SUSTAINABLE PRACTISES IN WASTE

MANAGEMENT

SOLID WASTE MANAGEMENT IN

CHHATTISGARH STATE

Presented by:
Name: Sharmila Ganguly
Roll No: 17011NB021
Third Semester
Masters of Architecture
JNAFAU, Hyderabad
WASTE MANAGEMENT
Integrated Solid Waste Management (ISWM) is a comprehensive waste
prevention, recycling, composting, and disposal program to protect health and
the environment. It is a holistic and integrated system of management, aimed at
prevention of damage of the environment, minimisation of waste at source,
managing the impact of pollution and waste on the receiving environment and
remediating damaged environments.

Despite laws of proper waste disposal and the protection and preservation of
bodies of water, people stubbornly dump their garbage into drainage canals,
creeks, rivers, streets, and other public places.
Effective mechanisms to deal with unavoidable waste is necessary, but much
greater attention must be given to the introduction of preventative strategies
aimed at waste minimisation.

Monitoring and collection of information on waste generation is important for

the implementation of waste handling methods. The sharing of these information
and creating awareness about the issues will enable all stakeholders, and
communities, to gain a better understanding of waste management.
The municipal government is generally the agency responsible for implementing
municipal solid waste management programs and facilities. Proactive
communities often take an active role in solid waste management planning.

WASTE MANAGEMENT PROPOSALS IN CHHATTISGARH

STATE
 The Raipur Municipal Corporation (RMC) will soon take up work for
‘Integrated Municipal Solid Waste Management Project’ in the city under
Public Private Participation (PPP) mode. The PPP model would be based
on Design, Build, Finance, Operate and Transfer (DBFOT) basis.
 Chhattisgarh has two ‘waste-to-energy’ power plants proposed with a
total installed capacity of 10 MW.
 The Chhattisgarh Government has decided to set up a ‘Waste to Energy’
power generation plant in Durg district. The Government intends to sign a

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 Memorandum of Understanding (MoU) with the Bhilai Steel Plant (BSP)
administration for jointly taking up the project.
 The project is proposed to be undertaken under ‘Swachch Bharat
Abhiyan’ under the Government’s solid waste management project. The
proposed ‘Waste to Energy’ plant would utilise waste generated from
municipal corporations of Bhilai, Durg, Bhilai-Charoda, two municipal
councils mainly Jamul and Kumhari and three Nagar Panchayats mainly
Utai, Patan and Gunderdehi.
 The State-owned Chhattisgarh State Power Distribution Company ltd
(CSPDCl) in January this year had also announced that it will be
purchasing 50 MW of electricity from bio-mass power producers in the
State. The company would sign a 20-year agreement with the power
producers.
 Chhattisgarh is among the leading States for implementing bio-mass
power projects such as Andhra Pradesh, Maharashtra, Madhya Pradesh,
Gujarat and Tamil Nadu, according to Union Ministry of New and
Renewable Energy (MNRE).
 Chhattisgarh had biomass projects generating a total of 249 MW of power
as on March 31, 2015. Chhattisgarh produced 527.63 lakh cubic meters of
bio-gas from family type bio-gas plants and large bio-gas plants in the
entire State during the 11th Five Year Plan period.
 The State Urban Development Agency (SUDA) in Chhattisgarh is in the
process of preparing a Master Plan for implementation of Solid Waste
Management Project in all the 168 Urban local Bodies (UlBs) of
Chhattisgarh.

 The Chhattisgarh Urban Administration and Development Department

has decided to invite interns comprising mainly students and researchers
from renowned institutions like IITs and IIMs who would help in
preparing better plans for management of water supply, low cost housing,
sewerage management, solid waste management, poverty eradication,
study of various State and Central schemes related to vehicular traffic
management in urban areas.

