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Investing in Asia’s Urban FutureSt orie s f r om the Cit ie s o f Naga, Pimpri , Islamab ad and Tangerang

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Published byCities Development Initiative for Asia (CDIA)

Room 7504 – 7506 Asian Development Bank Bldg.6 ADB Avenue, Mandaluyong City, 1550 Metro Manila, PhilippinesPhone: +63 2 631 - 2342 • +63 2 633 - 0520 • +63 2 633 - 2366 Fax: +63 2 636 - 2055Website: www.cdia.asiaFacebook: /cdia.asia/

As ofOctober 2016

Printed byDruckreif, Frankfurt Design and layoutIra Olaleye, Eschborn

Photo creditsTitle page: © GIZ/Pham Hung Son. All other photos are credited to © CDIA except where otherwise stated.

TextAnalyn Rubenecia Christine Mayr

© Cities Development Initiative for Asia (CDIA)

CDIA is an international partnership initiative, established in 2007 by the Asian Development Bank(ADB) and the Government of Germany, with additional core funding support from the governmentsof Austria, Sweden, Switzerland, and the Shanghai Municipal Government. CDIA provides assistance tomedium-sized Asian cities to bridge the gap between their development plans and the implementation oftheir infrastructure investments. CDIA uses a demand-driven approach to support the identification anddevelopment of urban investment projects that emphasize urban environmental improvement, urbanpoverty reduction, climate change mitigation or adaptation, and improved governance.All rights reserved.

URL linksThis publication contains links to external websites. Responsibility for the content of the listed external sites always lies with their respective publishers. When the links to these sites were first posted, CDIA checked the third-party content to establish whether it could give rise to civil or criminal liability. However, the constant review of the links to external sites cannot reasonably be expected without concrete indication of a violation of rights. If CDIA itself becomes aware or is notified by a third party that an external site it has provided a link to gives rise to civil or criminal liability, it will remove the link to this site immediately. CDIA expressly dissociates itself from such content.

MapsThe maps printed here are intended only for information purposes and in no way constitute recognition under interna-tional law of boundaries and territories. CDIA accepts no responsibility for these maps being entirely up to date, correct or complete. All liability for any damage, direct or indirect, resulting from their use is excluded.

CDIA is responsible for the content of this publication.

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Contents

Preface ................................................................................................................................................................................................................................................................ 4

CDIA interventions ......................................................................................................................................................................................................................... 4

Naga, Philippines: Integrated Naga River Revitalization Project ......................................................................... 6

Pimpri, India: Pimpri-Chinchwad 24x7 Water Supply Project ................................................................................. 10

Islamabad, Pakistan: Rawalpindi-Islamabad: Bus Rapid Transit Project ............................................... 14

Tangerang, Indonesia: Solid Waste Reduction through Community Participation ................ 18

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Preface

Asia is rapidly transforming into an urban society. Over the next 20 years, Asian cities must be ready to provide infrastructure and services to an expected one billion additional people. To ensure that cities remain engines of growth and contribute to achieving the Sustainable Development Goals, they require assistance in planning, financing, implementing, and maintaining their infrastructure.

Understanding this challenge, the Cities Development Initiative for Asia (CDIA) works directly with medium-sized Asian cities to bridge the gap between their development plans and the implementation of their infrastructure investment projects.

CDIA is an international partnership initiative established in 2007 by the Asian Development Bank and the Government of Germany. It receives additional core funding support from the governments of Austria, Sweden and Switzerland, as well as the Shanghai Municipal Government.

Using a demand-driven approach, CDIA supports the identification and development of urban investment projects that

emphasize one or more of the following impact areas:

z Urban environmental improvement

z Urban poverty reduction

z Climate change mitigation or adaptation

z Improved governance

CDIA provides expertise for capacity development and carrying out technical studies in consonance with each city’s unique needs. This assistance includes the prioritization of investments through CDIA’s City Infrastructure Investment Programming and Prioritization (CIIPP) toolkit; pre-feasibility studies (PFS); and the linking of investment projects to potential financiers. CDIA also endeavors to strengthen institutional capacity by conducting training courses related to infrastructure investment planning, programming, and project development.

As of September 2016, CDIA has worked with 116 cities across 18 countries in Asia. Using the CIIPP toolkit, CDIA

has completed 52 prioritization exercises to help cities analyze their investment budgets and prioritize alternative infrastructure projects. Some 106 pre-feasibility studies completed by CDIA have resulted in projects that are better integrated, inclusive, and sustainable. Nearly 51 projects have secured financing from various sources, with 25 either completed or under construction. Infrastructure investments worth USD 6 billion are now expected.

