interests and involve the private players to
understand & address their concerns during preparation of the
project structure and bid criteria
Independent technical pre-feasibility study by DJB for
estimates of the capital investment required
Need to compare the proposed costs when realised with
efficiency gains to the cost of continuing with the existing
situation
Determine sustainability of efficiency gains without operator
involvement
Need to design an attractive package
DJB to undertake efforts for redeployment of employees
affected by VRS
Effective internal communication strategy
Use of professional advisory firms with requisite experience
for assistance in selection of contractor
Continuous capacity building and training of employees
Training by the operator to be an essential component of any
activity contracted out
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Delhi Water Supply & Sewerage Sector Reform Project
PERCEIVED CONCERNS/ RISKS
Legal hassles for extension of services to the
poor
CUSTOMERS
Tariff hike – Low willingness to pay
-
-
-
Poor service quality & standards
PRIVATE PLAYERS
Unrealistic expectations by DJB
Lack of basic information precluding the ability
of the private player to bid
-
-
Transparency in selection of private player
-
MITIGATION MEASURES
In case of services to the poor, need for forging partnership
with NGOs
Need for interface with other agencies such as MCD to
synergies efforts for common objectives
Need for enhanced measures for dissemination of information
to public to show it justifiable to recover costs of ‘efficient
O&M’
Tariff hike to be accompanied by improvement in services
subsequently for improved acceptance
Independent regulator to set tariffs with increased consumer
consultation
Explain benefit of phasing out customer coping costs
Independent regulator to ensure service standards
Performance obligations to be integral part of any
management contract
Need for adequate consultation/ gauging of interest by DJB
during formulation of bid criteria
Independent technical studies by DJB to generate adequate
information
Sufficient time during the bidding process for conduct of due
diligence by the private player
Selection of contractor through PQ process and competitive
bidding
Standard guidelines/ evaluation criteria for evaluation to be
mentioned in the bid document
DJB to specify the capital investment required and
performance standards to be adhered to. The implementation
strategy proposed should be at a broad level leaving some
flexibility with respect to implementation plan with the
private contractor
Clear contract specifications with respect to all relevant
clauses on performance & default and independent monitoring
Timely funding assurance by DJB/ Use of escrow account
Stringent Capital Investment & Implementation
Plan by DJB
-
Operational hassles i.e.
- delay in payment by DJB
- procurement delays
-
Lack of operational control e.g.
- employees of DJB
- policy measures for taking stringent
actions against delinquent customers
Issues in interfacing with other agencies, delays
in approvals
-
DJB to ensure effective powers to the private contractor &
matching of responsibility with authority
-
DJB to provide adequate support to facilitate interface with
government agencies
-
While identifying the projects, emphasis has been on reducing the potential direct negative impact
of the project on the environment and the people. The social components were carefully
addressed in the project design, along with technical, environmental and economic
considerations. The major concerns include not only minimizing negative impacts especially
displacement but also extending and enhancing positive impacts on the affected communities and
large population of Delhi.
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With respect to the social impact, there are insignificant adverse social issues at most sites. Land
acquisition requirements have been minimized to the maximum possible extent consistent with
the technical and economic feasibility of the system. There is no direct negative impact of project
components. There are no encroachers/ squatters, litigation, disputes and grievances of any type.
Income restoration is also not necessitated, as the livelihood and income generating activities are
not affected except to very a few shopkeepers, hawkers/ vendors temporarily for a limited number
of days during the rehabilitation works of water supply and sewerage projects (for whom
adequate compensation has been assessed and proposed). There is no demolition of structure and
dislocation of people. Measures will be taken to minimize traffic congestion, inconvenience in
mobility to public etc. by the diversion of traffic with adequate signage for the facility of
transport movement and to avoid any accident. Similar safety measures will be taken for the
rehabilitation of transmission mains having traffic congestion and public disruption. The earnings
of hawkers, vendors etc. impacted due to rehabilitation works will be minimized by working in
late evenings with an adequate number of machines and manpower to complete the task in less
duration.
With respect to environmental impact, it will be ensured that all government and funding agency
requirements and procedures relating to Environmental Assessment are complied with. The
following measures shall be also taken to minimize the adverse impacts and enhance beneficial
impact.