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  Moreover, as per official information released during May this year, under
the AMRUT Mission the nine municipal corporations- Raipur, Bilaspur,
Durg, Bhilai, Korba, Rajnandgaon, Raigarh, Jagdalpur and Ambikapur-
have been selected wherein ‘Shahar Sandhan Yojna’ (City Research
Scheme) will be launched.
 The Hazardous Wastes generating units in the state includes mainly
Cement Plants, Iron and Steel Plants, Fertilizer Plants, Aluminum Plant,
Power Plants, Waste Processing Units, Mine Workshops & Wire Drawing
Units. The hazardous Wastes generated from these units are mainly
used/waste oil, oil sludge, cathode residues, tar residue, lead &
zincash/slag/dross, sulphur sludge etc.
 Chhattisgarh Environment Conservation Board has completed the
inventorzation of hazardous wastes generating unit as per Hazardous
Wastes (Management & Handling) Rules, 1989 (as amended on
2003).Total 144 nos. of units are generating hazardous wastes in the
state. Board has granted authorization to these units for collection,
reception, treatment, transport, storage and disposal.

Garbage to Gold: Chhattisgarh's Ambikapur

INTRODUCTION

Ambikapur is the capital of Sarguja district in Chhatisgarh State in Central India

with a population of 112,449 [Census 2011]. An innovative initiative of the
Ambikapur Municipal Corporation, Swachh Ambikapur, translated as “Clean
Ambikapur”, revolves around the Solid and Liquid Resource Management
(SLRM) model. The Swachh Ambikapur SLRM Centres are aesthetically designed
and employ functionally convenient work-sheds for secondary segregation of
organic/inorganic refuse of over 31,000 domestic and commercial units. This
model was designed as part of an alternate approach to scientific disposal of
municipal solid waste.

The model is technically correct, environmentally and economically sustainable,

and socially significant. It draws upon traditional wisdom and common sense. It

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rejects the profit-driven business models that require high-cost logistics and
instead relies upon community-based structures to manage municipal solid
waste. It shifts the perspective from ‘waste’ to ‘resource’, and in doing so, the
entire refuse in the 17 SLRM Centres is ‘consumed’. Livestock are actively
involved in the management of organic ‘resource’. The need for trenching
ground is eliminated, which in turn eliminates the environmental issues that
trenching grounds pose.

Chhattisgarh’s cleanest city, Ambikapur, has no open dumping yards, segregates

over 90 per cent of its waste and generates ₹13 lakhs every month through its
recycling efforts. And all this has been achieved in a short two years thanks to its
move towards a decentralised waste management model. In May 2016, the city
converted its 15-acre landfill into a ‘Sanitation Awareness Park’ complete with
trees and ponds and formally declared itself as a zero-waste city.

The incredible thing about Ambikapur’s transformation is how it has managed to

get all stakeholders involved in its seamless waste management chain—right
from the residents to the ragpickers, everyone has had their part to play in the
process.

METHODOLOGY

The Collector, Ambikapur, resolved to work toward a solution. A meeting of

stakeholders was called in early 2015. Initiatives based on public-private
partnerships (PPP) in larger cities had failed, a major reason being that the PPP
model was more profit-centric than service-centric. Ambikapur therefore set
certain parameters for evolving an alternate model, including the following:
 simple to implement and not require high technology
 cost-efficient
 driven by community-based structures, not contractors, and ideally
dominated by women
 supports the livelihood of the urban poor, ideally women
 supports scientific disposal of waste
 adds dignity to the work of solid waste management

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  remains environmentally sustainable and financially self-sustainable

It looked like an impossible task and the challenge was daunting. Compromising
on one or more of the parameters, was the reason the solid waste management
experiments in various cities across the country were failing. Thus the Swachh
Ambikapur project began on a note of cautious enthusiasm. The primary
objective was to put in place a system for door-to-door collection of solid waste
from homes and commercial establishments in Ambikapur, and to practice
scientific disposal of the waste. Secondary objectives included the following:
 design an alternate, community-based approach to solid waste
management
 design a model principally owned and run by women
 explore livelihood opportunities in solid waste management, especially
for women
 sensitize the general public to the importance of civic cleanliness
 introduce the system of primary segregation of refuse from domestic and
commercial establishments as organic and inorganic refuse
 introduce the regime of beneficiary charges (colloquially called ‘user
charges’) for municipal solid waste management, to eventually be 100%
cost-recoverable
 make the task of solid waste management a safe and honourable
occupation for the workers

