Technical Assistance Consultant’s Report
Project Number: 46496-001 November 2016
Republic of the Union of Myanmar: Transformation of Urban Management - Urban Management Component (Financed by the Japanese Fund for Poverty Reduction) FINAL REPORT APPENDICES 24-34, PART 3 OF 3
Prepared by United Nations Human Settlements Programme (UN-Habitat)
For: Ministry of Construction, and Ministry of Transport and Communications, Department of Urban and Housing Development, under the Ministry of Construction
This consultant’s report does not necessarily reflect the views of ADB or the Government concerned and ADB and the Government concerned cannot be held liable for its contents. Appendix 24: Report on Mawlamyine Water Service (Example of USBOP Data Collection Report)
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REPORT (MAWLAMYINE) (MAWLAMYINE) REPORT
Data collection of Urban Services Business Operations Plans
Report on Mawlamyine Water Service
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Prepared within the framework of the Transformation of Urban Management Project
Thibaut Le Loc’h Aye Than May 2016
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Table of contents
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List of acronyms
ADB : Asian Development Bank
DDA : Department of Development Affairs (of Mon State)
DUHD : Department of Urban and Housing Development
EE : Executive Engineer (of Mawlamyine TDC)
JICA : Japan International Cooperation Agency
NRW : Non‐Revenue Water
PPTA : Project Preparation Technical Assistance
TDC : (Mawlamyine) Township Development Committee
TDCO : (Mawlamyine) Township Development Committee Office
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Part A – CITY PROFILE
1. Geographical features
See documents: GO1, GO2, GO3, GO4 and GO5
LOCATION Mawlamyine is located at the mouth of Thanlwin (Salween) river, at 300 km south-east of Yangon and 45 km from the sea. Figure 1: Location of Mawlamyine city
Source : librairie.immatérielle.fr
REGIONAL/NATIONAL SIGNIFICANCE Mawlamyine is the capital city of the Mon State and its largest city. It is the main trading centre and seaport in south-eastern Myanmar. The city is located at the crossing of 2 trade corridors:
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The East-West corridor linking Yangon to Thaïland, Laos and Vienam; The North-South corridor connecting the country's mainland and south-eastern region (in particular the Dawei deep-sea port and special economic zone which are being developed).
KEY GEOGRAPHICAL FEATURES The geomorphic features of Mawlamyine city can be divided into 3 main regions: The Western plain which is a coastal plain gently sloping from the mountain ridge toward the Thalwin river. This part of the city is undulating at an altitude lower than 50 feet (~15 meters). The most populated areas of the city are located in this region (see below the distribution of population by ward); The Mountain ranges which include the Yankin ridge in the north and the Taungnyo range in the southeastern part of the city. The Yankin ridge previously constituted the eastern limit of the town but is now its central ridge. The current peak of the city is located in this range at an altitude of 320 feet (~98 meters). The Eastern plain is an almost flat alluvial low lying plain of the Atran river. Less populated that the western part of the city, this area is now developing fast. Figure 2: Key topographical features of Mawlamyine city
Legend
Over 75 Feet
65 Feet ‐75 Feet 15 Feet – 65 feet
Under 15 feet
Source: Geography Department of Mawlamyine University8
KEY GEOLOGICAL FEATURES Geological features of the land occupied by the city are directly linked to the presence of the Thanlwin and Atran rivers as well as the mountain ranges. Reports from the Geography Department of the University mention that laterite and lateritic soils with granite and sandstone outcrops are found in the Yanking ridge and foothills areas while surrounding plains are old alluvium deposited by the Thanlwin river and its tributaries. On the coastline, mud and sand cover the tidal areas. Engineers from the TDC described the geological conditions of the city as follows: Eastern part of the city (along the Atran river): 5 to 6 feet of clay and lateritic soil below; Western side of the city (along the Thanlwin river): 20 to 30 feet of lateritic soil and rock below.
8 No more detailed topographical map of the city has been found but it is likely that (more) detailed information is available in the part of the city where water projects are being studied.
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Figure 3: Key geological features of Mawlamyine city
Source: Geography Dpt of Mawlamyine University (from Geology Dpt of M. University)
CLIMATE Unlike other places of the country where the climate is can be clearly divided into 3 main seasons (rainy season, cold season, hot season), the climate in Mawlamyine is characterized by 2 main periods: A dry season, from November to March with almost no rainfall and average temperatures below 28°C; A rainy season, from April to October with heavy rainfall and average temperatures ranging from 31°C to 26°C. The average annual rainfall is about 5,200 mm. The below table provide the average maximum, minimum and mean temperatures and rainfall measured in Mawlamyine city between 2001 and 2012 while the graph below illustrates the annual rainfall distribution (data from 2012 only). Figure 4: Average maximum, minimum and mean temperatures measured between 2001 and 2012 and climograph (2012) of Mawlamyine city
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Source: Geography Department of Mawlamyine University (from Department of Meteorology and Hydrology of Mawlamyine city)
VULNERABILITY TO DISASTERS According to the engineers of the TDC, the main natural hazards impacting the city of Mawlamyine are the flooding caused by the combined effect of the tide and heavy rainfall. In that case, area along the Atran river are the most exposed to flooding but it seems that the duration of these phenomenon is limited to a few hours only.
The earthquake vulnerability of the area is limited as is the effects of storms or hurricane thanks to the presence of a mountainous range on the boundary with Thaïland. The city is not subject to draught with the 2 rivers (Thalwin and Atran rivers) ensuring a sustainable source of water all year long. 2. Demographic data
See documents: DM1, DM2, DM3 and DM4
CURRENT POPULATION According to the national Census 2014, Mawlamyine city’ population is 253,734 inhabitants. It makes it the fifth largest city of Myanmar (after Yangon, Mandalay, Taunggyi and Bago). As shown in the table below, the Township authorities however estimated the population of the city at 217,746 inhabitants as of March 2016. Given the fact that the estimate of the
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Township is regularly updated on the basis of information provided by each ward administrator, this second figure seems the more realistic. Figure 5: Population by ward as of March 2016 No Ward Population No Ward Population 1 Zay Yar Thiri Ward 8,807 16 Mu Pon Ward 8,668 2 Tharyar Aye Ward 4,776 17 Thiri Myine Ward 10,933 3 Shwe Myine Thiri Ward 19,306 18 Thiri Mingalar Ward 5,119 4 Hlaing Ward 19,760 19 Myay Ni Kone Ward 5,980 5 Kyaiuk Pha Ne Ward 6,317 20 Zay Kyo Ward 12,659 6 Auk Kyin Ward 8,405 21 Myine Thar Yar Ward 2,625 7 Mandalay Ward 4,344 22 Kyauk Tan Ward 8,849 8 Phet Tan Ward 11,306 23 Zay Yar Myine Ward 6,530 9 Shwe Taung Ward 8,382 24 Naung Kha Ye Ward 5,052 10 Sit Ke Kone Ward 6,555 25 Ngan Te Ward 4,350 11 Ma Yan Gone Ward 4,044 26 Chauk Mile Ward 3,642 12 Pabedan Ward 4,539 27 Sann Gyi Ward 1,134 13 Bokone Ward 6,316 28 Gway Gone Ward 4,492 14 Maung Ngan Ward 7,152 29 Nyaung Pin Seik Ward 7,830 15 Kwin Yat Ward 9,874 Total Mawlamyine city 217,746 Source: GAD The exact surface of the city is not known and the density of the population is therefore difficult to assess. The DUHD provides the following estimations: Average population density : 20 inh./acre Highest population density : 68 inh./acre Lowest population density : 1.5 inh./acre
POPULATION DISTRIBUTION Till 2010, the city included 22 wards. 6 news wards were included in 2011 and a 29th has been included in 2015. The below map shows the density of population in each ward. One can see that the densest areas are located in the north-western part of the city. Figure 6: Density of the population in each ward of the city [inh./acre] (2013)
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Source: DUHD
GROWTH RATE A table with the city population growth from 1943 to 2014 has been found in a report of the Geography Department of Mawlamyine university (see document DM4). Figures are however highly questionable since the table indicates almost 450,000 inhabitants for the year 2011 while the current population of the city is estimated at 217,746 inhabitants (see above)9. Since the last official census at national level was conducted in 1983, the growth rates likely stem from estimation and should therefore be considered with caution. According to the last census (2014), the growth rate at national level is 0.89%. This figure seems quite low, especially considering the increasing urbanization process of the Myanmar society. The DUHD estimates that the realistic growth rate to be applied for projections in Mawlamyine is 2.2%. This means that the population of the city would evolve as follows: Figure 7: Projections of population for Mawlamyine city based on an annual growth rate of 2.2% 2016 2020 2025 2030 2040
9 The figure of the table for the year 2011 would not be consistent either with the population in the entire township which is estimated at 289,388 in the last census.
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217,746 237,549 264,855 295,300 367,089
FLOATING POPULATION The city of Mawlamyine is not subject to a significant phenomenon of migration. According to the Township administrator, the floating population of the city is very small (some hundreds) and limited to: Daily workers who come to Mawlamyine on a daily basis from the nearby Bilu Kyun Island; Temporary workers coming with their company during a few months only (for the construction of a building for instance); Farmers coming from nearby villages during the dry season.
3. Land Use and urban development
See documents: ST1 ‐ PPTA_2, UB1, UB2, UB3, UB4, UB5 and UB6
CURRENT LAND USE The most updated information on the current land use dates from 2014. It has been collected from the DUHD and is presented below. Figure 8: Current land use plan of Mawlamyine city
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Source : DUHD
URBANIZATION TRENDS AND FUTURE LAND USE PLAN Two aspects should be considered when assessing the future development of the city: The densification of the existing urban fabric within the territory of Mawlamyine city; The expansion process of the city beyond its current boundaries. In terms of “internal” development, the city is expected to mainly develop on its eastern part, between the Yankin ridge and the Atran river. This development will be done through the densification of the existing urban fabric and notably by the development of several ambitious housing projects which will be synonymous of additional water demand in this part of the city. Figure 9: Areas of renovation and extension of the city of Mawlamyine
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Source : DUHD The second factor which will impact the development of the city relates to broader projects implemented at regional level, as the ADB-funded project entitled “3rd GMS Corridor Towns Development Project”10, and to the overall development of the country. Within the framework of an expected development of the country centred on the 2 major towns of Yangon and Mandalay, Mawlamyine is thus considered as a secondary regional growth centre with interesting potentialities for further developing (DUHD): Corridor Town on the ASIA Hi-Way and East-West Economic Corridor Link; New Bridge Project Across Thanlwin River (Motama- Belugyun); Transit between Yangon and Dawei SEZ, Kalakote Deep Sea Port; Cultural, Historical and Heritage Buildings for Tourism Development; Plenty of Natural Resources; Road Link to Thailand (Phayar Thone Su). Potentialities of development of Mawlamyine regional have also been analyzed within the framework of a study conducted by the DUHD and the Cologne University (Germany). This study includes a SWOT analysis with regard to the environment, infrastructures, economy and social development potentialities (see document UB6).
4. Socio‐economic data
See documents: ST1 ‐ PPTA_2 and UB3
10 A urban development project funded by the JICA has been mentioned by the DUHD during the data collection campaign but no related information has been collected.
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Main economic activities
ECONOMIC ACTIVITIES Information on the economic situation of the city is very scarce. According to local sources, the main economic activities of the city are related to tourism, fishing and trade (car, textile, etc.). In the past, the city prosperity was also linked to important rubber plantations and to the activity surrounding the seaport but it less the case nowadays. Some figures about the economic and employment sector are provided in the presentation on the regional development plan of the DUDH (see document UB3) but their scopes, dates and sources are not mentioned. They should therefore be considered with caution: Economic Sector (million kyat) Production : 99,737.9 (41%) Services : 104,453.6 (43%) Trade : 40,033.4 (16%) Employment Sector Workable population : 136,256 (65% of total population) o Employment population : 126,744 (60% of total population) o Unemployment population : 9,515 (5% of total population) Disable, Child and Aged : 72,497 (35% of total population)
Socio‐economic information at household level Socio-economic information at household level is not available either and it is not clear whether such data has been collected through socio-economic surveys within the framework of JICA and ADB funded projects. If it is the case, these surveys would be one of the rare sources of information in this regard.
5. Health, education and religious institutions
See documents: GL1 and GL4
HEALTH FACILITIES Figure 10: Hospitals of Mawlamyine city
Name of Hospital Number of Patient Number of Patient Staffs Dependent (In) per day (Out) per day
500‐bed Hospital 55 45 462 21
200‐bed Hospital 45 43 133 30
Source: Hospitals It is noteworthy that only 121 persons (100 staffs and 21 dependent) live in the compound of the 500-bed hospital while the remaining 362 staffs live in their own house. As for the 200- bed hospital, 58 persons (28 staffs and 30 dependent) live in the compound of the hospital (the remaining 105 staffs live in their own house). The 500-bed hospital is located in Pabedan ward while the 200-bed hospital is also located in same compound of Pabedan ward. Information has been only collected on the water
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supply system of the 500-bed hospital which compound is supplied by both the public networks and 5 private tube-wells (from 150 to 200 feet deep). This combined system allows the hospital to have a continuous access to water. The connection of the hospital is equipped with a meter and the hospital pays his monthly water bill as any other regular customer. The average quantity of water purchased through the networks would be 2,000 m3 in the rainy season and 4,000 m3 in the dry season. The water from the networks and from the tube wells is used for all purposes except drinking. In addition to these 2 main hospitals, there are some urban health centres but they only receive patients during the day. No further information has been collected on these facilities. Some information about the most frequent hospitalizations cases was collected from the 500-bed hospital (General State Hospital): Road traffic accident : 40% Acute Respiratory Infection : 18% Diarrhoea / dysentery : 17% Hypertension : 14% Tuberculosis : 11% Fatal cases are linked to (in order of frequency of appearance): road traffic accident, cardiovascular accident, cirrhosis, tuberculosis and neonatal mortality.