-
Construction during daylight hours to avoid noise in residential colonies.
Barricading the work site with proper signage for smooth traffic movement.
Use properly maintained equipments for excavation / digging / emergency power.
Appropriate design for embankments of excavated earth.
Provide appropriate dewatering and drainage facility to avoid formation of water pools.
All noise emitting and polluting machinery to conform to noise / emission limits prescribed by
Pollution Control Board.
Confined space working protocol and enforcing PPE for hazardous operations.
Disposal of waste / grit / solid waste to be at designated site.
Oil Grease to be dry mopped.
Storage of diesel / oil to be in a designated protected area.
Use of PPE for site workers to be strictly followed.
Wiring and Electrical works to follow State (NCR) Electricity Regulations.
Routine analysis of waste and maintaining records.
Occupational Health and Safety awareness, use of PPE, safety signage.
Maintenance of measuring instrument.
Adequate training of operators.
Detailed Social Assessment and Environmental Management Plan has been prepared as part of
the DJB Project Preparation Study.
Delhi Jal Board
24
Delhi Water Supply & Sewerage Sector Reform Project
10.Summary Matrix of the Reform Project
GOAL
REFORM
COMPONENT
CONTINUOUS SUPPLY
Phase I
Distribution
Reform Project
EFFICIENCY &
ENVIRONMENTAL
SUSTAINABILITY
Consumer
Metering
5
6
Bulk
Supply &
Sewerage
Infrastructure
Improvements
ACTION PLAN
TIME FRAME
- Choice of zones for Phase I
implementation
- Data Collection by DJB
- Procurement of Consultants
- Technical Advisor
- Transaction Advisor
- Draft Bid Documentation
- Pre-qualification
- Bid Process commences
- Completion of Evaluation
- Negotiations & Award of Contract
Installation of high quality consumer
meters which can operate accurately in
areas of intermittent supply
April 2004
Procurement and Installation of bulk
meters
Procurement of Leak detection
equipment
Rehabilitation of WTPs, Pumping
stations, restructuring transmission mains,
construction of UGRs, BPS for equitable
supply (Batch 1 projects)
- Finalization of tender documents &
contract packages
- Procurement of contractor & Project
Implementation
EXPECTED OUTCOME
TENTATIVE
COSTS5
SOURCE
OF
FUNDING
World Bank
Substantial improvement in services
categorized by
- Continuous supply for 12% of
the connections
- Improved cost efficiencies
- Significant reduction in NRW
- Bulk metering & 100%
consumer metering
- Improved billing and collection
efficiency
- Improved customer satisfaction
- High quality & effective
consumer metering
- Reduction in NRW
US$ 60
million
US$ 6.5
million
DJB Plan
Fund
2004 – 2006
-
Equitable distribution of bulk
supply
US$ 3.3
million
DJB Plan
Fund
2004 - 06
-
City wide improvement in water
supply, service coverage
Reduction in unauthorized
tappings
Improved capacity utilization
Reduction in NRW
Improved operating efficiency
US$ 26.5
million
DJB Plan
Fund6
May – July 2004
July 2004
Aug 2004
Nov 2004
Dec 2004
Jan 2005
Sept 2005
Oct 2005
Commence in July
2004
-
Assuming 1$ = Rs 46
Refer to Annexure 2 for details
Delhi Jal Board
25
Delhi Water Supply & Sewerage Sector Reform Project
GOAL
REFORM
COMPONENT
ACTION PLAN
Water quality –
Study for better testing & sampling
procedures
7
8
TIME FRAME
EXPECTED OUTCOME
-
Improved drinking water and
public health
Improved institutional capacity
for water quality management
Cost to be
estimated after
study
-
Improved capacity utilization of
STPs
Reduction in overflows to drains
Enhanced operational efficiency