Waste generates Employment in Ambikapur

The scope of the work was generally seen as achieving a clean Ambikapur.
However, the scope was divided into the following parts and phases, so as to
make a smooth transition from a corporation-driven system to a community-
driven system:
 Municipal solid waste management was divided into two parts: door-to-
door collection (D2DC) of refuse from homes and commercial
establishments; and city sanitation, referring to cleaning of roads and
other public places.

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  D2DC was launched in only 17 out of 48 wards in the town. In the other
wards, the contractor continued to serve as earlier by collecting un-
segregated garbage from containers placed in strategic roadside points.
Gradually D2DC extended to other wards and from January 2016 onwards
it has been extended to cover all 48 wards.
 City sanitation continues to be managed directly by Ambikapur Municipal
Corporation. Likewise, liquid waste management under the SLRM model
was kept for a later phase.

PROJECT COMPONENTS

Preparatory:

Leading citizens, businessmen, women groups, civic administration officials and

others attended a meeting of stakeholders. The broad approach to the problem
was supported by all with due caution. It was generally agreed that the present
system had failed and an alternate approach must be tried.

The next step was to identify and select a resource person to conceptualise the
project, provide technical guidance and guide implementation. Mr C. Srinivasan,
Vellore of Indian Green Service, was engaged after appearing on the popular
national TV show Satyamev Jayate that spot-lighted significant initiatives and
innovative ideas. He had ‘moved forward to the past’ and found in traditional
wisdom simple solutions to the problems of solid waste management. The
community structure designed to implement the solutions and deliver the
service on the field was the brainchild of the Collector.

Community-based Structure and Training:

It was estimated that around 300 women workers would be required. It was
also anticipated that, given the nature of the calling and the constraints women
face on the domestic front, there would be large-scale dropouts, and for this
reason nearly 600 women were recruited for orientation and training. The

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orientation and training are the foundations of the project. Municipal waste is
not a job that commands a premium in society. To find workers for this job, it
was necessary to refine the traditional perception. This was done in two ways:
one, the job profile was presented as an honourable social service, dignified by
none less than the father of the nation, Mahatma Gandhi; and two, it was
emphasized that the job was not about handling ‘filthy waste’ over a foul-
smelling dump-site but rather about recovering a cash-worthy ‘resource’ in an
industrial work-shed.

Master Trainers were trained and hands-on training was completed over a week.
The training related to segregation (organic/inorganic) at source and secondary
segregation in the work-shed (SLRM Centre). The guiding principle was that
segregation and washing result in added value, that in turn translates to cash
returns for products in the market. Over 40 categories and sub-categories of
‘resource’ were explained. Plastic, for instance, has over half a dozen sub-
categories. The women were, for example, trained to distinguish PP (poly
propylene plastic) from HDPE (High Density Poly Ethylene). A discarded water
bottle would be broken down into three sub-categories: the lid and the neck-ring,
the body of the bottle, and the label. The women were trained to pick, judge,
classify and segregate the various items. Likewise, organic refuse has sub-
categories; for example, fruit peels being one, and eggshells being another and so
on. These are segregated, washed under a running tap, and sun-dried.

Waste Management Ambikapur hopes to generate Rs 10,000 a month from the eggshell initiative

To make the training holistic, the women were informed about the end use of the
segregated items. To encourage diligent segregation, the indicative market price
of each item was communicated and displayed on the wall of the SLRM Centre.

The women were also trained in soft skills: the dynamics of working in a group
as a team member; the importance of using the mask, gloves, gum-boots and
other safety gear; the importance of punctuality; the manner of dealing with
hostile homes; personal hygiene, etc.