2007 20092008 2010 2011

CDIA interventions

Fl ood & Dra inage Ma na gement

19%

Urba n Tra nsport24%

Wastewater Ma na gement

17%

Urba n Renewal9%

Sol id Waste Ma na gement

12%Wa te r Supply

10% Ene rgy Effi ciency, 4%Sl um Upgrading, 2%Soci al I nfrastructure, 2%Powe r & Heating, 1%

CDIA engagement per sector

As of September 2016, CDIA has worked

with

116 cities across

18 countries

in Asia

5

Naga

Tangerang

Pimpri

Islambad

Moreover, CDIA has provided support to uplift key sectors in Asian cities, such as urban transport, flood and drainage management, waste water management, solid waste management, urban renewal, water supply, energy efficiency, slum upgrading and social infrastructure.

All of these would not have been made possible without the unwavering commitment of our national and regional partner organizations, and most importantly our partner-cities who are driving sustainable urban development at the local level.

This publication echoes CDIA’s support to the tremendous efforts made by Asian cities in providing the much needed infrastructure and services for their people. Through photographs, the succeeding pages of this publication chronicle their unique journey – not only the challenges they had to contend with, but more importantly the innovative responses they had to pursue to triumph against these adversities.

The cities of Naga, Pimpri, Islamabad and Tangerang were specially selected for

this publication to reflect the innovative ways by which to tackle issues in key sectors such as flood and drainage management, water supply, transport and waste management. Their stories provide rich sources of lessons that other cities may learn from on their way to achieving sustainable urban development.

Though urban development taking place sustainably and equitably in most Asian cities left much to be desired, CDIA is hoping that by offering its project development support to cities, they may be empowered to explore more opportunities to meet their urban planning and infrastructure goals.

After all, as UN Secretary General Ban Ki Moon states, ‘our struggle for global sustainability will be won or lost in cities.’

2012 2013 2014 2015 2016

Infrastructure investments worth

USD 6 billion are expected

106 pre-feasibility

studies completed by CDIA

have resulted in integrated,

inclusive, and sustainable projects

52 prioritization

exercises completed

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Naga, Philippines: Integrated Naga River Revitalization Project

Project period 2011 – 2012

CDIA support USD 415,600

Investment USD 14.48 Million value so far

Key sectors Urban renewal, drainage, wastewater management

Central state National Economic partner Development Authority

Photo: © City Government of Naga

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BackgroundThe Naga River has been intrinsically linked with the city’s historical, cultural and economic growth. Each year, millions of devotees gather to attend a 10-day festival honoring the centuries-old image of Our Lady of Peñafrancia, the Patroness of Bicol, which is transferred from one church to another via a grandiose fluvial parade passing through the historic river. Further, the Naga River plays a significant economic role, irrigating the fertile upland areas where vegetables and other cash crops thrive, and nurturing the once expansive rice fields of the lowlands.

Challenges

The river is seen as being the heart of the city. But, through the years, it has become more and more polluted such that the water quality of the river along this route has deteriorated, making it unsafe for any form of use. Further, there are high incidences of flooding as Naga City is located in the middle of the typhoon belt. But, flooding in the city also resulted from the outfall of the drainage system into the river. Solid waste at the city dumpsite was also reaching critical proportions and the leachate run-off from the site drained into the river untreated.

Response, Innovation and Impacts

In 2012, CDIA supported Naga City through the conduct of two Pre-Feasibility Studies for the Integrated Naga River Revitalization Project. It covered eight interlinked infrastructure issues of the river, which include the development of the river walk, flood mitigation and drainage, sanitation, solid waste, river-based transport, the redevelopment of Isla Sison (a relocation site), and the development of a tourism strategy as well as a capacity

development plan to complement the other proposals. The use of CDIA’s City Infrastructure Investment Programming and Prioritization (CIIPP) validated that river rehabilitation is the most urgent project, and this influenced the city’s investment and development decisions.

After 2012, the city has rehabilitated several kilometers of river walk to attract tourists and

enhance commercial activities; piloted the river transport to ease land traffic and provide a cheaper and alternative mode of transport; and enhanced its solid waste management. Finally, to reduce flooding, it set up a massive investment program for dredging and concreting of riverbanks. The projects were funded by the National Government, the Department of Interior and Local Government (DILG) and the Department of Public Works and Highways (DPWH).

2011 2012

Then

High level of pollution of Naga river

Outfall of drainage system & flooding

Solid waste at critical level

Leachate run-off drains into river

Now

Several km of river walk rehabilitated

River transport in place

Solid waste management enhanced

Dredging & concreting of riverbanks set up

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In particular, within the river transportation project, five floating wharfs have been constructed as well as two passenger boats of 20-seat capacity each have been purchased. About 3,500 residents, students and tourists are benefiting from the transport facility. The investment costs of around 430,000 USD were funded by the DILG. The river transport contributes to reducing air pollution because the boat engine is gasoline fed and thus emits less hydro-carbon. As an alternative transport mode, it also helps to reduce climate change effects as there will be less traffic congestion and thus less heat and carbon produced. And, it improves access to the market and other facilities in the city especially for poor urban residents who constitute 70 per cent of total beneficiaries of the project.