EDUCATIONAL FACILITIES The tables below detail the number of educational facilities in Mawlamyine city. All information comes from the city profile provided by the Township Administrator.
Figure 11: Universities of Mawlamyine city
University Teacher Student Location
Mawlamyine University 386 12,432 Zay Kyo Ward
Technology University 225 2,967 Phar Auk Ward
Education University 87 599 Mandalay Ward
Source: GAD
Figure 12: High schools of Mawlamyine city
High School Teacher Student Location
No.1 State High School 62 1,221 Bogone Ward
No.2 State High School 52 1461 Hlaing Ward
No.3 State High School 60 603 Mayangone Ward
No.4 State High School 66 1,676 Hlaing Ward
No.5 State High School 39 574 Shwe Taung
No.6 State High School 93 2,296 Mayabgone Ward
No.7 State High School 81 1,743 Maung Ngan Ward
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No.8 State High School 50 1,408 Phet Tan Ward
No.9 State High School 86 2,831 Pabedan Ward
No.10 State High School 51 1,579 Phet Tan Ward
No.11 State High School 76 2,108 Thirimyine Ward
No12 State High School 43 1,286 Myinetharyar Ward
Shwe Nat Taung State High School 79 1,502 Naungkhari Ward
Kawkhame State High School 50 1,069 Kawkhame Ward
Kado State High School 26 460 Kado Ward
Source: GAD
Figure 13: Middle schools of Mawlamyine city
Middle School Teacher Student Location
No.1 State Middle School 12 156 Shwe Taung Ward
No.2 State Middle School 29 453 Kwin Yat Ward
No.3 State Branch High School 44 924 Shwe Myine Thiri
No.4 State Branch High School 46 783 Shwe Taung Ward
No.5 State Middle School 17 116 Sitkekone Ward
No.6 State Branch High School 43 751 Myine Thar Yar Ward
No.7 State Middle School 23 535 Pabedan Ward
No.8 State Branch High School 42 619 Phet Tan Ward
Sann Gyi State Branch High School 41 694 Sann Gyi Ward
Ngan Te State Branch High School 33 699 Ngan Te Ward
Taung Wine State Middle School 29 446 Zay Kyo Ward
Shwe Pyi Aye State Middle School 22 674 Hlaing Ward
Source: GAD
Figure 14: Primary and pre‐primary schools of Mawlamyine city
Primary School Teacher Student
117 Primary School 948 15,748
19 Pre‐primary School 93 1543
Source: GAD
Figure 15: Monastic schools of Mawlamyine city
Monastic School Teacher Student
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Myo Daw Oo 7 208
Zay Yar Thiri 4 179
Pyi Lone Chanthar 5 203
Damma Thukha 9 274
Tharthana Zawdiga 9 215
Kin Ywar 13 499
Ahbaya Thukha 8 143
Tharthana Weipulla 5 114
Tharthana Yaungchi 5 108
Source: GAD
RELIGIOUS FACILITIES According to the Department of Religion, the city of Mawlamyine would host 370 monasteries (gathering a total of 7,212 monks), 35 mosques (representing a total of 2,100 attendants) and 12 churches (representing a total of 1,200 attendants). Obviously, number of attendants is only estimation.
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Part B – WATER SERVICE-RELATED DATA
1. Institutional set‐up and sector policy in Mon State
See documents: WS15
Note: information on the institutional set‐up and on the legal and policy frameworks of the urban water sector at national level are provided in a separate document entitled “Legal framework for urban water management in Myanmar”.
Starting in late‐2012, all 14 State and Region governments developed their own Development Affairs Laws, which can effectively be considered their ‘municipal laws’. In Mon State, the Mon State Development Committee Law has thus been promulgated in 2012 [so‐called law n°6] and amended in 2013 [so called law n°5]. The Chapter III of this law constituted the Mawlamyine Township Development Committee (TDC), composed by the Township Development Affairs Committee and the Township Development Affairs Committee Office. The TDC acts under the direct supervision of the Department of Development Affairs of Mon State (DDA) and is responsible to manage water works and services in urban areas (among others services).
The analysis of the Mon State Development Committee Law conducted by the PPTA’s consultant highlights the following points which should be taken into account for further development of projects on urban water:
The decision-making process strongly relies on 3 persons: the Minister for Development Affairs of Mon State11, the Director of the Department for Development Affairs and the Secretary of the TDC; The concept of ownership and assets valuation is not clarified by the Law but the TDC de facto owns and is responsible of all municipal assets, including the water infrastructures; While the responsibility for urban planning should be at Township level, it is assumed by the DUHD at Union level; The Law being mute on the possibility for the TDC to delegate some prerogatives to the private sector, is it de facto not prohibited. According to the 2008 Constitution’s Section 188, State and Region parliaments have the right to enact laws for the entire, or any part of a state or region, related to matters listed in the constitution’s Schedule II. Within this framework, the Ministry for Development Affairs developed in 2010 a “By‐law for regulating the use of water works owned by the (State) Development Committee” (enacted by the letter 126/Ka‐9/SaYaKha (14) dated on 27 December 2010). This document has not been found but a former by‐law from 1982 is available (see document WS15). 2. Technical data
11 It should be noted that no new State Minister for Development Affairs have been appointed yet further to the general elections of November 2015. The DDA is therefore currently working under the direct supervision of the Chief Minister of Mon State.
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2.1 Water resources
See documents: ST1 ‐ PPTA_7 (Appendix A1 – WatSan Profiles), WS4, WS5 and WS12
QUANTITATIVE ASPECTS The Thanlwin and the Atran rivers as well as dam’s reservoirs constitute the primary sources of water for the city of Mawlamyine. The presence of these abundant resources means that the city is not affected by water scarcity all year long. Individuals more frequently rely on groundwater when they manage their supply by themselves. On average, boreholes or wells are 120 feet deep. Boreholes are providing water all year long and are characterized by a static water level ranging from 20 to 35 feet under the ground level according to the season.
QUALITATIVE ASPECTS Like most of the water streams of the country, the Atran river is highly turbid, especially during the rainy season. The presence of sedimentation ponds downstream the 2 intakes from this river allows reducing the turbidity before supplying the networks. According to a study from JICA implemented in 2013/2014, other issues related to the quality of the surface water relate to the presence of coliforms (while the study highlights that 25% of the population cannot afford to purchase water bottle and therefore drink untreated water after boiling) and to a high level of iron in the two river intakes as well as in the Shwe Nat Taung Dam (see document WS5).
In terms of quality of the groundwater, the TDC indicates that the latter depends on the location of the facility. Boreholes and wells close to the mountainous range provide good quality of water while the wells and boreholes located in the western part of the city, near the Thanlwin river, provide brackish water with sometimes a high concentration of iron. On the eastern side of the city, the phenomenon is similar with a more brackish water and a high content of calcium carbonate (CaCO3) along the Atran river. 2.2 Water facilities
See documents: ST1 (Appendix A1 – WatSan Profiles), WS1, WS2, WS6 and WS12
PRODUCTION AND STORAGE FACILITIES Currently, the water supply system of the city relies on 4 intakes extracting water from three distinct resources:
Water from the Khin Pon Chong dam (Myebyan reservoir) created in 1904 together with a old distribution system which is still supplying water by gravity to the main storage reservoirs and thereafter distributing to the networks; Water from the Shwe Nat Taung dam which supplies water by pumping to the main storage reservoirs; Two water intakes from the Attran River. As shown in the below table, the PPTA study estimates that the daily volume of water produced by the 4 aforementioned facilities is 6,950,000 gallons (31,600 m3/day). This figure greatly differs from the estimation provided by the Executive Engineer of the TDC who mentions a total daily production of 3,000,000 gallons (13,640 m3/day). Since the networks are deprived from measuring instruments, it has not been possible to determine which one of these figures is the most realistic. According to the Executive Engineer of the TDC, production capacities would theoretically be sufficient to cover
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the demand but cannot do so because of the extremely high level of physical losses (estimated at 70% to 75%).
Figure 16: Estimation of the daily quantities produced at the 4 intakes
Source : PPTA study In terms of treatment, the sedimentation ponds located downstream the 2 intakes from the river are the only purification facilities in Mawlamyine water supply system.
Downstream the different production facilities, water is supplied to the distribution networks through several reservoirs and pumping stations (networks supplied by the 4 production facilities are interconnected). For more details on the structure of the current water supply system (production facilities, main pipes, reservoirs and distribution areas), one should refer to the PPTA study carried out by Suez consulting firm (ST1) and to the project document of the JICA (WS12).
Figure 17: Map of the existing water supply system of Mawlamyine city
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Source : TDC
DISTRIBUTION NETWORKS The first networks of the city have been built in 1904 along with the water facilities of the Khin Pon Chong dam. The piping system is composed of 36 kilometres of cast iron and PVC pipes (PVC is now used for all extension of the distribution networks) of diameters ranging from 3’’ (75 mm) to 16’’ (400 mm).
The public networks currently supply water to 23 out 29 wards of the city (according to the data from the GAD, the population living in the 23 wards represents 88% of the population of the city). While the number of connections per ward is known, no data has been found to estimate the coverage rate (i.e. number of households with a potential access to the public water networks divided by the total number of households in the same area). Likewise, the connection rate cannot
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be estimated (i.e. number of households with a connection divided by the number of households with a potential access to the public water networks). The below table however provides indications on the access rate12 in each ward.
Figure 18: Population and number of water distribution points per ward Number of: Access rate No Ward House Household Population Indiv. meter Standpost [%] 1 Zay Yar Thiri Ward 2,416 1,879 8,854 1,413 75% 2 Tharyar Aye Ward 1,049 1,096 4,782 179 16% 3Shwe Myine Thiri Ward 3,498 4,042 19,083 872 22% 4 Hlaing Ward 3,153 3,574 19,767 155 4% 5 Kyaiuk Pha Ne Ward 993 1,054 6,286 217 21% 6 Auk Kyin Ward 1,136 1,487 8,366 187 13% 7 Mandalay Ward 579 1,056 4,282 25 2% 8 Phet Tan Ward 1,405 1,322 11,270 117 10 9% 9 Shwe Taung Ward 1,420 1,670 8,319 527 7 32% 10 Sit Ke Kone Ward 784 1,405 6,484 298 13 21% 11 Ma Yan Gone Ward 760 813 4,031 369 4 45% 12 Pabedan Ward 796 1,062 4,490 410 24 39% 13 Bokone Ward 756 798 6,243 528 1 66% 14 Maung Ngan Ward 1,301 1,689 7,149 433 4 26% 15 Kwin Yat Ward 1,503 1,820 9,814 451 25% 16 Mu Pon Ward 1,640 1,911 8,672 11 1 1% 17 Thiri Myine Ward 2,205 2,537 10,945 1,241 49% 18 Thiri Mingalar Ward 968 1,117 5,092 1,064 1 95% 19 Myay Ni Kone Ward 1,031 1,210 5,912 130 11% 20 Zay Kyo Ward 1,785 2,137 12,496 556 4 26% 21 Myine Thar Yar Ward 1,800 1,850 8,573 2,155 116% 22 Kyauk Tan Ward 815 1,041 6,460 400 38% 23 Zay Yar Myine Ward 513 542 2,482 23 4% 24 Naung Kha Ye Ward 1,204 1,344 4,980 0% 25 Ngan Te Ward 847 907 4,257 0% 26 Chauk Mile Ward 785 792 3,605 0% 27 Sann Gyi Ward 245 256 1,127 0% 28 Gway Gone Ward 646 807 4,433 0% Total (served wards) 32,306 37,112 189,852 11,761 69 32% Grand total (incl. Ward 29) 37,675 43,097 217,746 11,761 69 27% Source : TDC As shown in the above table, water is supplied through a total of 11,761 connections (including individual connections, public institutions, industries, etc.) and 69 public standposts. Only considering the number of connections (i.e. excluding the standposts), this means that the total access rate in the 23 wards covered (at least partially) by the public networks is 32%. By taking into consideration the whole city, this rate decreases to 27%13. This means that less than one third of the households of the city are supplied by the public water networks.
Note: this approach considers that each household living in a same building has a separate connection. This might not be always the case but the impact on the access rate is not significant. It
12 The access rate in a specific ward should be understood as the number connections in this ward divided by the total number of households. 13 This calculation takes into consideration the whole population of the city as provided by the GAD (217,746 inhabitants) and a number of inhabitants per household of 5.05 (calculated from the data of the TDC).
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is noteworthy as well that even with this assumption, the access rate in the ward 21 is found to be above 100%.
The evolution of the number of connections is not very clear. The first figure provided (by the EE) was 129 new connections between April 2014 and March 2015, and 187 between April 2015 and March 2016. However, this only corresponds to new connections requested by individuals to connect to networks already existing nearby their house. Much more new connections are done within the framework of housing projects or networks extension in unserved areas. Taking the latter into account would lead to an estimated total of 1,200 new connections between April 2014 and March 2015 and 1,600 during the following year. Since the connection modalities are different in the 2 aforementioned cases, it is not sure that more accurate figures are available for the total number of new connections per year. 2.3 Water‐related practices
Even in areas covered by the public networks, some houses are not connected to them and rely on their own borehole. This is mainly the case for the wealthiest households which (supposedly) consider their supply more reliable if managed on their own.
In urban areas which are not covered by the TDC for the water supply, individuals generally rely also on private wells and boreholes. When a household does not own such facility, it usually supplies water from its neighbor. In that case, owners of the water source provide the water for free (if it comes from a well) or sell it when the water comes from a borehole. It happens that owner of boreholes thus develop very small‐scale networks to supply water to the surrounding households. The number of such informal water schemes and their functioning is unknown by the TDC.