Total7 - US$
66.2 million
for total trunk
WW
investments
LCB – US$
14.8 million
ICB – US$
50.5 million
JBIC – US$
0.9 million
(under YAP II
& III)
-
Increased cost efficiencies
Study – US$
0.20 million
Implementatio
n Measures8 –
Water- US$
5.5 million
Wastewater –
US$ 11
million
By Sept 2004
-
Upgrading laboratory facilities &
institutionalizing lessons learnt
Refurbishment of existing wastewater
collection, treatment & disposal system
- Finalization of tender documents &
contract packages
- Procurement of contractor
- Projects Implementation
By April 2005
Energy Audit of major installations
Develop Plan for Energy Conservation
Implementation of measures for reducing
energy costs
By March 2004
April 2005
2004 -06
April 2005
onwards
TENTATIVE
COSTS5
-
SOURCE
OF
FUNDING
DJB Plan
Fund
LCB - DJB
Plan Fund
ICB –
World Bank
JBIC
DJB Plan
Fund/
USAEP
Refer to Annexure 3 for details
Tentative costs. Actual to be determined based on study
Delhi Jal Board
26
Delhi Water Supply & Sewerage Sector Reform Project
GOAL
REFORM
COMPONENT
Organizational
Improvements –
Human
Resource
Development
ACTION PLAN
-
-
CUSTOMER ORIENTATION & HRD
EXPECTED OUTCOME
TENTATIVE
COSTS5
SOURCE
OF
FUNDING
Performance Appraisal System
-
Define KRAs for functions
Discussions with employees &
revising the KRAs
Modify Performance appraisal
system
Train & communicate to employees
Implement new system
Monitoring & Evaluation
Training
- Training needs assessment
- Identification & tie up with institutes
providing training
- Develop Training Plan
- Initiate training roll out
- Linking training with PA
- Monitoring & Evaluation
Staff Rationalization
- Analysis of age profile of employees
- Review of current role, job
description, work processes
- Study of staffing pattern in other
utilities/ benchmarking against laid
down norms (by CPHEEO etc.)
- Determine proposed staffing pattern
& number
- Assessment of the current employee
liabilities through actuarial valuation
- Design of suitable VRS package
Delhi Jal Board
TIME FRAME
Sept 2004
Oct-Nov 2004
-
Improved accountability
Enhanced motivation &
improved staff productivity
Dec 2004
Jan 2005
Mar 2005
Continuous
By Sept 2004
By Sept 2004
World Bank/
DJB Plan
Funds
-
Improved staff productivity
Enhanced cost effectiveness
Enhanced skills and performance
potential of all employees
-
Increased cost efficiencies
Oct 2004
Nov 2004
Dec 2004
Continuous
0.5 – 1% of
the Plan
Budget per
annum
Aug 2004
Aug 2004
Oct 2004
Nov 2004
Nov 2004
Dec 2004
27
Delhi Water Supply & Sewerage Sector Reform Project
GOAL
REFORM
COMPONENT
ACTION PLAN
Delegation of Powers
- Review & revision of the delegation of
powers
Customer
Orientation
Modern MIS &
IT
Communication
Delhi Jal Board
Computerized Customer Service Centres
- Hiring of Project Management
Consultant for CSC
- Short listing of potential bidders
- Due diligence, Submission of
proposal by private player
- Bid evaluation, Negotiations &
Award of contract
- Commencement of operations of
CSCs
PIS, PMS & Groupware
- Hiring of Project Management
Consultant
- Short listing of potential bidders
- Due diligence, Submission of
proposal by private player
- Bid evaluation, Negotiations &
Award of contract
- Systems in place
Design of Communication Plan
- Identification of concerns of
stakeholders
- Clarifications to address the concerns
- Identification of appropriate &
dissemination of information
- Monitoring & Evaluation
TIME FRAME
EXPECTED OUTCOME
June 2004
-
Improved accountability
Matching of resources with
responsibility
June 2004
-
End June 2004
Aug 2004