The Flood Protection and Mitigation is 45 per cent complete. Since 12 out of the 27 barangays in Naga City are low lying areas, and thus flood prone, the flood protection project will benefit about 20,000 households, 40 per cent of which are urban poor. A total of 199 households who were vulnerable to flooding along the Naga River have been relocated to a more resilient area. About 26,000 jobs are created by the project. The river walk is being implemented in line with the river revetment, with about 200 meters constructed in total. About 5,000 residents benefit from the river walk. For both the flood protection and the river walk, the total investment costs of around 14 million USD were funded by the DPWH.

The city is in the process of leveraging a 40 per cent subsidy from the DPWH for the sanitation project. On solid waste management, especially on waste control and waste reduction, awareness raising campaigns were organized in the different barangays by the Solid Waste Management Office.

The Naga River Development Council has been formed in

2014, comprising the office of the congresswoman, the city administration and other stakeholders of the city. It regularly updates the city stakeholders on the progress, challenges and next steps on the river rehabilitation project. This further enhances the transparency and accountability of the city government about the projects.

Naga river

Naga

Naga City

Area: 84.48 km2

Population: 196,003

Naga City is centrally located in the province of Camarines Sur, about 377 km south of Manila. The city is bisected by the Naga River.

The city represents the major employment base in the region serving as the economic, commerce, education and trading hub in the whole of Bicol.

Source: Wikipedia

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‘CDIA brought in the brought in the brought in the brought in the

technical experts ustechnical experts ustechnical experts ustechnical experts us-ing funds from CDIA and its ing funds from CDIA and its ing funds from CDIA and its ing funds from CDIA and its ing funds from CDIA and its

partners, specifically the German partners, specifically the German partners, specifically the German partners, specifically the German partners, specifically the German Government. And it led to many Government. And it led to many Government. And it led to many Government. And it led to many

other engagements.’ other engagements.’ other engagements.’ other engagements.’

Wilfredo Prilles, City Planning Wilfredo Prilles, City Planning Wilfredo Prilles, City Planning Wilfredo Prilles, City Planning Officer of NagaOfficer of NagaOfficer of NagaOfficer of Naga

‘Previously, we ‘Previously, we ‘Previously, we ‘Previously, we ‘Previously, we needed to seek shelter needed to seek shelter needed to seek shelter needed to seek shelter

with neighbours each time with neighbours each time with neighbours each time with neighbours each time there was flooding.’there was flooding.’there was flooding.’there was flooding.’

Resident of Naga CityResident of Naga CityResident of Naga CityResident of Naga City

‘I was ‘I was ‘I was relocated and relocated and relocated and

now have a safe place now have a safe place now have a safe place now have a safe place now have a safe place to stay.’

Resident of Isla Sison, a Resident of Isla Sison, a Resident of Isla Sison, a Resident of Isla Sison, a relocation site in relocation site in relocation site in relocation site in

Naga City

‘The ‘The ‘The riverside is now riverside is now riverside is now

safer for children to safer for children to safer for children to play.’

‘Because of the ‘Because of the revetment, the people revetment, the people revetment, the people revetment, the people revetment, the people

will be much closer to the will be much closer to the will be much closer to the will be much closer to the Naga River and they can walk Naga River and they can walk Naga River and they can walk Naga River and they can walk

safely and enjoy it.’safely and enjoy it.’safely and enjoy it.’safely and enjoy it.’

Brgy. Capt. Emily Brgy. Capt. Emily Brgy. Capt. Emily Brgy. Capt. Emily NepomucenoNepomucenoNepomucenoNepomuceno

‘The Naga river has become

polluted and unsafe. There were high incidences of flooding due to high incidences of flooding due to high incidences of flooding due to high incidences of flooding due to

outfall of the drainage sysoutfall of the drainage sys-tem.’

‘Let’s come up with an

integrated solution by integrated solution by making flood management making flood management making flood management making flood management

as a key element.’as a key element.’as a key element.’

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Pimpri, India: Pimpri-Chinchwad 24x7 Water Supply Project

Photo: © ........

Project period 2010 – 2011

CDIA support USD 388,091

Investment USD 22 Million value so far

Key sectors Water supply

Central state Government of partner Maharashtra

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Background

Accessible to the major cities of Mumbai and Pune, the twin cities of Pimpri and Chinchwad in Maharashtra, India are among the busiest business hubs in the country. Pimpri-Chinchwad host one of the biggest industrial zones in Asia comprising auto-ancillary, and IT services industries. Particularly in Pimpri, the population is growing by 7 per cent annually, which stresses the importance of adequate water and wastewater infrastructure.