Whatever the origin of the water (public networks, private boreholes, etc.), the latter is generally used for all purposes except drinking. Thus in most cases, drinking water is supplied in the form of big bottle (20 litres – 400 MMK) of purified water. The poorer households (25% according to JICA study – see above) which cannot afford this type of water drink the water as is, generally boiling it beforehand14. 3. Service‐related data
3.1 Organization of the service at municipal level
See documents: ST1 ‐ PPTA_8 and WS3
The water service is under the responsibility of a sub‐division for “Water Supply, electricity and maintenance” of the Engineering Division of the TDC15. This sub‐division includes 35 staffs and is managed by an Executive Engineer supported by an Assistant Engineer. There is no dedicated staff for the water supply and all the team manages the 3 services under their responsibility. A list of the all staffs of this division (mentioning their name, position, salary and responsibilities) has been collected. Several employment status exist with some staffs being civil servants while other are daily,
14 In Myanmar culture, water is generally drunk in the form of tea and therefore boiled before consumption. 15 Contrary to the indications given by the organizational chart presented in Appendix 8 of the ST1 ‐ PPTA_8 Institutional Mon Appendices, the staff of the “Rural sub‐division”, “Electricity, Water supply and Gardens sub‐ division” and the “Maintenance division” are now working within 2 separate sub‐divisions, one of them being the “Water Supply, Electricity and Maintenance sub‐division”.
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monthly or “lump‐sum” (i.e. hired for a specific purpose) workers. Salary is 3,600 MMK/day (3.1 USD/day) for a daily worker and 60,000 MMK/month (51.1 USD/month) for a monthly worker.
According to the Executive Engineer in charge of the sub‐division, the staff is not specialized nor specifically trained to manage a water service. Engineers of the sub‐division have an electrical background (1 engineer), a mechanical background (3 engineers) or a civil engineering background (1 engineer). The sub‐division not only includes technical staff but also support and administrative staff in charge of the commercial aspects of the service (invoicing, fee collection, etc.).
Rare and general trainings have been provided to the staff of the Engineering Division by the former State Ministry for Development Affairs. The Executive Engineer is the only staff who received a specific training on water provided by the JICA (1 session of 3 weeks). According to him, the main needs relate to the management of NRW and to the management of a water service in general. 3.2 Operational data
See documents: ST1 (Appendix A1 – WatSan Profiles) and WS1
TECHNICAL INFORMATION ON THE SERVICE Since the water supply system is deprived of measuring instruments (except individual water meters), the assessment of its functioning is particularly difficult. The below map, extracted from the PPTA study, illustrates the estimated duration of supply in the different areas of the city. As shown on this map and as confirmed by the Executive Engineer of the TDC, only a very limited area of the city benefits from a continuous service. The major part of the customers is therefore only supplied with water a few hours per day or even every 2 to 3 days. Once again, the accurate assessment of the situation is extremely hazardous but it is noteworthy to mention that the Executive Engineer of the TDC provided different information than the one given by the below figure16. According to him, the water is supplied:
24 hours a day in one part of the ward 20; 2 to 3 hours per day in wards 1 to 6; 2 to 3 hours every 2 days in the wards 7 to 11; 2 to 3 hours per day in the wards 12 to 15. Information on the condition of supply in the wards 16 to 19 and 21 to 23 have not been mentioned.
Figure 19: Continuity of the supply in different areas of Mawlamyine city
16 He also mentioned that, for areas with an intermittent supply, the hours of delivery were regular. This information is important since irregular times of supply often make the consumers keep their taps open and therefore generate important losses.
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Source : PPTA As measuring instruments are not installed on the networks, the total volume of water produced is not known. Likewise, while around 50% of the house connections are equipped with a meter, the monthly volume of water sold is not recorded. In this situation, the accurate assessment of the non‐ revenue water is not possible. The only data available in this respect comes from the PPTA study which estimates that the level of NRW is close to 90%.
Conclusions are similar with regard to the pressure conditions: problems do exist and are known by the TDC but there is currently no way to quantify them.
In terms of water quality, the only information collected dates from May 2014 and is related to the quality of water sources (2 river intakes and Shwe Nut Taung dam). While the TDC mentioned that water quality analysis were conducted twice a year17, more recent data have not been shared. Likewise, no information on the quality of the water at the consumption point has been provided. The only indication in relation to this subject is the fact that the high turbidity of the water seems to be the most frequent customer’s complaint argument).
As previously mentioned, around 50% of the individual connections only are equipped with a meter. Moreover, the majority of the meters are of poor quality and therefore very inaccurate18 and the
17 The TDC does not have a laboratory and samples are sent to Yangon for analysis. 18 The TDC is starting to install better quality meters (brand “Zenner” from Germany at 30,000 MMK/unit) and the results are already noticeable: while the total amount billed from 1,000 “old” meters is around 1.2 million
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volume sold is not recorded anyway (even when the calculation of the fee is based on the volume, the meter reader just reads the index to calculate the amount of the bill). The only way which has been found to estimate the consumption rate comes from the average amount of the water bills which range from 2,000 MMK to 3,000 MMK. This corresponds to a monthly consumption per connection ranging from 10 to 17 m3. Based on a number of 5.8 persons per house (which is considers the same than the number per connection), this would means that the current per capita consumption ranges from 57 to 95 litre per capita per day. This figure is quite close to the usual design criteria of 20 gallons per capita per day (~ 91 litres) currently used in Myanmar cities.
Lastly, it should be mentioned that the water demand is subject to important seasonal variations with a higher demand during the dry season.
OPERATION & MAINTENANCE According to the EE, the most frequent needs of repairs are linked to leakages (requiring interventions on a daily basis). Preventive maintenance is carried out for electromechanical equipments which are inspected twice a week. However, repairs are mainly done in case of failure or breakage.
The TDC does not have any spare parts or replacement equipments in stock and therefore has to manage the supply on an ad‐hoc basis. The only exception is a small quantity of individual water meters (around one hundred) which have been purchased by the EE himself.
Likewise, there are no vehicles or machineries dedicated to the water system. All such equipments are common to the whole TDC. 3.3 Commercial data
See documents: WS15
HOUSE CONNECTIONS The procedure to get a new water connection follows 4 main steps:
Application to the TDC for a new connection; Inspection of the TDC in order to check the technical feasibility of the connection; Payment of the connection fee; Connection’s works. It is noteworthy that the works are not carried out by the TDC but by the requester whose only obligation is to purchase the water meter from the TDC. The TDC also provides technical specifications about the material and the works’ implementation modalities but this is not binding for the requester. The TDC only conducts a final control when works have been completed.
A new connection costs around 100,000 MMK, broken down as follows:
30,000 MMK + 150 MMK per foot of connection pipe (length between the main pipe and the house) as a Connection fee to be paid to the TDC to cover administrative costs; 35,000 MMK to purchase a water meter to the TDC;
MMK per month, this amount almost doubles (2.3 million MMK per month) if compared to 1,000 “new” meters.
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Around 35,000 MMK to cover the purchase of all needed material and equipments as well as the labour costs. This amount depends on each case. Note: it seems that a different cost is applied in the case of newly supplied areas and for new housing projects. In that case, the connection fee would be only 10,000 MMK.
There is no monitoring of the number of application for a new connection to the networks. However, the Executive engineer of the TDC estimates that 80% of the demands are satisfied.
WATER TARIFF Once connected, the clients have to pay a monthly water fee. There are 2 different types of invoicing:
Non‐metered connections: a flat rate of 2,000 MMK/month is applied; Metered connections: 500 MMK a maintenance fee + 150 MMK/m3. As a reminder, around half of the connections would currently be equipped with a meter.
There is no differentiation by category of customers and, while there was payment exemption for military camps, religious buildings and public institutions till the end of 2015, it is no more the case in 2016. Only monasteries will be granted a 20% discount.
INVOICING AND FEES’ COLLECTION MODALITIES Staffs of the TDC go to each customer’s house during the first week of each month in order to invoice and to collect the money at the same time. In the case of metered connections, the amount of the invoice is calculated by the meter reader based on the meter’s index. Otherwise, the flat tariff is applied.
Customers usually pay their bill (which average amount is from 2,000 MMK to 3,000 MMK) during the visit of the meter reader. When they cannot, or if they are not present at the time of the visit, customers have till the 25th of the month to go to the TDC office and pay the bill. Theoretically, and as mentioned on the bill itself, the TDC is entitled to disconnect a customer who did not pay in due time. However, it is never the case.
BIG CUSTOMERS According to the EE, the biggest customers of the water service are the following clients:
Army (7 compounds) : 1,500,000 MMK/month, i.e. 10,000 m3/month Railway station : 350,000 MMK/month, i.e. 2,333 m3/month Children & Mother Hospital : 300,000 MMK/month, i.e. 2,000 m3/month Bus stand : 200,000 MMK/month, i.e. 1,333 m3/month University (4 compounds) : 200,000 MMK/month, i.e. 1,333 m3/month Playground : 200,000 MMK/month, i.e. 1,333 m3/month State General Hospital : 200,000 MMK/month, i.e. 1,333 m3/month
FEES’ COLLECTION EFFICIENCY According to the EE, all customers pay their water bill even with some delays. The collection rate should therefore be 100%. Even if this reflects a likely good recovery rate, available information does not lead to such a high figure.
Both the EE and the financial department mentioned that the total amount collected every month by the TDC for the water service is 15.2 million MMK. By removing from this amount the total
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amount due by the big customers (2,950,000 MMK) and dividing the rest by the total number of connections (11,761), we can obtain the theoretical amount of a bill, i.e.: (15,200,000 – 2,950,000) / 11,754 = 1,042 MMK. On the other hand, 50% of the connections (unmetered) are supposed to be billed at flat rate of 2,000 MMK and the average amount of monthly bill for metered connections range from 2,000 MMK to 3,000 MMK. There is a discrepancy between both figures.
Taking the problem the other way round, we could consider that the total amount billed every month by the TDC should be:
2,950,000 MMK (for big customers) + 11,754 * 50% * 2,000 MMK (for unmetered connections) + 11,754 * 50% * 2,500 MMK (for metered connections) = 29,396,500 MMK.
In that case the collection rate would only be equal to 52%. 3.4 Procurement modalities
There does not seem to be specific procurement procedures but the actual process seems to be mainly managed by the EE.
When expenditures have not been planned in the budget, the EE should request an approval from the Director of DDA before launching the procurement process. Once the authorization has been granted by the DDA Director, the EE can manage the purchase directly by procuring the material at the least cost in the market (even if does not seem to have any obligation to compare several quotations). Payment is done by the Finance Department but the latter is not involved in the procurement process. 4.Financial data
See documents: FN1, FN2, FN3 and GL4
4.1 Municipal budget
The financial statements of Mawlamyine TDC have been collected for the past 3 fiscal years19 (i.e. 2013/2014, 2014/2015 and 2015/2016). The total budget of the TDC (actual expenditures) during this period changed as follows20:
2013/2014 : 1,820,405,362 MMK, i.e. 1,878,643 USD 2014/2015 : 2,611,772,845 MMK, i.e. 2,632,836 USD 2015/2016 : 1,824,459,926 MMK, i.e. 1,415,407 USD The financial statement of the TDC is separated into 4 main categories, details of which are shown in the below table: regular incomes, regular expenditures, exceptional incomes and exceptional expenditures.
This chart of account is said to be national and used by all TDCs.
Figure 20: Details of the topics of the TDC’s financial statement
19 Fiscal year is from April to March. 20 Exchange rates applied are the ones on 30/09 of each year, i.e. 1 USD = 969 MMK for 2013/2014, 1 USD = 992 MMK for 2014/2015 and 1 USD = 1,289 MMK for 2015/2016
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Regular incomes Regular expenditures 1. Taxes 1. Administration and coordination 1.1 Local Tax 2. Market, slaughter, revenue and sanitation 1.2 Wheel tax 2.1 Revenue sector 2. Sales of material and service 2.2 Market and slaughter sector 2.1 Sales of material 2.3 Sanitation sector 2.2 Provision of services 3. Construction and maintenance 2.3 Rental of lands, machineries, etc. 3.1 Urban construction and maintenance sector 2.4 Licenses 3.2 Water, electricity and gardening 2.5 "Opportunities" 3.3 Rural construction and maintenance 3. Penalties and other 4. Benefit for staff and social welfare 3.1 Penalties for violation of Municipal bylaws 4.1 Pension 3.2 Penalties for violation of other laws 4.2 Bonus 3.3 Administrative penalties 4.3 Lump‐sum pension 3.4 Incomes from sales of found material 4.5 Social welfare 3.5 Others 5. Interests Exceptional incomes Exceptional expenditures 1. Sales of assets 1. Investment for works' projects 2. Seizing of assets 1.1 Ongoing projects 3. Refund of invested expenditures 1.2 Additional works 1.3 New project 2. Investments for works 3. Offices equipments, furniture and vehicles Source : TDC
The 2 tables on the following page summarize the 3 most recent financial statements of the TDC and the water‐related incomes and expenditures during the same period.