-
Enhanced consumer
responsiveness & speedy
redressal of customer grievances
Training of employees by the
contractor
TENTATIVE
COSTS5
SOURCE
OF
FUNDING
US$ 4 million
DJB Plan
Funds
Sept 2004
May 2005
June 2004
-
End June 2004
Aug 2004
-
Sept 2004
Improved operating efficiency
across various departments
Capacity building/ training of
employees
Effective and informed decision
through inter and intra-office
communication
May 2005
By July 2004
Sept 2004
Nov 2004
Continuous
Reduced resistance from
stakeholders
Increased customer awareness,
commitment and ownership for
reforms
Effective implementation of the
reform process
World Bank
28
Delhi Water Supply & Sewerage Sector Reform Project
IMPROVED SERVICES TO THE POOR
GOAL
REFORM
COMPONENT
Targeted
Services to the
Poor –
Demand
Assessment
ACTION PLAN
Assessment of needs of Poor using CBIS
- Development of partnerships (NGOs
& other stakeholders)
- Information gathering
- Phase I of Continuous Supply
- Entire Delhi
TIME FRAME
EXPECTED OUTCOME
-
July 2004
Oct 2004
March 2005
TENTATIVE
COSTS5
Better understanding of the
existing coping mechanism &
who constitute the ‘poor’
Design of realistic objectives,
targets, & interventions for
improved services to the poor
SOURCE
OF
FUNDING
World Bank
World Bank
Pilot Projects
ROLL OUT
Roll Out
Programme
Delhi Jal Board
Pilot Projects
- Development of partnerships (NGOs
& other stakeholders)
- Testing appropriate models
- Guidelines for Services to Poor
- Formulating phased approach
- Start Rolling out interventions
- Monitoring & Evaluation
- Capacity Building of DJB staff
Infrastructure Development Plan
- Preparation of System Development
& Roll Out Plan based on system
study & learning’s from Phase I
distribution reforms
- Tender documents for planning
rationalization in trunk infrastructure
for Continuous Supply regime
July 2004
By Dec 2005
By Dec 2005
By Dec 2005
April 2006
Continuous
Continuous
-
By Dec 2006
Improved service quality,
coverage to the poor
Reduced revenue losses to DJB
by linking the poor to the
mainstream
Institutionalizing of lessons
learnt for replication and
improved services to the poor
City wide improvement in
services and effective plan for
realization of the Vision
US$ 1.5
million
World Bank
29
Delhi Water Supply & Sewerage Sector Reform Project
GOAL
REFORM
COMPONENT
ACTION PLAN
TIME FRAME
EXPECTED OUTCOME
TENTATIVE
COSTS5
SOURCE
OF
FUNDING
INSTITUTIONAL FRAMEWORK FOR IMPLEMENTATION
EFFECTIVE IMPLEMENTATIONOF THE REFORM PROJECT
Tariff
Rationalization
Performance
MoU
-
-
Corporate
Governance
-
Regulatory Body
-
Delhi Jal Board
June 2004
Based on
improvement in
services
-
Formation of committee by Govt. for
development of MoU
Establishment of baseline
Setting of realistic performance
indicators & Govt. commitments
Signing of Performance MoU
between the Govt. & DJB
Independent Monitoring
Review of Composition of Board &
delegation of powers
Amendment to DJB Act
Adoption of Corporate Governance
principles e.g. commercial
accounting, publishing of Annual
Performance Report, external audit
July 2004
-
Aug 2004
Sept 2004
-
Dec 2004
Mar 2005
-
Passing of Delhi Water Regulatory
Commission Bill by Govt.
Finalization of Service terms &
conditions of Members
Constitution of Selection Committee
Selection of Chairman & Members
Notification of Establishment of
Regulatory Body
Finalization of organization structure,
service rules & appointment of staff
Fixing of initial tariffs & service
standards by the regulator
July 2004
-
Sept 2004
-
Sept 2004
Dec 2004
Dec 2004
-
Initial tariff hike by Govt.