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The next step related to formation of community structure. The approximately
300 successfully trained women were divided into groups of ten. Women from a
common locality were grouped together. Each group was assigned to a SLRM
Centre closest to the residence of the group members. The natural leader in each
Centre is designated as a Core Member and represents the group in the Society;
she must be literate and able to do basic bookkeeping related to the Centre.
There are ‘Supervisors’ in each Centre to lead the team on D2DC rounds. The
Core Member and the Supervisors are also active workers in the refuse collection
and segregation work. This makes the group egalitarian. The groups were
federated into a Society named Swachh Ambikapur Mission Sahakari Samiti
Maryadit. This is the legal identity of the community structure. The Society has
entered into an agreement with Ambikapur Municipal Corporation that provides
the legal mandate to the Society to do its work of solid waste management.

Infrastructure:

The SLRM Centre is the hub of the entire project. It is an industrial work-shed
(approx. 1,500 sq. ft.) with an RCC structure and cement floor, built on an open
area of land (approx. 3,000 – 5,000 sq. ft.), fenced on all sides, with a broad gate
on the front side. Organising so much land within the city was a challenge and
the cost of land was mind-boggling. To overcome this, unauthorised occupation
of government land was mapped and the occupiers were either evicted or
rehabilitated elsewhere. Altogether, 6,986.63 sq. meters of land valued at
Rs.28.06 million was freed by December 2015. The exercise is continuing.

The Centre is designed to ensure abundant light and ventilation. Each Centre has
a storeroom and a change room. The Centres have tap water connections, the
required number of tubs, forks, tarpaulin spread sheet and other accessories.
The entrance gate is wide enough to allow easy entry to the vehicles that bring in
the refuse. Each Centre has two vehicles; one, a manual pedal-tricycle and the
other, a battery-operated rickshaw. The rickshaws are equipped with two
containers, one for inorganic and another for organic refuse, and a bell with a
distinct ring that signals people to come out with their refuse.

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Information, Education and Communication (IEC):

The project demands a behavioural change in citizens, hence the importance of

IEC. People from every household and commercial establishment were asked (in
batches) to come to the designated spot at a designated hour to collect the red
and green bins meant for segregation at source. The plan was explained while
they gathered for this purpose. Recognizing that children can be opinion-leaders
at home, over 12,500 school kids were sensitized regarding the project and
enlisted as volunteers to promote the initiative. Street plays highlighted the
sensitisation efforts, mixing fun with the message. The walls of the city were
scripted with over 1,000 messages and colourful pictures to canvass support for
the project.

Management Information System (MIS):

With so many SLRM Centres set up and many more to follow, a robust MIS was
important. Special software was designed in-house and a desk was set up at the
District Data Centre. The numbers of households and commercial
establishments in each ward were recorded on a regular basis as well as
information on daily route collection, attendance, segregated/mixed refuse,
organic/inorganic refuse, quantity of items recovered at each Centre, quantity
sold, and all financial matters (wages paid, viability gap funding by the Municipal
Corporation, etc.). An expert at the Data Centre analysed the information and fed
pointers to the District Collector for action/instruction.

Monitoring:

The project is self-driven. However, monitoring, especially during the incubation

stage, was felt to be necessary. The project is monitored at three levels as
follows:
 CCTV cameras have been installed in every SLRM Centre. All 17 Centres
are visually monitored from a Central Data Centre.
 The Society regularly meets to discuss and monitor the performance of
the various groups in charge of the various Centres.
 The Collector monitors the performance on a weekly basis

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PROJECT DETAILS

The model of women self-help groups (SHGs) from poor, urban homes operate
the SLRM Centres, generates hundreds of green jobs without putting financial
burden on the State treasury.