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Figure 21: Summary of the TDC’s budget for the past 3 fiscal years
Year 2013/2014 Year 2014/2015 Year 2015/2016 Category Sub‐category Budget (MMK) Actual (MMK) Budget (MMK) Actual (MMK) Budget (MMK) Actual (MMK) 1. Taxes 189,027,000 206,008,579 239,020,000 258,306,692 342,941,000 408,458,577 2. Sale of material and service 1,386,398,000 1,355,826,448 1,824,285,000 1,557,070,197 1,616,547,500 1,508,358,625 Regular income 3. Penalties and others 51,375,000 65,083,993 466,695,000 68,171,077 59,511,500 69,258,467 Sub‐total 1,626,800,000 1,626,919,020 2,530,000,000 1,883,547,966 2,019,000,000 1,986,075,669 1. Administration 99,904,564 99,904,564 85,610,800 78,645,287 78,912,000 77,941,086 2. Markets, slaughter and sanitation 257,314,494 257,314,494 316,185,400 313,943,731 368,991,000 366,746,371 Regular expenditure 3. Maintenance and construction 425,739,744 425,739,744 643,912,500 640,057,818 746,755,000 745,761,641 4. Benifit for staff and social welfare 55,104,010 55,104,010 71,450,100 71,293,009 121,337,500 121,234,828 Sub‐total 838,062,812 838,062,812 1,117,158,800 1,103,939,845 1,315,995,500 1,311,683,926 1. Sales of assets ‐ 18,800,000 101,000,000 101,000,000 ‐ 7,500 2. Seizing of assets ‐‐‐‐‐‐ Exceptional income 3. Refund of Invested works ‐‐‐‐‐‐ Sub‐total 0 18,800,000 101,000,000 101,000,000 0 7,500 1. Investment for works' projects 920,534,150 920,534,150 1,436,053,000 1,436,053,000 511,276,000 511,276,000 2. Investments for works 61,808,400 61,808,400 ‐‐ 1,500,000 1,500,000 Exceptional expenditure 3. Offices equipments, furniture and vehicles ‐‐ 71,780,000 71,780,000 ‐‐ Sub‐total 982,342,550 982,342,550 1,507,833,000 1,507,833,000 512,776,000 512,776,000 Total Income 1,626,800,000 1,645,719,020 2,631,000,000 1,984,547,966 2,019,000,000 1,986,083,169 Total Expenditure 1,820,405,362 1,820,405,362 2,624,991,800 2,611,772,845 1,828,771,500 1,824,459,926 Source : TDC Figure 22: Summary of the TDC’s water budget for the past 3 fiscal years
Budget Year 2013/2014 Year 2014/2015 Year 2015/2016 Category Item line Budget (MMK) Actual (MMK) Budget(MMK) Actual(MMK) Budget(MMK) Actual(MMK) Regular income 1.1.3 Revenue from public posts 17,700,000 18,913,894 17,900,000 19,257,310 19,257,000 20,323,874 Regular income 2.2.2.3 Revenue from water service 171,800,000 124,356,002 3,700,000,000 156,288,171 250,000,000 183,398,735 Exceptional income ‐‐ 000000 3.2.1 Salary 49,889,000 49,888,962 27,948,000 26,198,854 23,718,065 23,718,065 3.2.2Travel 30,00000000 Regular expenditure* 3.2.3 Charges for material and labour 403,054,000 403,020,400 372,888,300 372,888,284 161,156,000 161,156,000 3.2.4Maintenance 000000 1.1.3 Other construction** ‐‐0 0 37,100,000 37,100,000 Exceptional expenditure 1.2.3 Renovation and maintenance 55,029,550 55,029,550 19,450,000 19,450,000 10,000,000 10,000,000 1.3.3 New water supply 136,853,600 136,853,600 218,110,000 218,110,000 123,040,000 123,040,000 Total income 189,500,000 143,269,896 3,717,900,000 175,545,481 269,257,000 203,722,609 Total expenditures 644,856,150 644,792,512 638,396,300 636,647,138 355,014,065 355,014,065 Source : TDC
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As in most places, the main income of the TDC is related to the tender license fees, particularly those for slaughterhouses. Water supply and service fee for inspecting new building construction as well as renovation projects also represent important sources of incomes. Additionally, even if TDCs are theoretically fully self‐funded, the analysis of the TDC financial statement showed that the TDC receives additional funds from at least 2 other sources:
On an annual basis, the Revenue Department of the Township allocates to the TDC 5% of the “Income tax” perceived from individuals and 2% of the “Stamp duty”. During the past 3 fiscal years, these amounts represented 5%, 7% and 14% (see line 1.1.1.6 of the regular revenues) of the total incomes of the TDC; On an ad‐hoc basis, the regional government provides fund to finance important projects. It has been the case during the fiscal year 2014/2015 when the TDC received 400,000,000 MMK (i.e. 403,226 USD) for the construction of a new road. Most significant expenditures items relate to “Maintenance and construction” and to “Investments for works’ projects” which represent altogether around 70% to 80% of the total expenditures. 4.2 “Water budget”
REVENUES FROM THE WATER SERVICE There is no separated budget for the water service. Revenues are not treated separately but are included in the overall municipal budget. However, the analysis of the TDC’s financial statements allows identifying the revenues related to the water service. In the municipal budget, revenues generated by the water service are thus divided into 2 categories:
Revenues from the public water posts. These revenues come from a bi‐annual “municipal tax” which combines fees related to land use, street lighting, water (for public water posts) and solid waste management. The amount of this municipal tax is steady over the years and represent around 10% of the total incomes generated by the water service; Revenues from the water sales. This category includes revenues generated by the connections fees and by the sale of water (for both unmetered and metered connections). It is noteworthy that the average monthly revenues from the water sales during the last fiscal year calculated from the financial statement is very close to the figure provided by the EE (15.3 million MMK against 15.2 million MMK). These revenues represent around 90% of the total incomes generated by the water service. Incomes generated by the water service steadily represent around 10% of the total incomes of the TDC.
EXPENDITURES RELATED TO THE WATER SERVICE Conclusions of the analysis of the TDC’s financial statements in relation with the water‐related expenditures are the following:
While salaries represent 4% to 8% of the water‐related expenditures every year, “Charges for material and labor” and “Renovation and maintenance” (which might be considered together as maintenance costs) represent 48% to 71% of them, and “Other construction” and “New water supply” (investment costs) 21% to 45% of them; The total water‐related expenditures significantly decreased during the past 3 years, from around 645 million MMK in 2013/2014 to 355 million MMK in 2015/2016. In the meantime, their part in the total expenditures of the TDC decreased from 35% to 20%.
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The EE also provided the following rough estimation of the costs of the water service for the past fiscal year:
Labor : 54 million MMK per year (12%) Maintenance : 20 million MMK per year (5%) Electricity : 276 million MMK per year (64%) Investment : 80 million MMK per year (19%) These figures are not consistent with the data of the financial statement, neither in terms of breakdown nor of amount (according to the EE, the total expenditures would therefore be 430 million MMK against 355 million MMK in the financial statement). It is however interesting to note that electricity costs represent more than 60% of the total estimated expenditures.
Finally, the comparison of water‐related incomes and expenditures (as per the data of the TDC’s financial statements) shows that expenditures were 1.7 times to 4.5 times higher than incomes generated by the service. The trend is however positive since incomes are steadily increasing over the years while expenditures significantly decreased last year. 4.3 Financial management
FINANCIAL AND ACCOUNTING MANAGEMENT No analysis of the financial statement seems to be done at TDC level. For instance, total expenditures and total incomes are not calculated and compared in the financial statement (there is no such summary table as proposed above). Thus, whereas the budget and the actual statements are supposed to be balanced, the summary table shows that it was not the case during the past 3 years. The interviewee from the TDC seemed surprised by this observation and was not able to justify the reason or to explain how the gap was filled when expenditures are higher than incomes.
Additionally, it is noteworthy that there is no proper accounting management done at township level (no balance sheet is produced). Likewise, there is no proper assets’ management and no comprehensive register of the TDC assets exist. As for water facilities, a list of electromechanical equipments is prepared by the EE but assets are not valued.
Financial statements are not subject to external audits but bi‐annual audits are said to be conducted at District level by a specific division of a Union level ministry.
BUDGET PREPARATION Theoretically, budgeting by TDCs follows national patterns with two budgets per year: an original budget plan (Base Estimate – BE) for targets and a revised budget (Revised Estimate – RE) given actuals. TDCs prepare their BE in August for the coming fiscal year (April to March), based on their possible revenues and for capital and recurrent costs. They submit it to the State government’s budget department, which, following review and approval by the State government, submits it to the Union Government as part of the whole State budget. RE is submitted halfway through the course of a current year to account for actual developments vis‐à‐vis revenues and expenditures.
The validation of the budget at township level would be the responsibility of the Executive Officer of the TDC. The budget is prepared by the Finance Department, on the basis of information provided by the different sub‐divisions of the TDC. As for the water, the EE in charge provides the necessary data. 5.Other projects
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See documents: ST1, ST2, WS7, WS8, WS9, WS10, WS11, WS12, WS13 and WS14
There are 3 main ongoing water projects in the city of Mawlamyine.
THE 3RD GMS CORRIDOR PROJECT (ADB) The 3rd GMS Corridor Project targets 3 cities of Myanmar: Myawaddy, Hpa‐an and Mawlamyine. As of May 2016, the total estimated amount of the project is 132 million USD. It will be mainly funded through loans from ADB (87 million USD) and the Neighbouring Countries Economic Development Cooperation Agency ‐ NEDA, (29 million USD). Grants from the ADB and the TICA as well funding from Mon State, Kayin State and Central governments will complete the financing plan. The loan duration should be 32 years, including 8 years grace period, with an interest rate of 1.5% for regular rate and 1% for grace period. Implementing Agencies will be the Mon and Kayin State governments, represented by their Ministry for Development Affairs, while the Executing Agency will be represented by the DUHD.
In Mawlamyine, the project includes 3 components: Solid Waste Management, Water supply and Heritage building. Details about the content of the Water Supply component have not been collected. However, information known at that stage allow concluding that the project would:
Focus on the “central” area of the city (wards 12 to 16, 18 to 22 and 25) Include the construction of a treatment plant at the Kin Pon Chong Dam as well as reservoirs, booster pumping stations and main transmission lines. The water from the treatment plant will be sent to 3 existing tanks while some parts will be directly distributed from the treatment plant. It is not clear whether distribution networks will be renovated or replaced through the project but it is likely to be so. The proposed water supply scheme would be the following:
Kin Mon Chong Dam
Treatment Plan
Direct Distribution 3 Collective Ponds
Distribution on the central/southern part of Mawlamyine
A Loan Fact‐Funding mission will take place on 7th of June in Mawlamyine. The subsequent stages of the project should then be:
End of 2016 : Cabinet approval Early 2017 : Loan agreement between Myanmar Ministry of Finance and ADB April 2017 : Effectiveness of the loan 2018 to 2022 : Construction period
“JICA” PROJECT
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The “JICA” Project is actually divided into 2 phases which will consist in:
1. Constructing a new treatment plant 2. Installing a transmission pipeline from the RTC pumping station to 3 existing ponds 3. Improving 3 existing ponds 4. Installing distribution pipelines in 11 wards “JICA” project’s components can be illustrated by the following chart:
Shwe Nat Treatment RTC Booster 3 Collective Taung Dam 11 Wards Plant Pump Station Ponds
The Phase I of the project (which amount is unknown) is under implementation and includes the following items:
Construction of a treatment plant near Shwe Nat Taung dam Installation of 13.5 class PVC pipe (12”x12,000 feet) from RTC (Road Transport Corporation) pumping station to 3 existing ponds Roofing the 3 existing ponds Construction of a plant for chlorination near Shwe Nat Taung dam Procurement of Water Test Kits The Phase II is still under preparation and will be part of a project targeting 23 secondary cities of Myanmar. The related financing agreement is expected to be signed in 2016. The total cost of the phase II in Mawlamyine would be 1,603 million MMK and would include:
Installation of PN4 HDPE pipe (OD 500mm x 9500 feet) from booster pump station of Shwe Nat Taung Dam to RTC pumping station Installation of 13.5 class PVC pipe (12” x 17,000 feet) from RTC pumping station to 3 existing ponds21 Installation of 2 centrifugal pumps of 100 HP at RTC pump station Replacement of 5,000 individual water meters
“THAÏ” PROJECT The “Thaï” Project is a Public‐Private‐Partnership (PPP). The proposed contract, led by a consortium between the thaï company “Thaï water Operation Co.” and a Myanmar company (Zay Ka Bar), should be a Build, Operate and Transfer (BOT) contract of 30 years. It is under validation at Union level and the DDA has only been provided with limited data at that stage (draft project report). The Project consists in building new water infrastructures to supply water in 12 wards of the Northern part of Mawlamyine. These wards are currently served by the TDC but the water is not treated and the system is heavily deteriorated.
21 According to the information at hand, it seems that the replacement of the main line between the RTC pumping station and the 3 existing ponds will be carried out in 2 stages.
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This project will include the construction of an intake facility in the Atran river, a treatment plant of 33,000 m3/day, installation of booster pump station, the renovation of 2 existing water tanks (plus, potentially, the construction of a third reservoir), as well as the installation of transmission and distribution lines. The water should be charged at the following rates:
Private connections o From 0 to 15 m3/month : 200 MMK/m3 o 16 to 30 m3/month : 300 MMK/m3 Commercial connections o From 0 to 100 m3/month : 400 MMK/m3 o From 101 to 200 m3/month : 500 MMK/m3 o Above 200 m3/month : 650 MMK/m3 According to the current contractual modalities, the company will have to pay 10,000,000 MMK to the TDC as premium charge, at the time of the contract signing. The TDC will then receive 5% of the total benefits plus the rental fees of the lands which will be occupied by the treatment plant, the reservoirs and the pumping station(s). The rental fees will be provided to the TDC as shown below:
200,000 MMK per month from 1 year to 5 years 300,000 MMK per month from 6 years to 10 years 500,000 MMK per month in 11th years 5% will be increased in 12th years
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Part C – CONCLUSION
Significant amount of information has been collected during the campaign. Their reliability is however sometimes questionable and some important data are still missing:
Technical data: the absence of any measuring instruments makes it very difficult to accurately assess the current conditions of the facilities and the functioning of the water supply system; Operational data: some data are available but much more should theoretically be (number of new connections, fees’ collection rate, consumption per connection, etc.). Unfortunately, the limited skills of the staff in charge and the complete lack of procedures to operate the service does not currently allow to obtain this data; Financial data: financial data exist and has been collected at TDC level but it is not consistent with the information provided by the dedicated sub‐division of the TDC in charge of the water service. Once again, better‐trained staff and clear procedure would help to monitor the financial situation of the water service. The following information should be considered in priority for the elaboration of the USBOPs:
Ongoing projects to take into consideration for coordination: o ADB’s “3rd GMS Corridor Towns Development Project” => Urban development (regional level) and water o JICA’s “Myanmar three cities water supply management improvement project” => water o Thaï/Myanmar companies’ BOT contract => water o JICA’s (unknown name) => urban development (scope unknown) Demography: current population of 217,746 inhabitants in 29 wards, growth rate of 2.2% Urban development trends: toward the eastern part of the city, along the Atran river (short and medium term) in the surrounding villages (longer term) Key decision‐makers at City and State level: the Chief Minister of Mon State (in the absence of a new State Minister for Development Affairs), the Director of the State Department for Development Affairs and the Secretary of the TDC; Perspective for a water project: o The water sector is a priority for the city o 3 water projects are ongoing and will cover 23 out of the 29 wards of the city o The 6 remaining wards currently only gather 12% of the population but are located in areas expected to develop the short/medium term o As in any other Myanmar cities, capacity building should be considered as a priority.