Challenges Urbanization pressure has put a significant toll on basic services and this is manifested in the access and quality of potable water supply. There was also unequal access to water supply in different parts of

the city. Additionally, in the water supply division, the service delivery, the revenue management offices and the pumping machinery for production offices were all operating independently.

Cost recovery was among the challenges encountered. The water tariff of 2.5 Indian Rupees/kiloliter combined with poor meter reading, billing, and collection, meant that Operations and Management cost recovery was only 57 per cent. Further, the Pimpri-Chinchwad Municipal Corporation (PCMC) was setting its lifeline consumption very high (30 kiloliter), which allowed middle and high-income groups to benefit the most, and introduced no incentives to conserve water.

Response and InnovationYamuna Nagar, an area comprising middle to low income households, sent the most number of complaints regarding water supply. This is the site where the PCMC implemented a pilot project of water supply available 24 hours a day, 7 days a week, known as 24x7. This was among the outcomes of a Business Plan developed through a 2012 CDIA-supported Pre-Feasibility Study (PFS) on Water Supply, Sewerage and Drainage. The Business Plan emphasized services to the urban

poor, environmental sustainability, and institutional governance. The pilot project was initially funded by the French Government with an amount of 250,000 USD. Based on this funding, around 15,000 households were connected to 24x7 water supply in the pilot area.

The Business Plan identified the improvement measures required to achieve and sustain service level targets, along with cost analysis, and decisions concerning organizational and human resource issues and financing. The response of the City was pro-active.

The City ...

z introduced a planning and monitoring IT tool at its own cost known as the Supervisory Control and Data Acquisition (SCADA). This system helps to ensure effi-cient distribution of water supply, and project future needs.

z integrated information systems, data collection, collation, and analysis. One of its lofty goals is to have an updated, dynamic asset inventory for water supply and

S&D and GIS-based maps that are accu-rate, and to regularly communicate to the citizens PCMC’s plans, activities and performance.

z recruited 25 Junior Engineers for its dif-ferent existing water supply zones, and trained them on the latest technology.

z organized train-ing activities in association with the Yashwantrao Chavan Academy of develop-ment administrative (YASHADA), Administrative Staff College of India, Hyderabad (ASCI) and MJP on hydraulic modelling, leak detection, etc. for engineers.

z established four different teams to control non-revenue water within the city.

24x7

Then

y Unequal access to water supply and insufficient water supply due to manual operations

y No monitoring of service delivery available

y Loss of water due to leakages

Now

y 24x7 water supply in Yamuna Nagar, reduced dependency on overhead tanks for customers, increased water pressure

y Integrated information systems available including data collection, collation, and analysis

y Leak Detection Activity using helium gas technology and repairs

2010 2011

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The drought in 2015 provided a temporary setback but in summer of 2016, the rainfall provided sufficient water in the reservoir for the 24x7 water supply in Yamuna Nagar. To tackle the challenge, various measures have been put in place by the City Government to ensure continuous supply of water. In particular, schedules have been set for the availability of water from the water facility, and residents have been informed

of this schedule. During the rest of the day, residents can use the water stored from the tanks under the apartment buildings, filled earlier through the water pipes. Washing through the machine, for example can still be done 24x7.

Since the summer of 2016, the City Government has been supplying 130 liters per day per person – this is more than the average consumption in Germany at 121 liters per day per person; and slightly less than the consumption in Spain at 137 liters per day per person.

In order to provide 24x7 water supply to the entire city without the technical solution of tanks under the apartment buildings, the Ministry of Urban Development (MoUD) under the Jawaharlal Nehru Urban Renewal Mission (JNNURM) committed INR 120 crore (22 million USD) to cover 40 per cent of the city. The plan is to cover the remaining 60 per cent by 2018.

Cities from other countries such as Netherlands and South Korea, as well as other cities in India have come to learn the Pimpri approach. Among the notable responses they wished to adopt were Pimpri’s monitoring system, which utilizes both in-field and IT-based mechanisms; public awareness in schools for conserving water; and the right planning approach to prepare for future water demands.

Pimpri-Chinchwad

Mumbai

Yamuna Nagar,

as the pilot area saw the

resolution of the main issue of water

pressure and as a result, households up to

the third floor were able to get water 24x7. The leakages

in the system were greatly reduced, which abated the loss of

water supply to households. Women were particularly happy to get

water per their convenience without having to store them in utensils. The time saved has been spent for

employment and child care, instead.

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Yamuna

Pimpri

Area: 5,903 km2

Population: 1,012,000

Pimpri is a city in the Pune district in the Indian state of Maharashtra. It is located to the North-West of Pune, 190 km from India’s financial centre Mumbai.

Pimpri-Chinchwad is a major industrial hub and hosts one of the biggest industrial zones in Asia comprising auto-ancillary industries and IT services industries.