Apart from the core tasks of waste management, the women collect the
beneficiary charges from the serviced homes and commercial establishments.
This task involves generating and issuing an e-receipt from a handheld, battery-
operated, computing device. The women were trained in the use of these devices.
Women of below poverty line were trained three rounds with the help of co-
operative societies. Each tri-cycle rickshaw used for collection has a team of four
women that comprises upto 250 women employees for the present work while
the number would expand to 351. Each tri-cycle covers 300 families with fees
ranging to Rs 50 from houses, Rs 100 from shops, Rs 500 from hotels, Rs 1000
from hostels & ashrams. Adding the waste recently sold in Rs 3 lakh, women earn
nearly Rs 8000-9000 with state government holding support till project gets
stabilized.

COLLECTION

Nagar Nigam Ambikapur, the city’s civic body, distributed two dustbins - a red
bin for inorganic refuse and a green bin for organic refuse, to every household to
segregate their waste and conducted extensive publicity campaigns to encourage
primary source segregation. Three women accompany each rickshaw while two
women in the Centre spread the tarpaulin and set the tubs to prepare the floor
for segregation and follow-up work.
All of its 2,500 households now practice basic waste generation splitting what
they generate into dry and wet garbage. Red box contains inorganic like paper,
cardboard, plastic, electric wires, glass, metal, rubber, bottles, foot-wears and
green box contains organic waste like vegetables, garden leaves, meat leftovers,
food, coconut, tea and wood. Sanitary pads and diapers are supposed to be
covered in paper and kept in red box which would be buried for permanent
disposal.

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The effort paid off and by January 2016, all of Ambikapur’s households
segregated their waste and were covered by door-to-door collection services.
The city also owns 100 garbage pick-up vehicles with separate compartments for
the segregated waste as well as 32 e-rickshaws which service its households and
commercial centres.

This is then picked up at 7 AM every morning by a team of 403 women armed

with white caps and yellow gloves who then cart off this waste to secondary
segregation centres, where it is sorted into 38 different categories before being
sent off for recycling, composting or other kinds of processing depending on the
type.

Every ragpicker who works for this gets ₹5,000 every month. 31 women’s self-
help groups were tied up for this. They would collect the trash and tell people the
importance of segregation.

SEGREGATION

The city also set up 17 secondary waste segregation centres to further sort the
25,000 kilos of waste that was collected from the city’s 48 wards every day.
Segregation that already begins from home is brought to SLRM sheds. Recyclable,
organic and non-recyclable items are packed separately after segregation and
sent to central treasury for tertiary segregation of plastics, metal and electronic
items and are then sold as raw materials for recycling to manufacturers, the
administration has tied up with.

After the marketable organic items are gathered, the residual material went for
composting by mixing it with cow dung, piling the mixture, and covering it up
with a gunny sack for drying in the sun. Nature works, and the pile is converted
to good compost after 45 days. The entire inflow of refuse gathered from the
homes is thus used. To enrich the process, two cows were tethered in the Centre.
Cows can be excellent ‘processors’ – consuming fresh kitchen waste and
converting it into milk, and the cow-dung required for the composting. Two cows
can reduce the organic refuse collected from the homes by almost 80%, thus
reducing the workload of the women. Likewise, poultry in the Centre can be
useful partners in waste management. Organic waste like leftovers are fed to

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cattle, ducks and hens at centres while other remains is used in bio gas digester
to make cooking gas or used for composting.

Inorganic waste has 17 categories and several sub-categories of paper, plastic,

metal, electric goods etc that are sold for recycling to manufacturers at
Ambikapur and Raipur.

The recycling and composting generates ₹13 lakhs every month and this will
only increase.Even products which are made up of different types of material
(which are generally considered difficult to recycle) are not tossed away. Instead,
they are first sent to plants which separate the different materials which then
send them to the recycling centres.
Only the hazardous waste is not reused in some way. But even this is disposed in
a scientific manner.

DIZITIZATION OF GARBAGE

Chhattisgarh's Ambikapur district is first municipal corporation in country to

digitize garbage management, make the city dustbin free and convert 'garbage
into gold'.