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APPENDIX 1 - List of the persons met during the data collection campaign
Name Designation Department/Organization Level Phone No U Zaw Lin Htune Deputy Director General Department of General Affairs State Level 057-24003 U Phone Myint Thu Director Department of General Affairs District Level 057-24942 U Zaw Win Htay Township Administrator Department of General Affairs Township Level 057-21677 / 057-24880 / 057-24875 U Myint Aung Director Department of Development Affairs State Level 96412919 U Pyar Noe Chief Engineer Department of Development Affairs State Level 98725517 U Tin Tin Ko Executive Engineer Department of Development Affairs Township Level 95232252 U Khin Maung Latt Executive Engineer Depatment of Development Affairs Township Level 9253258300 Daw Khin Thidar Linn Assistant Engineer Department of Development Affairs Township Level Daw Myint Myint Sann Accountant (2) Department of Development Affairs Township Level 9425300343 Daw Khin Khin Thi Director Department of Urban and Housing Development State Level 95061945 / 057-22662 U Thin Zaw Moe Deputy Director Department of Urban and Housing Development District Level 9254295668 U Zaw Zaw Aye Deputy Director Department of Urban and Housing Development Napyidaw Office 943015627 Daw Su Su Htwe Assistant Staff Officer Department of Urban and Housing Development Township Level 9255728839 / 9595725953 Dr. Khin Maung Zaw Professor and Head of Department Geography Department,Mawlamyine University State Level 9255748140 U Shein Win Director Immigration Department State Level 95141944 / 9975989601 U Win Nyunt Director Revenue Department State Level 057-23018 U Than Win Deputy Director Revenue Department State Level 057-27061 U Win Naing Assistant Director Revenue Department Township Level 057-21130 Daw Cho Cho Soe Assistant Director Revenue Department State Level 057-22008 Dr. Maung Maung Tin Head of State 500-bed Hospital State 500-bed Hospital State Level 95340874 Dr. Naing Oo Deputy Head of State-500 bed Hospital State 500-bed Hospital State Level Dr.Mi Thu Zar Assistant Director State 500-bed Hospital State Level 95322138 Dr. Maung Maung Lwin Head of Public Health Departement Public Health Departement State Level 057-47081
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APPENDIX 2 - List of all documents collected
DM: Demographic data MT: Meteorology FN: Financial data ST: Study GL: General UB: Urban Planning GO: Geography WS: Data on water service
Code Document Type Source Format Language Comment Population by ward and village‐tract in Mawlamyine Township as of March DM1 Population by ward and village‐tract Table Township administrator (GAD) paper + pdf Myanmar 2016 Geography Department of Table extracted from a report from 2013 on "Development of roadway of DM2 Map of the population density by ward (2011) Map jpg English Mawlamyine University Mawlamyine city region" Map extracted from the presentation "Current land use and future DM3 Map of the population density by ward (2013) Map DUHD jpg English urbanization of the city" Geography Department of Table extracted from a report from 2013 on "Development of roadway of DM4 Population growth of Mawlamyine city (1943‐2011) Table jpg English Mawlamyine University Mawlamyine city region" Financial statment of the TDC for the fiscal year FN1 Report TDC (Financial Department) paper Myanmar ‐ 2013‐2014 Financial statment of the TDC for the fiscal year FN2 Report TDC (Financial Department) paper Myanmar ‐ 2014‐2015 Financial statment of the TDC for the fiscal year FN3 Report TDC (Financial Department) paper Myanmar ‐ 2015‐2016 Report providing general information on Mawlamyine township GL1 Mawlamyine city profile Report Township administrator (GAD) paper + CD Myanmar (population, economic activities, public and religious institutions, etc.) The state of local governance: Trends in Mon State Study based on a survey conducted in 6 TS of Mon State, Mawlamyine TS GL2 Report Internet pdf English UNDP (2014) being one of them. Map extracted from the presentation "Current land use and future GL3 Map of the wards (2013) Map DUHD jpg English urbanization of the city" GL4 Template of the Municipal Tax Report TDC paper + pdf Myanmar ‐
GL5 Profile of the State General Hospital Leaflet General Hospital paper + pdf English ‐ Geography Department of Map extracted from an old report on water supply conditions in GO1 Topographical map of Mawlamyine city Map pdf English Mawlamyine University Mawlamyine Geography Department of Map extracted from an old report on water supply conditions in GO2 Geological map of Mawlamyine area Map pdf English Mawlamyine University Mawlamyine Geography Department of GO3 Geological map of Mawlamyine area BIS Map pdf English Map given separately by the Head of Department Mawlamyine University Geography Department of Extract from "Development of roadway in Mawlamyine city region". GO4 General geographical data Report pdf English Mawlamyine University General geographical and demographical data Geography Department of Extract from a study of 1999 on the water supply of Mawlamyine. General GO5 General geographical data BIS Report pdf English Mawlamyine University geographical data. Average monthly T°C and rainfall in Mawlamyine Geography Department of Table extracted from a report from 2013 on "Development of roadway of MT1 Table jpg English city (2001‐2012) Mawlamyine University Mawlamyine city region" Geography Department of Graph extracted from a report from 2013 on "Development of roadway of MT2 Climograph of Mawlamyine city (2012) Graph jpg English Mawlamyine University Mawlamyine city region" 8 files related to the Detailed Feasibility Report of the PPTA for the 3rd ST1 PPTA Report ADB pdf English GMS Corridor Towns Development PPTA related to the 3rd GMS corridor project ‐ Powerpoint presentation about the averall progress of the project ST2 Report DUHD Paper English Update May 2016 preparation Geography Department of Thesis "A geographical analysis on water supply system in the northern ST3 Water supply in the northern city of Mawlamyine Report pdf English Mawlamyine University residential areas of Mawlamyine city" Map extracted from the presentation "Current land use and future UB1 Current land use map of Mawlamyine (2014) Map DUHD jpg English urbanization of the city" Maps of the main roads in Mawlamyine city and in Geography Department of Maps extracted from a report from 2013 on "Development of roadway of UB2 Map pdf English Mon State Mawlamyine University Mawlamyine city region" Presentation of main features and land use of the city and of the future UB3 Current land use and future urbanization of the city Report DUHD pwt English urbanization developments
UB4 Urban dvlpt planning of Mawlamyine city Report GRET contact pdf Myanmar Report on the urban development planning of the city
UB5 Areas of extension of the city Map GRET contact jpg English Shows the future extension zones of the city
Study done in collaboration with Cologne University (Germany). Includes UB6 Socio‐Economic Potentials of Mawlamyine Report DUHD pwt English a SWOT analysis of the future development of Mawlamyine Myanmar + General report on the WS system (production capacity, demand, losses, WS1 Situation of the WS service in March 2016 Report TDC pdf English connections, etc.). Orignial document in Myanmar translated in English. Map of the Water Supply system of Mawlamyine WS2 Map TDC pdf English Map of the existing water supply system of Mawlamyine city city List of all staff (35) from the Engineering department of the TDC dedicated WS3 List of TDC staff dedicated to the WS Table TDC pdf English to the water service (name, position, salary) WS4 Water quality analysis of Thalwin river Report DUHD pwt English In‐depth analysis of the water quality from the mouth of the Thalwin river
Water quality analysis at 3 intake facilities of the WS5 Report TDC paper + pdf Myanmar ‐ water system List of electromechanical equipments of the water List of electromechanical equipments of the TDC (production faiclities and WS6 Table TDC paper + pdf English supply system pumping stations) WS7 Zoning of water distribution areas in 2025 Map TDC pdf English Map of the networks' zoning after completion of ongoing projects
WS8 Schematic view of the GMS Project's component Map DUHD jpg English Map extracted from the Project Update May 2016 Summary of the project of the Thai Water WS9 Report TDC pdf Myanmar ‐ Operation Co.
WS10 Map of the project of the Thai Water Operation Co. Map TDC pdf English ‐ Layout of the treatment plan planned by the Thai WS11 Map TDC pdf English ‐ Water Operation Co. Project document from March 2013 prepared within the framework of the WS12 Final presentation report of JICA project Phase 1 Report Internet pdf English "3 cities water supply management improvement project"
WS13 Map of JICA project Phase 1 and 2 Map TDC pdf Myanmar ‐ Translation of the information provided in the documents WS13 and WS14 WS13&WS14 Translation of JICA project information Report ‐ Word English about JICA project
WS14 BoQ of JICA project Phase 2 Table TDC pdf Myanmar ‐
WS15 Template of a water bill Report TDC paper + pdf Myanmar ‐
Bylaw issued on April 20th, 1982 regulating the water supply service in WS16 Bylaw related to the water supply in Moulmein Report TDC paper + pdf Myanmar Moulmein Content of the bylaw related to the water supply in English translation of the table of content of the bylaw related to the WS16BIS Report ‐ Word English Moulmein water supply in Moulmein (document WS16)
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APPENDIX 25: Sample of Urban Services Business Operations Plan Solid Waste Management in Monywa (a) Business Plan (b) Financial Appraisal
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(a) BUSINESS PLAN “Monywa 2020”: The City of Cleanliness
Urban Services Business Operation Plan for Solid Waste Management
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Monywa Town Development Committee
Prepared by the USBOP Project Management Team
No Name Designation Institution Position in the Team
1 U Hla Myo Assistant Department of Urban and Team Leader Aung Director Housing Development
2 Daw Thiri Assistant Department of Monywa Member Khaing Director Township Development Committee
3 Daw Khin Htar A.E (civil) Department of Monywa Member Myint Township Development Committee
4 Daw Thein Nu HA 1 Township Health Member
5 U Nay Soe Deputy Staff GAD Member Officer
6 U Shwe Win S.A.E (Civil) Department of Highways Member Thein
7 U Nyein Chan Deputy Planning Department Member Min Planning Officer
8 Daw Yi Yi Htwe Deputy Staff Budget Department Member Officer
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Part One
Database Development
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1.0 The City Status – Diagnosis
1.1 City Background and urban Planning Information
1.1.1 Location, national / regional significance
Monywa, the capital city of the Sagaing Region, in Northern Myanmar, is located 136 km North‐West of the city of Mandalay on the Eastern bank of the Chindwin River. For administrative purposes, the city is divided into 31 wards.
MONYWA
Figure 23: Location of Monywa
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Figure 24: Ward Boundaries
Monywa being the eighth largest city of Myanmar and the capital city of Sagaing Region plays a
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key role in the regional economy. Its strategic location as a gateway to the western Chindwin and Ayerwaddy rivers and the Indian border across the Chin Hills provides it with a geographical advantage to become a major trading centre in upper Myanmar. The city serves as a hub for trade with central Myanmar and India and is a major centre for trade and commerce and agricultural products from the surrounding Chindwin valley, especially beans, orange, pulses and palm sugar.
1.1.2 Topography and spatial information
Monywa city is located in the flood plain of the Chindwin River on its Eastern Bank and thus consists of a flat landscape with a slight slope from east to west towards the river. Its elevation is around 75 meters above the sea level. Due to its location along the Chindwin River geologically it inherits sand and alluvial soil. The aquifer is shallow and that the area is subjected to flooding. This soil condition has made the region fertile and thus has become a rich agricultural area in the country.
Figure 25: Geological Map of Monywa Town map of Monywa Township (Source: Monywa University (Geology Department)
The city being located in the Dry Zone of Myanmar experiences low rainfall compared to other parts of the country. On average, there are 36 days of rain and less than 900 mm of rainfall in a year (against 2,300 mm on average at the national level).
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Monywa has three main climate seasons:
. The rainy season from mid‐May to mid‐October; . The “cold” season from mid‐October to mid‐February; . The hot season from mid‐February to mid‐May, during which temperatures are the highest and rainfall are almost nil.
Figure 26:Monthly rainfall in Monywa IIn RED)
Source: Monywa University
1.1.3 Growth Prospects
Kyaing Kyaing Thet (who is a lecturer at the department of statistics at the University of Economics in Monywa) in his article on “Pull and Push Factors of Migration: A Case Study in the Urban Area of Monywa Township, Myanmar” concludes that there has been significant level of migration from rural areas to Monywas city. His research findings indicate that the factors migration into the city were Better living condition, pubic service, environment, employment opportunities and Better socio economic conditions.
Mining and Gas sectors play an important role in the economy of Myanamr. Jade and Copper are the most promising mining resources in Myanmar. The major copper deposits are located at Monywa district and which will be a key factor to be considered in the future growth prospects of Monywa.
1.1.4 Current city plans and their expectations
The City of Monywa has a well laid down spatial structure, resembling a grid layout plan. However, a large part of the city is located in the Chindwin river flood plain. The Strand Road on the right river bank acts as a flood protection bund. Remaining few patches of wetlands along Strand Road indicates its rich biological diversity in the past. These wetlands have been under continuous threat for reclamation. Chindwin River, Kan Thar Yar Lake, and other remaining water bodies and marshes are some of the most interesting topographical features of the city. The mountain range in the region provides a spectacular view of the city illustrating a city of the
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natural fortress.