Source: Wikipedia

Average daily consumption of water per person

Germany

121 l

Pimpri 130 l

Spain

137 l

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‘Earlier when there was scarcity of water, it was difficult because we needed water for

kitchen – cooking, washing, toilet use, and gardening. My two daughters had to wait for the supply of water to come before they can do their activities.’

Sunil Patil, Resident of Pimpri Sunil Patil, Resident of Pimpri

‘I am seeing less patients

from Yamuna Nagar with from Yamuna Nagar with water-related diseases because water-related diseases because water-related diseases because water-related diseases because

they no longer have to store water. they no longer have to store water. they no longer have to store water. they no longer have to store water. Stagnant water, especially when not Stagnant water, especially when not Stagnant water, especially when not

covered well, is an excellent breeding covered well, is an excellent breeding covered well, is an excellent breeding covered well, is an excellent breeding covered well, is an excellent breeding ground for mosquitos and other disground for mosquitos and other disground for mosquitos and other disground for mosquitos and other disground for mosquitos and other dis-

ease-causing organisms.’ease-causing organisms.’

Dr. Arun Daware, General Dr. Arun Daware, General Practitioner in Pimpri

‘Earlier, the PCMC decided the PCMC decided

to transform the intermediate to transform the intermediate to transform the intermediate system into the continuous mode. In system into the continuous mode. In system into the continuous mode. In

that phase, the CDIA and SUEX, they both that phase, the CDIA and SUEX, they both that phase, the CDIA and SUEX, they both helped in the technical matter. The CDIA helped in the technical matter. The CDIA helped in the technical matter. The CDIA

prepared the Pre-Feasibility report in 2012.… prepared the Pre-Feasibility report in 2012.… prepared the Pre-Feasibility report in 2012.… prepared the Pre-Feasibility report in 2012.… prepared the Pre-Feasibility report in 2012.… It’s definitely a step ahead that PCMC is now It’s definitely a step ahead that PCMC is now It’s definitely a step ahead that PCMC is now converting to that continuous mode that will converting to that continuous mode that will converting to that continuous mode that will

benefit the citizens and the poor also.’benefit the citizens and the poor also.’benefit the citizens and the poor also.’

Praveen Ladkat, Executive Engineer, Water Praveen Ladkat, Executive Engineer, Water Praveen Ladkat, Executive Engineer, Water Treatment Plant

‘Now ‘Now ‘Now we are getting we are getting we are getting

very good water, without very good water, without very good water, without contamination. Health is very contamination. Health is very contamination. Health is very important for us. Our hope is important for us. Our hope is important for us. Our hope is

that we should always have this that we should always have this that we should always have this kind of service. The 24x7 water kind of service. The 24x7 water kind of service. The 24x7 water

supply is a very good project and supply is a very good project and supply is a very good project and supply is a very good project and supply is a very good project and everybody should get this.’everybody should get this.’everybody should get this.’everybody should get this.’

Varsha Motaghare, Resident in Varsha Motaghare, Resident in Varsha Motaghare, Resident in Yamuna Nagar, home makerYamuna Nagar, home makerYamuna Nagar, home maker

‘People are happy because they are get-

ting pressurized supply. The 24x7 reduced ting pressurized supply. The 24x7 reduced ting pressurized supply. The 24x7 reduced ting pressurized supply. The 24x7 reduced wastage of water, contamination, and cost of wastage of water, contamination, and cost of wastage of water, contamination, and cost of

electricity at Yamuna Nagar.’electricity at Yamuna Nagar.’electricity at Yamuna Nagar.’electricity at Yamuna Nagar.’

Manisha Hingane-Japtap, Field Operator Manisha Hingane-Japtap, Field Operator Manisha Hingane-Japtap, Field Operator Manisha Hingane-Japtap, Field Operator (Filtration), W(Filtration), W(Filtration), W(Filtration), Water Treatment Plant(Filtration), Water Treatment Plant(Filtration), W

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Islamabad, Pakistan: Rawalpindi-Islamabad: Bus Rapid Transit Project

Photo: © White Productions

Project period May 2012 – Sep. 2012

CDIA support USD 405,423

Investment USD 500 Million value so far

Key sectors Urban transport

Central state Capital Development partner Authority (CDA)

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Background

The greater Rawalpindi-Islamabad Metropolitan Area is the third largest urban amalgamation in Pakistan with an estimated population of 4.5 million inhabitants. The twin cities of Islamabad and Rawalpindi are growing at a rate of more than 4 percent per year, indicating a much higher than national growth due to significant migration. The metropolitan region has attracted people from all over Pakistan, making it one of the most cosmopolitan and urbanized areas of Pakistan and center of economic and service activities. With present growth trends, it is expected that the population would increase to 7.0 million in twenty years’ time. Since both cities have grown into each other, significant amount of commuting takes place between the two cities.