Subsequent rationalization of tariffs
-
Oct 2004
Continuous
Sept 2004
-
Phase wise recovery of O&M
Costs linked with improvement
in services
Enhanced financial sustainability
Effective implementation of
reform projects
Increase performance orientation
& accountability of DJB
Positive fiscal impact in medium
term due to gradual phasing out
of government subsidies
Enhanced managerial autonomy
& accountability of the Board
Increased transparency &
accountability
Depoliticisation of tariff
decisions
Effective monitoring of service
standards
Enhanced customer consultation
Balance of interests of all
stakeholders
March 2005
April 2006
30
Delhi Water Supply & Sewerage Sector Reform Project
11. Annexure
Annexure 1: Roadmap for Reforms – Key Milestones
2005









2006





2007




2007-15



2015
Delhi Jal Board

DJB embraces the principles of Corporate Governance
Integrated revenue and engineering zone management
Setting up of Computerized Customer Service Centres
Bulk metering & progressive introduction of better functioning
consumer meters
Commence introduction of 24/7 supply in the Phase 1 zones for
approx 12% of connections
Establish sound and transparent management, accounting and
performance monitoring measures through Key Result Areas
Independent water regulator in place
Financially transparent DJB
Accountable operational zones managing both revenue and
operations and facilitate comparative benchmarking
Measures for demand management in place
Progressive introduction of 24/7 supply in Phase 1 zones;
Introduction of industry best service practice in Phase 1 zones
Recovery of entire O&M costs for areas with 24/7 water supply and
phased recovery in other areas with progressive improvement in
water supply
Institutionalising arrangements for enhanced interface between
DJB, community organizations, representatives of the poor
Infrastructure Development Plan of Delhi ready and efforts for
restructuring of the water supply and sewerage system based on the
IDP to commence
Setting of service standards and tariffs by regulator
Progressive introduction of pilot operations of 24/7 & comprehensive
roll out plan with performance targets
Considerable improvement in quality of water supply in each zone
including poor areas with progressive introduction of 24/7 supply
Annual reports published by regulator on DJB’s performance with
enhanced measures for efficiency, financially sustainability and
grievance redressal
Wastewater service to be progressively improved to entire service area
including addressing needs of the poor areas
DJB transformed into an efficient and customer oriented utility
24/7 water supply and wastewater service to the whole of Delhi
including slum areas
Universal access to water and sanitation services to be provided by a
customer oriented, accountable service provider in an efficient,
equitable and sustainable manner
31
Delhi Water Supply & Sewerage Sector Reform Project
Annexure 2: Proposed Interventions for Water Supply (DJB Project Preparation Study)
S.
No.
1
2
3
4
5
6
7
8
9
10
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
Projects
Construction of new UGRs and BPSs
with feeder mains
Janakpuri
Palla MBR
Nilothi
Sultanpur Dabas
Bawana
Burari
Kirti Nagar
Avantika
Pitampura
Rohini- Sector-7
Rehabilitation of Booster pumping
stations
G K (North)
G K (South)
Deer Park
Khyala I
Khyala II
Than Singh Nagar
Ramlilla Ground
Punjabi Bagh
Pahari Dheeraj (Old)
Subhash Park (Old)
Laxmi Nagar
Okhla Phase II
Jal Vihar
Jhandewalan
Naya Bazar
Patel Nagar
Rehabilitation of transmission mains
1
2
3
4
Existing Naraina main from Kukreja
Hospital to Rajagarden to be replaced by
MS pipe line of the same diameter
First km d.s. Haiderpur I WTP of Khyala
main; replacement of the existing PSC
with MS of the same diameter
First km d.s. Haiderpur I WTP of
Mangolpuri main; replacement of the
existing PSC with MS of the same
diameter
First km d.s. Haiderpur I WTP of North
West main; replacement of the existing
PSC with MS of the same diameter
Delhi Jal Board
Costs in
Type of contract millions
(INR)
Construction
705.25
92.70
79.92
167.82
16.38
71.92
39.96
63.93
52.74
62.33
57.54
Construction
705.25
LCB
LCB
LCB
LCB
LCB
LCB
LCB
LCB
LCB
LCB
60.70
0.20
22.50
0.20
3.13
3.13
0.10
10.25
2.20
1.00
0.80
1.20
1.00
0.20
9.60
0.50
4.70
Construction
Type of Total Costs
Contract in millions
(INR)
60.70
LCB
LCB
LCB
LCB
LCB
LCB
LCB
LCB
LCB
LCB
LCB
LCB
LCB
LCB
LCB
LCB
235.96
235.96
25.01
LCB
13.81
LCB
17.87
19.51
LCB
LCB
32
Delhi Water Supply & Sewerage Sector Reform Project
S.
No.