In the SLRM Centres data pertaining to the operations, starting with the inflow of
refuse twice a day to the sale of the various recyclable products, are digitised.
Making best use of technology, the supervisors of each garbage collecting team
have been given a tab and blue-tooth printer at SLRM centres who uploads info
on quantity of garbage collected separately on solid and liquid form. A receipt is
issued by server and is printed on the spot. Statistics about staff, individual user,
area, category of waste, daily collection of waste and user charges etc is always
available in the server.

According to the data being maintained by district data centre total 140.6 tons
organic waste and 124.6 tons inorganic waste has been collected till date that
has worth nearly Rs. 4 lakh.

SLRM was initiated in support with Rs 1 lakh from each corporator of 48 wards.
Playing important role they assist women groups in 100% garbage collection

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from each house and encourage people for participation. The project has given
employment to poor women for all 30 days.

INFERENCES

The city ranked 15th in the recently released Swachh Survekshan survey which
evaluated 434 cities across the country on solid waste collection and
management parameters, among other things and was the first city to become
open defecation free in the state.

Launched in June 2015, the sheer simplicity of the initiative’s approach,

combined with the fringe benefits of urban livelihood promotion and women’s
empowerment, prompted the State Government to replicate the model in nearly
150 additional towns. The number of SLRM Centres is determined by the size of
the town. In the Ambikapur model, the SLRM Centres are located on public land
reclaimed from illegal occupation. This greatly reduced the capital cost of the
project. Compost manufactured from the residual organic waste, for instance, is
sold to the Municipal Corporation for use in public gardens.

The project provides the opportunity for a huge savings (52.51%) in solid waste
management costs for the Municipal Corporation. The bulk of the cost savings
relates to logistics (transport-related costs alone account for 41.43% of the
savings). Another significant savings (8.28%) relates to the consumption of
chemical disinfectants. If the refuse gets ‘consumed’ before it putrefies, the need
for disinfectant automatically goes down. A very crucial point of savings not
reflected in any analysis and difficult to quantify is the elimination of capital and
operation and management expenses for trenching ground. Changing the system
from wage labour to a community structure significantly increases worker
efficiency. In real terms, the number of workers required for the job goes down
by more than 50%.

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As significant as the cash savings are the savings with respect to the
environment. Elimination of trenching ground and decreased use of chemical
disinfectants have substantial implications for the environment.

Socially, the city has woken up to the issue of solid waste management. The
citizens are sensitised to the issues involved and the perspective changed from
‘waste’ to ‘resource’. This is reflected in reports of workers that some of the
families have started recovering inorganic items at home for sale in due course,
and stopped passing it out as waste.

The costs incurred by the Municipal Corporation have decreased and over 300
green jobs have been generated. Waste management jobs have ceased to be a
socially despised occupation and have in fact contributed to women’s
empowerment. The aesthetically attractive SLRM Centres, dress code, and safety
gear contribute to the work being regarded in a positive manner and not
demeaning with respect to the social status of workers. The worker attrition
rate has dropped to just 8.4%.

The SLRM Centres became functional in August 2015 and depended heavily on
viability gap funding by the Municipal Corporation. The need for funding has
tapered off and it is expected that the project will become self-sustaining when it
encompasses the entire city. As citizen interest in and understanding of the
project grew, segregation at source also improved. By December 2015, over
75% of the refuse was received segregated at source. A major unexpected
finding relates to local scrap dealers who developed a new interest in fair trade
practices. This is the result of a qualitative and quantitative improvement in
recoverable material being generated.

The SLRM Model as initiated in Ambikapur presents a technically correct,

environmentally and economically sustainable, and socially significant
alternative that is easily replicable model for solid waste management. The
model creates hundreds of green jobs, employing women from urban poor
families. By balancing fixed wages and variable returns from sale of recovered
goods, the model also provides for dual income that in turn ensures sustained
interest of the workers in their jobs.