Challenges

For many years, in the twin cities of Rawalpindi and Islamabad, Pakistan’s capital, commuting for three hours has become part of the residents’ daily grind. From the city of Rawalpindi, where people choose to live due to cheaper housing, they travel to Islamabad, where they work, and back to their homes and families in the evenings. There was no proper public transport or railway structure that existed between both cities and the available services were inadequate, inefficient, expensive and substandard. A rapidly increasing vehicle ownership resulted in congestion and environmental pollution.

Response and Innovation In June 2015, this all changed with the completion of the Rawalpindi-Islamabad Metrobus system with 68 buses plying the route. Residents are now riding new and modern buses providing comfort and efficiency, and shortening their commuting time by half. The Rawalpindi-Islamabad Metrobus is a 22.5 km (14.0 mi) BRT system that serves Rawalpindi and Islamabad.

It uses dedicated bus lanes for its entire route covering 24 bus stations.

The development of this urban public transportation system began in 2012, with a Pre-Feasibility Study (PFS), including a 10-Year Public Transport Plan and a Bus Rapid Transit (BRT) System for Islamabad.

It was supported by CDIA in cooperation with the Islamabad Capital Development Authority (CDA) and the Infrastructure Project Development Facility (IPDF) of the Ministry of Finance of Pakistan.

Then

y Severe traffic congestion caused excessive delays

y Unprecedented increase in vehicular traffic

y Private transport consisting of costly taxi and van services

y Unsafe environment in vans and taxis for women

Now

y Commuting time cut by half

y Number of cars dropped by 30 per cent

y Cheap public transport mode for all

y Access to safe public transport for womenSevere traffic congestion caused excessive delays

2012

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Islamabad

Rawalpindi

Islamabad

Area: 906 km2

Population: 1,151,868

Islamabad, the capital of Pakistan, is located in the Pothohar Plateau in the northern part of the country, within the Islamabad Capital Territory.

Islamabad has the highest literacy rate in Pakistan and home to some of the top-ranked universities of the country.

Source: Wikipedia

The PFS undertook traffic, household and consumer surveys to understand travel demands and mobility issues facing the urban population. The PFS concluded that the BRT was a viable public transport option for Islamabad. In addition, CDIA endorsed the idea that the Rawalpindi Administration should seek approval from the Government of Punjab to combine the BRTs of Rawalpindi and Islamabad. Following the PFS, the Islamabad CDA explored various options for financing the project with international financing institutions and private sector participation. In January 2014, it was decided in a meeting co-chaired by the Prime Minister of Pakistan and the Chief Minister of Punjab that the project cost of 500 million USD will be funded on 50:50 cost sharing basis by the Federal Government and the Government of Punjab.

The BRT caters to about 135,000 people per day, paying only Rs. 20 (US$ 0.20) for a one-way trip with ease and comfort while saving travel time without additional burden on their pockets. Female passengers are also benefiting from separate compartments. Since the metro opened in June 2015, transport officials estimated that the number of cars on the road in Islamabad has dropped by about 30 per cent.

1717

‘CDIA came at a critical juncture as CDA was unable

to attract sufficient public and private interest in to attract sufficient public and private interest in to attract sufficient public and private interest in to attract sufficient public and private interest in to attract sufficient public and private interest in developing an urban public transport solution. The PFS not only developing an urban public transport solution. The PFS not only developing an urban public transport solution. The PFS not only developing an urban public transport solution. The PFS not only developing an urban public transport solution. The PFS not only developing an urban public transport solution. The PFS not only developing an urban public transport solution. The PFS not only

recommended BRT as a feasible solution; it also helped CDA develop recommended BRT as a feasible solution; it also helped CDA develop recommended BRT as a feasible solution; it also helped CDA develop a 10-year urban public transport policy; and capacitated our team to a 10-year urban public transport policy; and capacitated our team to a 10-year urban public transport policy; and capacitated our team to a 10-year urban public transport policy; and capacitated our team to

develop their expertise for the project’s sustainability.’develop their expertise for the project’s sustainability.’develop their expertise for the project’s sustainability.’develop their expertise for the project’s sustainability.’

Mr. Azam Lodhi, Director of Traffic Engineering, CDMr. Azam Lodhi, Director of Traffic Engineering, CDMr. Azam Lodhi, Director of Traffic Engineering, CDMr. Azam Lodhi, Director of Traffic Engineering, CDAMr. Azam Lodhi, Director of Traffic Engineering, CDAMr. Azam Lodhi, Director of Traffic Engineering, CD

‘What ‘What ‘What ‘What is unique about the is unique about the is unique about the is unique about the

metro bus system is that, metro bus system is that, metro bus system is that, metro bus system is that, all types of Pakistanis are using all types of Pakistanis are using all types of Pakistanis are using

it – from the poor to the very well-off. it – from the poor to the very well-off. it – from the poor to the very well-off. it – from the poor to the very well-off. it – from the poor to the very well-off. it – from the poor to the very well-off. it – from the poor to the very well-off. The bus means, poor people who could The bus means, poor people who could The bus means, poor people who could The bus means, poor people who could The bus means, poor people who could

not afford to travel around the capital, not afford to travel around the capital, not afford to travel around the capital, not afford to travel around the capital, now can.’now can.’now can.’now can.’