Some of the issues of the city as identified in the Monyawa Urban Development Plan prepared by the DHUD are as follows;
. Poor infrastructure facilities, particularly that of roads, storm water drainage and wastewater management. Social and economic infrastructure is also poor. . Development of buildings without adhering to building codes . Location of underserved settlements along railway and road reservations. . Poor solid waste and wastewater management systems . Lack of public outdoor recreational spaces . Flooding . Pollution of the Chind Win River mainly due to the copper mining activities in the upstream areas.
1.1.5 Urbanization Trends and Future Land Use Plan
According to the guidance of Sagaing Region Chief Minister, the DUHD designed an Urban Plan of Monywa city in January 2012. The urban plan was designed with 20 years of time horizon, considering the population growth, needs of basic infrastructures and economic development trends. The urban plan was established with the following objectives:
. To propose the Monywa city urban structure plan to be coherent with the future land use system; . To propose the urban structure plan with the potential needs of economic and institutional development; . To provide a new urban area top accommodate the future population growth and trends in the city. The report formulates the main following recommendations: . To design overpasses across the roads so as to avoid traffic congestion at the junction of railway and roads on Kyauk Ka Road, Tha Zi road, and Pyi Htaung Su road; . To prevent the environmental impact on the green space and water bodies with the development of the industrial zone; . To follow the planning regulation and guidelines during implementation; . To prepare a feasibility study to build the bridge across the Chindwin River as well as railway and roads; . To implement a new industrial zone in the western side of the city with full facilities, especially a sound treatment system for industrial wastewater.
Figure six illustrates the major features of the plan. One of the interesting elements of the plan is the demarcation of a large extent of land as open spaces.
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Figure 27: Furtue land use map
Source: DUHD The plan includes several housing projects, in order to accommodate the 30,000 additional
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inhabitants (based on a population growth rate about 1.01% and a population of 160,000 inhabitants in 2012). Two main staff housing areas are also planned: the first one near the Monywa University (area of about 30 acres) and the second near the Monywa Economic University (area of about 30 acres). Other housing projects focus in the new ward of Aung Zay Yar and along the Chindwin River. Finally, some villages are proposed to be included in the urban area within the coming years and some existing wards are proposed to be densified with the development of basic urban infrastructures (especially the wards of Nan Da Won, Tha La and Inn Ywa Thit). Along with these housing projects, social, economic and physical infrastructures such as city stadium, hospitals, schools, hotels, highway bus terminals, warehouses and service infrastructures, landfill sites and incinerators as well as other urban infrastructures like dams, new railway networks and conservation of historic areas are identified by the urban plan and proposed to be implemented step by step.
Due to the (i) poor accessibility between wards and main roads and (ii) narrow and poor condition of roads the plan has made several recommendations for implementation in the near future as listed below; (i) Developmemnt of ring roads (ii) City to city connection roads – highways (iii) New access roads in the new urban areas (iv) Roundabouts in the city so as to avoid traffic congestions and accidents.
1.1.6 City share of national GDP
GDP of the Monywa township is presented in Table…… which indicates that the DGP has recorded a continuous growth of 5.6% in 2013/14 fiscal year compared to the previous year, and 8.7% in 2014/15 fiscal year and 14.8% I 20q5/16 fiscal year. However the share of the each sector has been remaining stable.
Table 1: GDP of Monywa Township (in Million MMK)
2013/2014 2014/2015 2015/2016 Item Actual % total % increase Actual % total % increase Actual % total % increase Production sector 285,180 57% 2.2% 312,378 58% 9.5% 359,315 58% 15.0% Service sector 105,793 21% ‐1.0% 111,852 21% 5.7% 130,942 21% 17.1% Trade sector 105,746 21% 2.1% 115,829 21% 9.5% 129,778 21% 12.0% Total GDP 496,719 ‐ 5.6% 540,059 ‐ 8.7% 620,035 ‐ 14.8% Source : Planning Department of Monywa The production sector includes agriculture, livestock, forest, energy, mineral resources, industry, lectricity and construction.
Details of the GDP are not available for the city of Monywa. However, considering the figures at Township level, it is likely that industry plays a very important role in the economy of the city as most factories are located within the urban area. Main industries include mills for the production of cotton, flour, noodles, and edible oils.
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1.1.7 Vulnerability to Disasters
Due to its location on the bank of the Chindwin River and a large portion of the city being situated within the river floodplain the city is subjected to flood during the rainy season. On the other hand, the drought has been a regular disaster as recorded in 1957‐58, 1971‐73, 1979, 1982‐83, 1986‐89, 1991‐94, 1998 and 2008. Further, the Myanmar Earthquake Committee classified the zone as a “Strong Zone” regarding vulnerability to earthquakes (level 3 out of 5).
MONYWA
Figure 28: Earthquake intensity of Myanmar(Source:http://www.preventionweb.net/english/professional/maps/v.php?id=4164)
1.2 Demographic Aspects
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1.2.1 Current Population Size
Monywa is the largest city of Sagaing Region. According to the National Census of 2014, its population was 207,489 inhabitants and represents 56% of the total population in the Township. Data from the General Administration Department (GAD) mentions a total population of 202,227 inhabitants as of May 2016.
1.2.2 Population Distribution
As shown in Table 1, the five most populated wards are, Than Lar, Htan Taw, Mya Wa Di, Nan Da Wun and Set Hmu Zon representing 32% of the total population of the city. The most densely populated areas are located in the south‐western part of the city, around the ‘historical area” where the Shwe Zyi Gone Pagoda is located. In this area, three wards have more than 12,000 inhabitants per km². Figure 7 indicates an average population density of 2,717 inhabitants per km² (11 inhabitants per acre)
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Figure 29: Population density in Monywa (2112)
Source: DUHD
Table 2: Population distribution by wards, 2012
Total Surf Density Ward Houses Households population ace inh/km² [km Kwayt Gyi 1,260 1,421 7,242 2.8 2,590 Aung Chan Thar 1,717 1,784 8,891 1.2 7,629 Daw Na Chan 953 1,050 4,929 1.1 4,579
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Lel Di 630 652 2,855 0.7 4,102 Hpone Soe 848 940 4,445 0.4 10,077 Ya Da Nar Bon 1,400 1,422 6,977 1.3 5,544 Chan Mya Thar Zi 752 768 3,557 0.5 7,205 Aye Thar Yar 973 867 4,210 0.3 12,239 Yan Kin 1,482 1,532 8,165 0.6 12,770 Thar Lar 1,996 2,142 10,783 1.1 9,654 Ah Lel 460 450 2,307 0.3 7,918 Htan Taw 2,507 2,508 14,745 3.9 3,760 Aung Min Ga Lar 642 611 2,875 0.2 13,156 Monywa (South) 907 1,166 5,208 1.8 2,925 Mya Wa Di 2,704 2,812 14,901 3.5 4,203 Hpa Yar Gyi 767 853 3,230 0.3 9,734 Yone Gyi 1,087 1,286 6,329 2.5 2,581 Sue Lay Gone 402 421 1,917 0.3 6,401 Sit Pin 1,080 1,221 5,481 4.3 1,286 Ah Lone 1,231 1,301 6,601 4.8 1,376 Oe Bo (South) 1,092 1,201 5,537 7.5 741 Myo Thit 1,065 1,029 5,693 6.1 929 Nan Da Wun 3,154 3,569 15,104 8.2 1,853 Nat Lu Hteik Pan 1,437 1,572 8,085 7.5 1,075 Set Hmu Zon 1,884 1,985 10,141 3.7 2,715 Inn Ywa Thit 1,054 1,223 5,988 1.1 5,460 Chan MyaWa Ti 1,820 1,872 7,819 9.2 853 Shwe Za Loat 850 909 4,769 7.2 660 Pyi Taw Thar 703 744 2,875 10.8 266 Bandula 779 856 3,396 12.6 269 Shwe Pyi Aye 1,451 1,486 7,172 14.3 502 TOTAL 39,087 41,653 202,227 120. 1,683 Source : GAD
1.2.3 Growth Rate
Monywa Township Profile of June 2016 and the 20 years Urban Plan for Monywa of 2012 indicates of an annual average growth rate of 0.82% for the Township and 1.01% for the City. These figures seem particularly low by comparison to rates applied in other cities of the country (1.66%, 2% and 2.2% in Lashio, Pathein and Mawlamyine respectively).
1.2.4 Floating Population
Day time movment of population is seen for both sides – in and out. Workers from Monywa cross the Chindwin River every morning toward Salingyi Township to work in a big copper mine. In the opposite direction, workers come from Salingyi Township to Monywa city to work as daily labors or to run business in the city. Health and education services are the to most attractions for day time population in the city. Monywa has a 500 bed regional hospital, the biggest health facility in the city a big private hospital of 160 beds, ten private clinics an Urban health centre and a rural health centre.
The large number of day time population can be visible at the sites of schoold and higher education institutes (Table 3)
Table 3: Numbner of schools in Monywa city
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Schools Number of schools Number of students
High schools 11 16,302 Middle schools 3 2,138 Elementary schools 121 14,548 Kindergarden 24 1,102 Monastery Education 8 1,902
Source: GAD
Table 4: Number of higher education institutions in Monywa
University Teacher Student Location
Monywa University 542 15,223 Thar Lar ward Monywa Economic University 152 269 Nan Da Wun Computer University 120 1,079 Myo Thit Vocational College 110 42 Ya Da Nar Bon Technological School 88 247 Myo Thit
1.2.5 Estimated future population
Considering the Average Annual Population Growth Rate (AAGR) for 2026 as 1.7% and for 2016 1.5%, the estimated population in the city by 2016 would be 235,357 people and by 2036 it will increase to 235,357.
Monywa Township profile indicates that the unemployed population of the Township represents only 4% of the working population illustrating a higher rate of employment opportunities in the city. However, per capita is also very low in comparison with other township like Pathein Township (where it is estimated at 13 to 14 USD/capita/day). Monywa Township profile thus mentions the following level of income per capita:
2013‐2014: 1,489,162 MMK/capita/year, i.e. 4,080 MMK/day (4.2 USD/day) 2014‐2015: 1,637,371 MMK/capita/year, i.e. 4,486 MMK/day (4.5 USD/day) 2015‐2016: 1,863,681 MMK/capita/year, i.e. 5,106 MMK/day (4.0 USD/day)
1.3 Legal Background
Ministry of Natural Resources and Environmental Conservation (MONREC), established in 2016 has taken over most of the responsibilities of other national level institutions that existed before. Thus at the national level, MONREC can be considered as the responsible agency for solid waste management particularly about policies, standards, and regulations. These responsibilities as
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illustrated in figure 12, were previously handled by the Ministry of Natural Resources Conservation and Forestry (MOECAF)
Figure 30: Role of the MONREC in implementiaon of Environmetnal Conservation Law
2012 (Source: Needs assessment for effective implementation of the ECL in Myanmar (UNDP & MoFAF)
At the national level, the Environmental Conservation Law (30th March 2012) and the Environmental Conservation Rules (5th June 2014) can be considered as the most directly relevant legal documents for Solid Waste Management sector.
At the local level, the management of the solid waste service falls under the responsibility of the City Development Committees (CDC) in Yangon, Mandalay, Nay Pyi Daw and the under responsibility of the Township Development Committees (TDC) in other Townships. Waste collection services and management activities are therefore undertaken independently by each development committee, and the practices vary from one township to another. However, the main responsibilities of the TDCs and CDCs regarding Solid Waste Management remain similar in all urban areas.
Due to the decentralization of authorities to the local level, CDCs and TDCs have adequate authority to handle the solid waste management by enacting their own by‐laws, collecting user fees, etc.
2.0 Solid Waste Management
2.1 Solid Waste Generation
In the absence of solid waste generation rates for Mlonywa, developed based on local research activities, the appropriate rates were developed by combining the rates developed by the World Bank for developing countries and the experience of staff of the Cleansing Department.
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Accordiongly for 2016 a rate of 0.6 kg per capita was assumed, which will increase to 0.75 by 2026 and 1 kg by 2036 as the city will reach towards a middle income category. Accordingly the total amount of waste being generated currently is estimated to be 121.34 metric tons. (Table 5)
Table 5: Estiamted solid waste generation
Estimated Population Per Capita Waste Total Waste Generation Per Year Generation Per Day (kg) Day (Metric Tons) Per Day 2016 202,227 0.6 121.34 2026 235,357 0.75 176.52 2036 269,105 1.0 269.11
2.2 Solid Waste Composition
TDC has not conducted any detailed studies related to waste composition. Studies conducted by the World Bank (Urban Development Series, Knowledge Papers) reveal the following information for low‐income countries. These rates were changed to suit Monyawa with the experience of the staff of the Cleansing Department as presented in Table 6.
Table 6: Solid waste composition
Waste Type Composition Rate (5%) 1. Organic 64.0 2. Paper 5.0 3. Plastics 8.0 4. Glass 3.0 5. Metal 3.0 6. Other 17.0
Table 7: Estimated waste generation by type
2020 2025 2030
Total 1.608 million kg) Total 2.072 million kg) Total 2.624 million kg) Waste Type Rate % Total (kg Mill) Rate % Total (kg Mill) Rate % Total (kg Mill)
Organic 65.0 55.0 55.0 Polythene 5.0 5.0 5.0
Plastic 8.0 8.0 8.0
Tin 0.75 1.0 1.0
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Iron 1.5 1.5 1.5
Paper 6.0 10.0 10.0
Glass / 3.0 4.0 4.0 Bottles Other 10.75 15.5 15.5
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2.3 Current Solid Waste Management System
2.3.1 Waste Collection
TDC currently does not have a system to collect door to door domestic and businesses waste. Each household or business owner has to manage the disposal of its waste at “designated” collection points located on the main roads. Different systems are used to do so:
. Wastes are directly dumped at a collection point by a member of the household (or business) or in a wicker basket for buildings located on the route of collection trucks (mostly on the main roads and in the city center); . Wastes are transported to a collection point by a motor tricycle against a small stipend paid by the household or the business; . Wastes are collected by a truck in four wards of the city where a local CBO has implemented an internal management scheme. . Very frequently, domestic wastes are also dumped randomly along the streets or in drain‐ age channels.