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WASTE MANAGEMENT OF RAIPUR CITY
Raipur, the capital city of Chhattisgarh, is located near the centre of a large plain,
referred as the “Rice Bowl of India”. With a population of over 1.2 million, the
total quantum of municipal solid waste generated in Raipur is approx. 600 tons
per day.

Ever increasing urban & industrial development in and around Raipur is

becoming a serious threat to the natural resources upon which humankind
depends for its survival.

The fragmented and uncoordinated approach to waste handling methods as well

as the insufficient resources to implement, has contributed largely to the
unacceptably high levels of pollution and waste in Raipur.

FUTURISTIC WASTE MANAGEMENT PLANS

Raipur Municipal Corporation signed an agreement of Rs. 110 crore with Kivar
Environ, Bengaluru for Integrated Municipal Solid Waste Management Project in
capital of Chhattisgarh, on Public Private Partnership basis. The Project tenure
will be for 30 Years, capable of handling 600 tons per day started with 57 wards,
the remaining 13 wards will be taken care by the municipal only. To make
waste transfer stations in the city for temporary deposition of waste, 56 acres of
land has been already granted for setting up processing & landfill facility at
Sakari village. The Project implemented under Design, Build, Operated, Finance
and Transfer basis. The operations will also involve sustained Information,
Education & Communication (IEC) drive wherein there will be door-to-door
awareness and other educational drive on constituents of waste, segregation and
benefits of handling waste effectively.

Kivar Environ has formed a special purpose vehicle named Raipur Waste
Management Private Limited (RWMPL) for implementing the Integrated City
Sanitation and Municipal Solid Waste Management Project. The project will be
capable of handling approx. 600 tons per day of municipal solid waste mounting
@ 3% per annum. Company will establish a weighbridge where all the waste
material will be measured and accordingly the municipal has to pay Rs.1972 per
metric ton to the Kivar. The municipal will apply charges to the community who
are availing the services are as under the Scope of Services of RWMPL

First phase
• City Sanitation comprising street sweeping, cleaning of drains, public toilets,
ponds & Government office premises
• PrimaryandSecondarycollectionofwasteincludingdoor-to- door collection

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• Secondary transportation of waste to transfer stations & processing facility
• Comprehensive IEC activities covering all strata of the society for effective
environment management

Second phase
• EIA & Preliminary investigations at the processing and disposal facility site
• Design,Engineering,Construction,Operation&Maintenance of waste processing
facility with advanced technology
• Design,Engineering,Construction,Operation&Maintenance
of scientifically engineered sanitary landfill facility
• Postclosuremonitoringoflandfill

INFERENCES

Management of municipal solid waste is one of the many challenges that face
communities. While the overall quantities of waste are generally increasing, it is
becoming increasingly difficult to site new facilities to manage these wastes.
Sense of ownership and cooperation of the local community in the process is
very vital and success can only be achieved with full participation of the public.
The target groups will be briefed on segregation of waste, temporary storage of
waste and also process for proper disposal of waste – like segregating wet waste
from plastic and other wastes, handing over the degradable and non-degradable
waste to the community workforce separately.

Raipur may still be lower in ranks in terms of per capita waste generation. The
scenario can be changed only if the attitude of the people towards solid waste
management changes.

CONCLUSION
Solid waste management involves interplay of six functional elements, namely
generation of waste, storage, collection, transfer and transport, processing and
recovery and disposal. It encompasses planning, organization, administration,
financial, legal and technological aspects involving interdisciplinary
relationships. Solid waste management includes all activities that seek to
minimize the health, environmental and aesthetic impacts of solid wastes.

The Indian constitution has many laws and regulations for management of solid
waste, but people are not aware of these. Awareness needs to be created at grass
root level to improve the situation. These awareness programs should not be
only linked with holding of seminars and workshops where similar people meet.
Such programs should have active components of action taken while awareness
gets created. Involvement with action will provide the sustainability to the MSW
good practices. Good governance concepts will emerge from there.

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