Photo: © Al JazeeraPhoto: © Al JazeeraPhoto: © Al JazeeraPhoto: © Al Jazeera

‘The bus service is ‘The bus service is ‘The bus service is ‘The bus service is ‘The bus service is marvelous. We all love to marvelous. We all love to marvelous. We all love to marvelous. We all love to marvelous. We all love to

go with it. Taxis and vans are too go with it. Taxis and vans are too go with it. Taxis and vans are too go with it. Taxis and vans are too go with it. Taxis and vans are too expensive. The taxis cost 6 USD, the expensive. The taxis cost 6 USD, the expensive. The taxis cost 6 USD, the expensive. The taxis cost 6 USD, the

metro is 20 cents.’cents.’cents.’cents.’

Salman, Commuter, ©Salman, Commuter, ©Salman, Commuter, ©Salman, Commuter, ©Al Jazeera

‘The major problem was ‘The major problem was ‘The major problem was ‘The major problem was traffic and when we used to travel in traffic and when we used to travel in traffic and when we used to travel in traffic and when we used to travel in

vans, especially for women [it was difficult] vans, especially for women [it was difficult] vans, especially for women [it was difficult] vans, especially for women [it was difficult] because there was no respect. With the metro, the because there was no respect. With the metro, the because there was no respect. With the metro, the because there was no respect. With the metro, the because there was no respect. With the metro, the

environment has completely changed.’environment has completely changed.’environment has completely changed.’environment has completely changed.’environment has completely changed.’

Fatma Butt, Medical Student,Fatma Butt, Medical Student,Fatma Butt, Medical Student,Fatma Butt, Medical Student,Photo: ©Al JazeeraAl JazeeraAl JazeeraAl Jazeera

Photos, 3rd row, 2nd photo: © Al Jazeera; 3rd row, 4th photo and all photos last row: © White Productions

18Project period June – October 2013

CDIA support USD 50,000

Investment USD 2.3 million value so far

Key sectors Solid waste management

Central state Ministry of Public Works partner

Other partners World Bank

June – October 2013

Tangerang, Indonesia: Solid Waste Reduction through Community Participation

Photo: © The Government of Tangerang Municipality

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ContextWith more than two million inhabitants, the City of Tangerang is located in the Province of Banten, about 25 km west of Jakarta, Indonesia. It is the third largest urban center in the Jabotabek region after Jakarta and Bekasi. Tangerang is an industrial and manufacturing hub and home to over 1,000 factories.

ChallengesIn 2006, Tangerang was declared the Dirtiest City in Indonesia. A lack of solid waste management resulted in low collection coverage and irregular collection services, soil contamination, open dumping and burning without air pollution control. A large number of residents had to suffer the negative effects of air pollution. This served as a wakeup call and prodded the city officials to rise up to the challenge of positively changing the city’s reputation.

Response and InnovationThe City of Tangerang began implementing simple steps such as providing segregated waste bins to help make their city clean. To push things further, the city took a very important action from 2011 – 2012 when they developed a comprehensive Master Plan for Solid Waste Management. The outcomes were:

1. an assessment of the solid waste management chain from all per-spectives including regulatory, institutional, technical, financial, environmental and social;

2. a sampling program at the res-idential areas to come up with waste generation data and at the existing Rawa Kucing landfill site to come up with waste density; and

3. the optimization of solid waste minimization techniques (3R approach – Reduce, Reuse and Recycle) and efficient treatment of the organic portion of the waste for the whole city.

Following the Master Plan development, a detailed Feasibility Study and Detailed Engineering Design for the rehabilitation, closure and upgrading of the existing Rawa Kucing dump site to a sanitary landfill was developed.