Projects
Costs in
Type of contract millions
(INR)
Type of Total Costs
Contract in millions
(INR)
5
First km d.s. Haiderpur I WTP of West
Delhi main; replacement of the existing
PSC with MS of the same diameter
19.51
LCB
6
First km d.s. Haiderpur I WTP of Civil
Lines main; replacement of the existing
PSC with MS of the same diameter.
19.51
LCB
7
Replacement of existing Pitampura main
along WYC
24.72
LCB
37.51
LCB
20.01
LCB
38.50
LCB
Replacement of existing PSC pipe from
Mother Dairy to Mandavli BPS with MS
pipe of the same diameter
Replacement of existing PSC pipe line
9 with MS pipe line of the same diameter
(Bodella main)
Lining and overall rehabilitation of
10
existing PSC pipe line (Hasthal Main)
Rehabilitation of WTPs
Turn-key
1 HP I & II
2 Wazirabad
3 Bhagirathi
New process installations at WTPs
Turn-key
1 HPI &II
2 Bhagirathi
3 Chandrawal
4 Okhla
Recycling plant
Turn-key
1 Wazirabad
Equipment
Leak detection equipment
Bulk flow meters
8
Total
Delhi Jal Board
60.00
60.00
LCB
LCB
LCB
95.00
95.00
LCB
LCB
LCB
LCB
60.00
60.00
152.92
50.00
102.92
60.00
LCB
152.92
LCB
LCB
1370
33
Delhi Water Supply & Sewerage Sector Reform Project
Annexure 3: Proposed Interventions for Wastewater (DJB Project Preparation Study)
SI
No
Zone
Projects
Costs in
millions
(INR))
LCB/
ICB
31.3
LCB
Design
142.7
LCB
Design
45.0
LCB
Design
21.0
LCB
Design
Type
Construction of new pumping stations
1
KS
Construction of 12.5 mgd ( 57 mld)
Jeevan Park WWPS
2
SH
Construction of 48 mgd (218 mld) Preet
Vihar pumping station
3
KS
4
CP
5
6
OK
OD
6a
OD
7
OD
7a
OD
8
SH
9
SH
Construction of 7 mgd (32 mld) Punjabi
Bagh WWPS
Construction of 7 mgd (32 mld)
Roshanara WWPS or Anand Vihar
WWPS
Construction of new treatment plant
Construction of new WWTP with
tertiary treatment
Mini treatment plant with sewerage
system
Decentralised mini treatment plant at
Bawana with population 23000 and area
approx 1 sq km
Sewer network at Bawana with
population 23000 and area approx 1 sq
km
Decentralised mini treatment plantfor
Barwala population of 5000 and area
less than 1 sq km
500
500.0
ICB
10
RR
Provision of Inlet chamber for Rithala
Phase II treatment plant and
10a
RR
Rehabilitation of aerators, digestors and
mechanical bar screens for Rithala Ph I
plant
Turnkey
40
30.0
Turnkey
LCB
Design
10.0
Turnkey
LCB
Sewer network for Barwala population
of 5000 and area less than 1 sq km
New sewers (No of tenders depending
location of 8)
Proposed sewer leading to Jagriti
WWPS
Proposed sewer leading to Kalyanpuri
WWPS
Rehabilitation of existing treatment
plant
Total
Costs in
millions
(INR)
240
Design
29.8
19.8
LCB
Design
10.0
LCB
Design
67.1
7.2
Turnkey
LCB
59.9
115.1
Rehabilitation of pumping station &
pumping main
11
11a
OK
OK
Replacement of 1100 dia Kilokri
pumping main for 300 m
Rehabilitation of Ring Road pumping
station
Delhi Jal Board
5.0
Design
LCB
20.0
34
Delhi Water Supply & Sewerage Sector Reform Project
12
OK
Rehabilitation of Nigambodh pumping
station and replacement of 750 dia
Nigambodh pumping main
34.1
LCB
Design
13
RR
Rehabilitation of Haiderpuri pumping
station
2.0
LCB
Design
14
RR
Rehabilitation of Bharat Nagar pumping
station and replacement of rising main
10.0
LCB