Collection points are not clearly designated by a specific sign but rather correspond to a place where people usually dispose of their wastes. There is no specific facility equipping these collection points which could be considered as “temporary open‐air dump sites”. The fact that they are often located near drainage channels is a serious cause inundation during the rainy season.
TDC is responsible to collect wastes at collection points and to dispose them off at the landfill. Currently TDC has eight collection vehicles of different types for the waste collection. There are three to four laborers per truck, each of them having a specific route to follow. It is recorded that the collection points are emptied at least twice during the daytime. Additional waste collection rounds are also carried out at night in some areas of the city.
The collection of wastes generated by the eight markets of the city is not managed by the Cleansing Department but by the Market & Slaughter Department. This department is also endowed with five collection trucks to transport the wastes from open collection points (and some containers) located around the markets to the landfill. Handling modalities are the same for market wastes than for domestic wastes.
2.3.2 Collection Efficiency
TDC collection rate of Solid Waste within the city limits varies from 60 – 70%. High‐density areas are fully covered while the distant low‐density areas from the city center are not fully covered.
2.3.3 Transfer Stations
Wastes are collected by TDC vehicles at collection points located on the main roads of the city before being directly conveyed to the landfill. These collection points are not clearly indicated
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or equipped and are rather “open‐air temporary dumped sites” than formal transfer stations. At the collection points, truck loading is done by labourers with no other equipment than wicker baskets (no gloves or shoes).
2.3.4 Final Disposal Sites
Till mid‐May 2016, the TDC was using a landfill site located near the Industrial Zone on the same plot of land as a cemetery. The total extent of the land was 20 acres (8 hectares) of which 8 acres (3.2 hectares) were used for the landfill. This part of the land was excavated to a depth of 10 feet (3 meters). Two staff members of the TDC (one operator and one driver) were in charge of operating the landfill. Because it is located close to industries and dwellings, several
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complaints have been filed by neighbours and the TDC has been looking for a new site for several months. Operations of this landfill have been officially closed on 15th of May 2016 after being used for around ten years. Although a few Plots of land have even been purchased they were not suitable to be used as a landfill and therefore only used during short periods.
Figure 31: Former disposal site, illustrating a large amount of recoverable waste being diposed
Figure 33: Former waste disposal site being closed down Figure 33: Former disposal site, hospital waste mixed with domestic waste
Currently, a private land donated by a business person in the town on a temporary basis is used until the TDC is ready with its new site. The site is located in the Northern Part of the city. It is a part of a large agricultural land. During the informal discussion with the owner, he recorded the interest to invest in a composting facility.
TDC has now secured a plot of land with the assistance of the Department of Development Affairs (DDA) of Sagaing Region which provided a plot of land of 10.5 acres (4 hectares) in the eastern part of the city. However, this site is located within a rich agricultural zone, having irrigation water supply. It will also be a typical landfill site without proper environmental engineering facilities. Medical waste will also be brought to this site for burying. Operations at the new site will be commenced from September 2016.
In addition to the official landfill used by the TDC, there are several informal dumpsites in the city.
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Figure 34: The current temporary waste disposal site, consiting a large amount of recoverable waste
Figure 35: The propsed new waste disposal site being prepared for commencement of operation
Figure 36: The irrigaton channel and a plot of land being preapred for cultivation adjacent to the propsoed new waste disposal site
2.3.5 Application of Sustainable Solid Waste Management Practices
Currently, TDC does not practice a formal system of the sustainable solid waste management system that consists of four “R” s – REJECT, REDUCE, REUSE, AND RECYCLE. However interestingly, an informal system exists in recovering most of the valuable resources for recycling with a very strong value chain. (Figure 11). The process starts with TDC workers sorting out recyclable waste during the collection and truck loading. Such waste was collected
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in separate bags to be later sold to retail/wholesale collectors. Secondly, there are informal street pickers and thirdly informal pickers at the waste disposal site. All such recovered materials are delivered to retaile/wholesale collectors. There are 35 small‐scale collectors and ten large scale collectors in operation. Some have specialized in one type of waste (i.e. bottles, tin, etc.). However the collected recoverable waste materials are not recycled in Monywa, instead sent to Mandalay where both recycling and exporting to China takes place. Approximately 1000 employment opportunities are created in this waste recovery system.
Waste Generation
Residential Industrial Market Commercial
Figure 40: Recovering copper from the pieces of electrical Figure 40: A Street Collector, sellling his colleciotn to a Retail wires. Collector.
Collection and Informal
Transportation by‐ Collectors Animal Separatio Add Cleansing Department Feed Street n and hoc (Residential and Collectors Own Disposa Commercial) and Market Recycling l and Slaughter Department (About 200)
Separated by TDC Separated by TDC Collectors & Collectors (160 Informal Sector Employees) Figure 40: Copacted tin stored for dispatching to Mandalay Figure 40: Collected bottles being prepared for dispatching to Mandalay
Recyclable Materials
Animal Feed Intermediate Collection Waste Disposal Shops, Retail Collectors Site
Large Scale Small Scale Informal Waste Collectors 10 Collectors – 35 Separators (150 Shops (150 Shops (300 People) 432
Transport Companies
2.3.6 Medical Waste
The 500 bed General Regional Hospital is the biggest health facility of the city and the main medical waste generator. A special Medical Waste Management Committee, headed by the Superintendent of the Hospital and including the Heads of each ward, has been formed internally a few years ago to manage medical waste. Each member of the Committee is responsible for supervising the sorting out of the waste generated in his/her respective ward. Waste must be disposed off in three different types of bins; (i) Black bin for the general waste; (ii) Yellow bin for sharp instruments and infected items (iii) Red bin for human waste and heavily infected items.
According to the international health standards, the first category can be sent to the waste disposal site as it is of domestic nature but the other two categories should be incinerated. Until
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2012, such waste contained in yellow and red bins were incinerated. An incinerator had been provided under a nationwide program of the Ministry of Health in the late 2000’s. However, numerous complaints from the neighbors were received at that time, and the incinerator is no more in use since 2012. Since then, wastes generated by the General Hospital are divided into two categories, (general waste and hazardous waste) and stored in two distinctive bags (black and white). Wastes are then collected twice a day by the TDC and simply disposed of in a particular location of the municipal landfill without any treatment or burial.
According to the superintendent of the Hospital, the quantity of waste generated by the General Hospital would be from 1.5 to 2.0 tons per day, and 30% of them would be hazardous waste. He also mentioned that hazardous wastes generated by the University Hospital, the Urban Health Center, and the Rural Health Center were buried within their respective compound. TDC collects medical waste from all the private hospitals and clinics twice a day and disposes off at the same TDC waste disposal site. A vehicle (light truck) is specifically dedicated to this purpose and disposed off at the landfill together with other domestic wastes, except that they are dumped in a “specific” area of the landfill.
2.3.7 E-Waste
There is no national programme for collection and management of E‐waste. Some of the recoverable components of E‐waste are recovered through informal collectors and the balance is disposed together with the domestic waste at the waste disposal site.
Figure 43: Hospital waste diposed with the Figure 43: Mex of E‐waste, hospital waste and industrial waste at the former disposal site domestic waste at the former disposal site 2.3.8 Industrial Waste
The industrial zone of Monywa hosts more than 550 industries of 11 main types (Table 8). Apart from leather factories which face difficulties to manage the by‐products from manufacturing (hairs), other factories manage to minimize their waste generation and to optimize the use of by‐products by reusing the by‐products in the manufacturing process (metallic scarp and plastic wastes) or by selling the by‐products of plant origin (hulls and seeds) for animal breeding or to be used as heating fuel.
There is no waste collection service in the industrial zone and each factory therefore has to manage the general waste elimination on its own. Generally, valuable waste (metal, cardboard,
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plastic, etc.) are kept aside and sold to waste‐pickers or informal collectors practicing door‐to‐ door collection on a daily basis. Remaining wastes are either dumped along streets or burnt. During the hot season however, as burning can be risky, factories sometimes bring their waste directly to the municipal landfill for which no payment is made to the TDC.
Table 8: Industries of the Monywa Industrial Park by the type of waste generation
Type of Number Type of products Information on particular waste production industry manufactured / Comment
Ironworks 157 Metallic components for Metal scrap is melted and reused. The small agricultural machineries and quantities of ashes produced is used as cars backfilling material Small (2/3 staffs) to medium size (25/30 staffs) enterprises Textile 74 Blankets manufactured from The raw material contains lots of wastes production wastes of Yangon (plastic, dust, sand, etc.) which is separated garment factories from the usable material (around 1 viss per day) Wood 59 Furniture, flooring Production wastes are sold to other factories (such as noodle factories) which use them as heating fuel. Sawdust can also be reused to seal cracks in furniture Oil 61 Eatable oil of beans and Byproducts (hulls) are sold for animal sesame breeding Cars 36 Formerly, production of cars The small quantity of wastes generated but only maintenance (filters, spare parts, etc.) is treated as activities are now carried out general wastes (garage) Cotton 28 Initial processing of the raw Byproducts (seeds) are sold for animal cotton breeding Beans 29 Shelling and powdering Byproducts (hulls) are sold for animal processing breeding Noodle 25 Manufactued from local rice Byproducts (production wastes) are sold for and wheat and sold on the animal breeding local market Wheat flour 5 16 such factories recently Byproducts are sold for animal breeding closed because of the competition created by the installation Chinese heavy duty machines Vermicelli 14 Production of vermicelli from Byproducts are sold for animal breeding beans (unique in Myanmar) Leather 5 Used in particular for shoe sole Skins' shearing produces a lot of wastes (hairs) which are difficult to manage Processing water is sold as fertilizer
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Others 69 Rice processing, organic Depending on the type of industry: wastes fertilizers, traditional are sold for animal breeding or reused in medicine, recycling the process factories (plastic and metal)
2.3.9 Other Hazardous Waste
Hazardous wastes (used oils, batteries, etc.) are not subject to specific collection or treatment modalities. They are usually reused or recycled when possible or disposed of as general wastes.
2.3.10 Animal wastes
Animal waste generated by slaughterhouses are managed individually by the owner of the establishment as the TDC does not collect such waste.
2.3.11 Construction Waste Disposal
Construction wastes are mostly reused by the construction companies as raw material for back‐ filling or manufacturing of building material. When they are disposed of at collection points like general wastes, they are collected by the TDC and disposed off at the landfill. Most of the instances the construction companies themselves dispose such waste at the TDC disposal site.
2.3.12 Market Wastes
The collection of wastes generated by the eight markets of the city is not managed by the Cleansing Department but of the TDC but by the Market & Slaughter Department. This department is also endowed with five collection trucks to transport the wastes from open collection points (and some containers) located around the markets to the landfill.
2.3.13 Composting
From 2006 to 2008, the TDC had been operating a composting unit. However, Due to high operating costs, the plant was closed, and there is no more such facility either public or private in the city.
2.4 Financial Information
2.4.1 Municipal Budget
Table 10 presents the budget of TDC from 2014 to 2016. Interestingly, it indicates surpluses throughout. However; TDC is required to hand over the surplus to the State Government. The TDC uses the national chart of account which separates financial operations into four main categories (Table 10) as regular incomes (erurrent income, regular expenditures, (recurrent expenditure) exceptional incomes (capital income) and exceptional expenditures (Capital expendirure).
While expenditures increased by 14% between 2013/2014 and 2014/2015 and by 6% between 2014/2015 and 2015/2016, incomes increased by 23% and 16% during the same periods. As for incomes, the observed changes are mainly due to the increase of revenues from “Sale of
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material and services” (which contributes around 80% of the total income of the TDC).
Table 9: Regular income sources and expenditure items of the TDC
Regular In c o m e s Regular Expenditures 1. Taxes 1. Administration and coordination 1.1 Local TIax 2. Market, slaughter, revenue and sanitation 1.2 Wheel tax 2.1 Revenue sector 2. Sales of material and service 2.2 Market and slaughter sector 2.1 Sales of material 2.3 Cleansing department 2.2 Provision of services 3. Construction and maintenance 2.3 Rental of lands, machineries, etc. 3.1 Urban construction and maintenance 2.4 Business licenses 3.2 Water, electricity and gardening 2.5 Licenses for opportunities* 3.3 Rural construction 3. Penalties and other 4. Benefit for staff 3.1 Penalties for violation of Municipal bylaws 4.1 Pension 3.2 Penalties for violation of other laws 4.2 Bonus 3.3 Administrative penalties 4.5 "Social welfare" 3.4 Incomes from sales of found material 5. Interests 3.5 Others Exceptional expenditures Exceptional Incomes 1. Investment for works' projects 1. Sales of assets 1.1 Ongoing projects 2. Seizing of assets 1.2 Additional works 3. Refund of invested expenditures 1.3 New projects 2. Investments for works 3. Offices equipments, furniture and vehicles “Licenses for opportunities” (i.e. tender license fees) related to slaughter houses and boats which respectively represented 19% and 17% of the total incomes of the TDC in 2015/2016. Monywa TDC also receives additional funding from the Revenue Department of the Township which allocates annually 5% of the “In‐ come tax” perceived from individuals and 2% of the “Stamp duty”. These funds represented 6% of the total incomes in 2015/2016.
In terms of expenditures, the main item relates to investments which remained stable over the past three years but represented a decreasing fraction of the total expenditures (from 63% to 54%).