2013

Then

y Low collection coverage of waste

y Open dumping and burning of waste

y Dirtiest city in Indonesia

Now

y 1,000 waste banks established

y Households with segregated garbage bins provided and waste recycling sites established

y 5 Clean and Green City Awards

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In order to complement the efforts taken by the City of Tangerang, CDIA carried out a detailed Solid Waste Management Study in 2013. It provided the city with a sustainable and integrated solid waste management system that was in line with the City’s Master Plan. CDIA elaborated with the city government the following investment packages:

z Investment Package 1 – Collec-tion and Transportation: CDIA recommended the collection and transportation scheme in select-ed pilot areas and to expand the coverage gradually to reach full capacity by year 2018.

z Investment Package 2 – Mate-rial Recovery Facilities (MRF): CDIA recommended new MRFs to cost efficiently process recy-clables to be transported to the Rawa Kucing landfill site and expand gradually to cover the full city.

z Investment Package 3 – Inter-mediate Treatment Facility or ITF: Anaerobic digestion to elec-tricity generation plant.

z Investment Package 4 – Landfill Rehabilitation and Re-engineer-ing Development

In 2013, Tangerang began implementing the recommendations and proposals contained in the CDIA study, which included investments of 29.5 billion IDR (2.3 million USD) for the sanitary landfill rehabilitation.

By 2015, the City of Tangerang has established 1,000 waste banks and revitalized the landfill. More than two hectares of land at the Rawa Kucing disposal site have been turned into a green space for the public to exercise and relax in while learning about plants and recycling. Visitors can make use of facilities such as a greenhouse, a mini football field, a fish pond, a jogging track, a mini garden and a waste recycling site.

Further, the city targeted the basic unit where garbage is generated – the households. All households were provided with garbage bins for segregated collection of organics and inorganics. To increase public

awareness and engagement, social events such as a waste festival were held to complement community-based waste segregation schemes. It is expected that over 3,500 informal waste pickers and informal sector workers, whose livelihood depends solely on waste, will be incorporated in the new solid waste management sector.

In 2016, the Government of Indonesia issued two Presidential Decrees to accelerate the development of waste-to-energy plants in major cities in Indonesia, including the City of Tangerang. In contrast to being labeled previously as the dirtiest city, the city’s efforts to improve its waste management enabled them to win the Adipura Kencana (Clean and Green) City Award from the Indonesian Government five times – from 2012 to 2016.

Tangerang

Area: 164.5 km2

Population: : 1,797,715

Tangerang is located in the Province of Banten, about 25 km west of Jakarta. Urban expansion of Jakarta has impacted Tangerang. It is the third largest urban centre in the Jabotabek region after Jakarta and Bekasi.

Tangerang is an industrial and manufacturing hub and a home to over 1,000 factories.

Source: Wikipedia

I n t e r m e d i a t e

T r e a t m e n t

F a c i l i t y

Material

Recovery

Facilities

(MRF)

JakartaTangerang

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‘Every ‘Every ‘Every day, I assist people day, I assist people day, I assist people day, I assist people

on waste management on waste management on waste management on waste management activities. It gives job activities. It gives job activities. It gives job activities. It gives job

opportunity so we can support opportunity so we can support opportunity so we can support opportunity so we can support our two children.’ our two children.’ our two children.’ our two children.’

Resident of Tangerang CityResident of Tangerang CityResident of Tangerang CityResident of Tangerang City

‘Tangerang City was considered dirtiest city in 2006.’considered dirtiest city in 2006.’considered dirtiest city in 2006.’

Anna Susanti, Head of Technical PlanAnna Susanti, Head of Technical PlanAnna Susanti, Head of Technical PlanAnna Susanti, Head of Technical Plan-ning Cleanliness and Landscaping ning Cleanliness and Landscaping ning Cleanliness and Landscaping ning Cleanliness and Landscaping

Dept of Tangerang CityDept of Tangerang CityDept of Tangerang CityDept of Tangerang City

‘In ‘In ‘In 2013 we applied a 2013 we applied a 2013 we applied a

proposal to CDIA to revitalize proposal to CDIA to revitalize proposal to CDIA to revitalize the solid waste management in our the solid waste management in our the solid waste management in our city. From that proposal, we finally city. From that proposal, we finally city. From that proposal, we finally

have Pre-Feasibility Studies that we can have Pre-Feasibility Studies that we can have Pre-Feasibility Studies that we can apply in our city to improve solid waste apply in our city to improve solid waste apply in our city to improve solid waste

management.’management.’management.’

Dr Ruta Ireng Wicaksono, Head of Dr Ruta Ireng Wicaksono, Head of Dr Ruta Ireng Wicaksono, Head of Infrastructure Planning DiviInfrastructure Planning DiviInfrastructure Planning Divi-

sion of Tangerang Citysion of Tangerang Citysion of Tangerang City

The city’s efforts to improve its solid waste management enabled improve its solid waste management enabled improve its solid waste management enabled improve its solid waste management enabled

them to win the Adipura Kencana (Clean and Green) City them to win the Adipura Kencana (Clean and Green) City them to win the Adipura Kencana (Clean and Green) City Award five times – from 2012 to 2016!Award five times – from 2012 to 2016!Award five times – from 2012 to 2016!

Photos, 2nd row, 2nd photo, 4th row, 3rd & 4th photos: © The Government of Tangerang Municipality

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Notes

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IMPLEMENTED BY

FUNDED BY