Design
15
CP
Replacement of rising mains of SGT
nagar, Panchawati, Azadpur, Tagore
Park, BP colony pumping stations
25.0
LCB
Design
16
CP
Rehabilitation of Mukherjee Nagar
pumping station
12.0
LCB
Design
17
SH
Rehabilitation of Preetvihar pumping
station
7.0
LCB
Design
146.5
Desilting of sewers
18
OK
Desilting of 1050 dia Subhash Marg
sewer
18a
OK
Desilting of gravity ducts no 2 & 3 from
Kilokri to Okhla WWTP
18a
KS
Desilting of Vidya Marg Sewer
18a
SH
Desilting of 1400-1600 dia Trunk Sewer
No 4
20.0
Term
18a
SH
Desilting of 1600-2100 dia Jhilmil
colony to Jagriti pumping station
13.6
Term
Desilting of secondary and internal
sewer
Desilting of secondary and internal
sewers in CP-catchment
19
CP
20
RR
Desilting secondary and internal sewers
in Rithala- Rohini catchment
21
SH
22
23
4.5
Term
104.4
Term
4.0
ICB
Term
498.3
80.0
ICB
Term
140.0
ICB
Term
Desilting of secondary and internal
sewers in Shahdara catchment
16.7
ICB
Term
KS
Desilting of secondary and internal
sewers in Keshopur catchment
201.6
ICB
Term
OK
Desilting of secondary and internal
sewers in Okhla catchment
60.0
ICB
Term
1219.1
Desilting and Rehabilitation of trunk
sewers
24
OK
Desilting and rehabilitation of gravity
duct No 1 from Kilokri to Okhla WWTP
80.0
24a
OK
Desilting and rehabilitation of 600x900
Sewa Nagar sewer
14.8
24b
OK
Desilting and rehabilitation of 900 dia
Press Enclave Road Sewer
33.5
Delhi Jal Board
Turnkey
ICB
Turnkey
Turnkey
35
Delhi Water Supply & Sewerage Sector Reform Project
25
KS
Desilting and rehabilitation of 1650 dia
West Delhi trunk sewer
303.0
ICB
Turnkey
26
OK
Desilting and rehabilitation of 12002700 dia Ring Road trunk sewer
303.0
ICB
Turnkey
27
KS
29.1
ICB
Turnkey
27a
KS
40.9
JBIC
Turnkey
27b
RR
121.9
ICB
Turnkey
27c
RR
42.6
ICB
Turnkey
27d
SH
18.3
ICB
Turnkey
27e
SH
16.3
ICB
Turnkey
27f
CP
215.6
ICB
Turnkey
Desilting and rehabilitation of 900-1200
dia Patel Road sewer
Desilting and rehabilitation of 900-1100
dia Ring Road sewer from Naraina to
Raja Garden flyover
Desilting and rehabilitation of 1050 dia
sewer from Old Rohtak Road to Bharat
Nagar PS along Daryai Nallah
Desilting and rehabilitation of 825 dia
Tri Nagar to Bharat Nagar sewer along
Najafgarh drain
Desilting and rehabilitation of 2100 dia
Trunk Sewer No 5
Desilting and rehabilitation of 900-1100
dia Mother Dairy Road sewer to
Mandawali pumping station
Desilting and rehabilitation of 600-1200
dia University trunk sewer
40
Reconstruction of settled sewers
28
RR
Reconstruct settled sewers in Pitampura,
Saraswati Vihar and Shalimar Bagh area
40.0
LCB
Term
150
Automation of pumping stations
29
GEN
Automate pump start/ pump stop for
terminal wastewater pumping stations:
Total
150.0
LCB
Turnkey
3045.9
Costs are tentative based on similar projects or works
Delhi Jal Board
36
Delhi Water Supply & Sewerage Sector Reform Project
Annexure 4: Scenarios of Government Support
Delhi Jal Board
37
Delhi Water Supply & Sewerage Sector Reform Project
Delhi Jal Board
38
Delhi Water Supply & Sewerage Sector Reform Project
Delhi Jal Board
39
Delhi Water Supply & Sewerage Sector Reform Project
Delhi Jal Board
40
Delhi Water Supply & Sewerage Sector Reform Project
Delhi Jal Board
41