2.4.2 Solid Waste Management Budget
There is no separate budget for the SWM service. Revenues generated by the solid waste service are included in the overall municipal budget. Talble …….summarizes the items from the TDC financial statements related to the solid waste management service.
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Table 10: Summary of the budget of the TDC by fiscal years
Year 2013/2014 Year 2014/2015 Year 2015/2016 Category Sub‐category Budget (MMK) Actual (MMK) Budget (MMK) Actual (MMK) Budget (MMK) Actual (MMK) 1. Taxes 238,051,500 208,981,228 296,658,300 342,167,942 373,143,300 433,183,505 2. Sale of material and service 1,391,314,100 1,457,557,917 1,706,049,150 1,718,554,391 1,919,384,200 2,018,529,693 Regular income 3. Penalties and others 93,673,400 105,269,533 105,691,550 110,584,770 51,650,000 62,194,488 Sub‐total 1,723,039,000 1,771,808,678 2,108,399,000 2,171,307,103 2,344,177,500 2,513,907,686 1. Administration 116,154,685 112,747,191 196,010,400 195,089,475 221,252,620 218,115,421 2. Markets, slaughter and sanitation 196,991,185 195,059,858 291,989,800 290,212,218 305,769,580 302,993,836 3. Maintenance and construction 281,179,130 278,823,703 284,762,800 283,809,255 351,233,800 344,786,421 Regular expenditure 4. Benefit for staff and social welfare 53,522,800 53,367,525 58,130,000 58,080,240 92,009,900 92,009,810 5. Interests 400,000 400,000 ‐ ‐ 3,200,000 3,124,400 Sub‐total 648,247,800 640,398,277 830,893,000 827,191,188 973,465,900 961,029,888 1. Sales of assets 357,000 35,000 42,000 42,000 2. Seizing of assets Exceptional income 3. Refund of invested expenditures Sub‐total ‐ 357,000 ‐ 35,000 42,000 42,000 1. Investment for works' projects 2. Investments for works Exceptional expenditure 3. Offices equipments, furniture and vehicles Sub‐total 1,097,227,000 1,097,004,255 1,158,372,200 1,157,721,385 1,144,350,000 1,140,227,990 Total Income 1,723,039,000 1,772,165,678 2,108,399,000 2,171,342,103 2,344,219,500 2,513,949,686 Total Expenditure 1,745,474,800 1,737,402,532 1,989,265,200 1,984,912,573 2,117,815,900 2,101,257,878
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Table 11: Summary of the income and expenditure related to Solid Waste management for past three fiscal years
Category Budget Item Year 2013/2014 Year 2014/2015 Year 2015/2016 line Budget Actual Budget Actual Budget Actual Regular 1.1.4 Garbage collection fee 37,341,156 38,964,390 40,800,000 53,913,187 40,800,000 51,416,577 income (Municipal Tax)
Regular 2.2.2 Service fee (health 7,000,000 7,196,000 8,000,000 11,519,000 8,700,000 11,768,000 income facilities and restaurants) 2.2.3.1 Salary 19,764,000 19,308,873 22,044,000 21,021,377 26,112,000 24,830,562 Regular expenditure 2.2.3.2 Travel (domestic) 100,000 48,300 0 0 0 0 3.2.3 Charges for material 126,545,50 126,529,650 190,923,550 190,923,550 221,544,280 221,544,280 3.2.4 Maintenance 0 0 10,770,500 10,770,500 0 0
3.2.5 Other 254,000 254,000 8,406,000 8,406,000
Exceptional ‐ ‐ 28,000,000 28,000,000 37,200,000 37,200,000 64,971,000 64,971,000 expenditure Total income 44,341,156 46,160,390 48,800,000 65,432,187 49,500,000 63,184,577
Total expenditures 174,663,500 174,140,823 269,344,050 268,321,427 312,627,280 311,345,842
Source: TDC
Revenues generated by the solid waste management service has two sources ‐ a municipal tax which combines fees related to building and land use, street lighting, water supply and garbage collection; and a service fee payable by health facilities and restaurants. “The service fee” also includes revenues generated by the desludging service operated by the Cleansing Department. Further the fees payable by different health facilities and restaurants are not separately listed and therefore the income generated by the solid waste service cannot be accurately estimated.
In terms of expenditures, the big difference between the lines “Salary” and “Charges for material and labour” comes from the fact that only a few
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number of staffs are “approved” and are therefore paid through the official public remuneration procedures (while others are contracted).
Investments related to the SWM service are not easily identifiable and maintenance costs of the wastes collection vehicles are included in the expenditures of the Maintenance Department (which manages these activities). Investments (“Exceptional expenditures”) clearly identified in the financial statements as directly related to the solid waste service refer to the purchase of:
2013/2014 : 2 rototillers; 2014/2015 : 2 collection vehicles and 1 “collection car”; 2015/2016 : a plot of land and 3 collection trucks (type SKAT). Approximately the revenues from the solid waste service increased by 37% over the past three years while expenditures increased by 79% over the same period. Revenues generated from the service would thus only cover from 27% in 2013/2014 to 20% in2015/2016 of the expenditures.
2.4.3 Assets Land
The previous waste diposal site which is 20 acres in extent is a high valued asset of the TDC primarily due to its location within the industrial estate. A detailed study is required to estimate the recoveroy of waste (i.e. composting) and making the land developable, so that the TDC can raise funds for capital investments in the solid waste management sector, by diposing the land in the open market.
The new waste disposal site is 10.5 acrtes in extent and the disposal activities was planned to be commissioned in Selptember 2016. This site is also located prominently within a aesthetically interesting landscape due to its rich farmlands with irrigation water supply. Sustainable management of this new disposal site can develop the asset base of the TDC immensely by increasing the land value. Vehicles
As shown in the Table12 fifteen vehicles are out of service needing major repaires/replacement and only nine vehicles are in good condition shared by both department, including the caterpillar used at the disposal site for levelling and compacting the waste. Eight new trucks have been purchased in June, two for the Cleansing Department and five for the Market & Slaughter Department and one for the Engineering division.
Table 12: Vehicles of the Cleansing Department and Market and Slaughter house department
Year of Current Condition Type Purpose Remark purchased Good Medium Bad Nissan Queen collection 1997 To maintain Nissan Queen collection 2001 To maintain Toyota collection 2001 To maintain
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Wall (truck) collection 2006 To maintain Tipper rototiller collection 2009-2010 To maintain Tipper rototiller collection 2009-2010 To maintain Tipper collection 2014 Tipper collection 2014 To maintain Light Truck collection 2009-2010 Tractor collection 2013-2014 To maintain Tipper collection 2014 Tipper collection 2014 Tipper collection 2014 To maintain Tipper collection 2015 SKAT collection 2015-2016 SKAT collection 2015-2016 SKAT collection 2015-2016 SKAT collection 2015-2016 Tractor collection 1971 To maintain Caterpillar Land fill 2000 Con collection 1994 To maintain Conju collection 1994 To maintain PhanYan collection 1997 To maintain Mazda Parado Cleaning 1994 To maintain Tipper Rototiller collection 2004 To maintain USA Bellair Cleaning 1985 To maintain Source : TDC (Maintenance Department)
2.4.3 Other Projects
Other than the TDC initiatives currently there are no other projects supported by external institutions. TDC is in the process of dividing the city into six zones to improve the waste collection management and efficiency.
2.5 Institutional Arrangements
Similar to all the other Town Development Committees, Monywa TDC is divided into two divisions namely, (i) Administration Division and (ii) Engineering Division. Administration Division has two departments as (a) Administration (b) Finance.
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DEPARTMENTS ROLE
Cleansing Department Key Player of Solid Waste Management
Maintenance Department Supporting Role – Maintenance of the vehicles and Equipment
Market and Slaughter Supporting Role – Cleaning, Collection and Disposal
Department of waste of 8 Public Markets
Revenue Department Supporting Role – Collection of Solid Waste Tariff.
Table 13: Roles of four departments of the TDC in solid waste management
The Engineering Division is responsible for water, roads, bridge, electricity and maintenance. The Engineering Division consists of (a) Cleansing Department (b) Market and Slaughter Department and the (c) Maintenance Department. The SWM service is under the main responsibility of the Cleansing Department while Market & Slaughter Department (collection and transportation of waste of 8 public markets) and the Maintenance Department (maintaining the vehicles and equipment) are playing supporting role. The Revenue Department is also involved in collection of solid waste tariff. (Figure 13)
The current staff strength of the CD is;
. 1 Head of Department (with a rank of Deputy Staff Officer) – Permanent
. 2 supervisors – Temporary
. 17 drivers – 6 permanent and 11 temporary
. 80 labourers – 2 permanent and 78 temporary (including street cleaners, waste collectors and landfill operators)
The current staff does not consists of adequate staff, particularly of technical category to manage the waste efficiently. No training is provided to the staff on best practices which has a negative impact on waste management.
Due to the approval procedure, a large portion of the labourers are engaged on temporary basis. One of the unofficial incentives (That need to be promoted) of the collectors/labourer category staff is about 4,000 – 5000 MMK per day for sale of the recyclable waste.
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Part Two
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Business Plan
3.0 Vision
“Monywa 2020 – The City of Cleanliness” 4.0 Project Theme 4.1 Evaluation
Project Type Advantages Disadvantages
1. Open . Inexpensive . Health hazards dumping . Needs a large extent of land for filling
2. Sanitary . Collection and disposal is not . Expensive – Heavy capital investment Land Fill complicated and O&M expenditure.
. Once completed the filled land . Needs a large extent of land for both can be re‐used. (air, ground and fill and buffer zone water pollution can be . prevented) Heavy dependency on foreign technology (Leachate treatment, supply and laying of leachate control membrane, methane extraction)
. Needs to extract soil from other places for cover)
. If not tapped properly, air pollution can occur due to toxic gases.
. Slow decomposition of waste
. Encourages waste generation
3. Waste to . The majority of waste that . Energy would normally go into landfill Heavy dependency on foreign sites can be re‐used technology and foreign contractors.
. A reliable source of energy . Heavy capital investment and O&M supply. expenditure
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. Potential air pollution (fly ash emission, hazardous smoke and other toxic gases)
. Income to main investors only
. Still land fill sites needed for disposal of ash
3. Resource . Environmentally the most . Needs a strong management system Recovery sustainable as the waste can be to make sure the health standards of recovered for re‐use. the workers involved in the resource recovery process. . Income to the city council, informal collectors, retail collectors, whole sale collectors, recycling companies, transport sector.
. Strong employment generation and income generation ability
. Strong value chain
. Low Cost
. Small extent of land is enough for the final land fill site
. Does not need to dependent on foreign technology
. Global demand for organic food and therefore strong connection with other institutions – Farmers, agriculture department, universities
. Branding the city name
4.2 Project Theme Selection
When the advantages and disadvantages of most common solid waste management systems are analysed, it is evident that the “Resource Recovery” system is more advantageous to Myanmar cities.
Currently, the private and informal sector in Monywa has shown remarkable progress in resource recovery accounting to about 20% of the recoverable waste. While the informal sector both
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individuals and small establishments and CD collectors are at the initial link of the value chain, private companies as collectors, processors and manufacturers have established strong links in the value chain. However, public sector intervention is required to, increase the amount of recovery as still major portion is dumped at the disposal site. Further, the actual global market value of recyclable waste is not known to those involved in the business locally and thus needs the public sector intervention related to enhancing business value, research and development and quality control. 5.0 SWOT Analysis
Strengths Weaknesses
. Staff Strength – currently 25 and another . Inadequate space of the current waste 40 will be added before end of 2016. disposal site and the new site being . Availability of Equipment and collection located within a rich agricultural area. trucks. Currently 8 trucks available and 9 . Poor awareness of the People on
more trucks will be added in December sustainable waste management 2016 practices. . Budget is sufficient for staff and . Recycling is not well organized. equipment maintenance. There is surplus Therefore the collected recyclable waste in the 2015 budget. is exported to China or send to . Well organized private sector and Mandalay. informal sector system in solid waste
resource recovery, recycle and export. . There is no public sector initiative for . Existence of a strong value chain in solid recycling and no funds available for waste resource recovery and processing. development of composting facilities.
. Willingness of the private sector in assisting the TDC in solid waste management. One person has already
given his land free of charge for waste disposal until the TDC will be ready with its new land for disposal.
. Availability of strong market for recyclable waste Opportunities Threats . Availability of International Donor . Impact of flood waters carried by assistance for environmental Chindwin River is widespread and the infrastructure proposed new site for waste disposal is . Potential demand for compost due to rich likely to be affected during heavy floods. agricultural economy in the region . Growing world market for organic food . Existence of market in China for recyclable materials
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6.0 Gap analysis
Benchmark Indicator (Current Target 2020 % Gap % Situation) Resource recovery 20% 100% 80%
Waste Separation at 10% 100% 90% Source household Income generation X y z Incineration of 0% 100% 100% infectious waste
7.0 Objectives
(i) Achieve resource recovery from current 80% to 100% by 2020 (ii) Reach the waste separation at the source from current 10% to 30% by 2018 and 100% by 2020 (iii) Reduce the cost of solid waste management by 50% by 2018 and 100% by 2020 (iv) Establishment of a system for incineration of infectious waste from hospitals by 2018
8.0 Strategies
(i) Strengthen the TDC management system to enhance the value chain activities of current resource recovery system (ii) Develop a joint venture project with private sector for making compost fertilizer. (iii) Undertake continuous community awareness programs and implement strict law enforcement. (iv) Introduce financial instruments such as polluter pay principle and introduce incentives for good performance
9.0 Project Plan and Activities
The project plan is a reflection of objectives; as it needs to be prepared to address the objectives. Solid waste management falls under the responsibility of different institutions depending on the type of waste. Therefore the proposed project activities will be subdivided into such categories as listed in the table 14;
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Table 14: Waste type and responsible management authority
Waste Type Responsible Authority
1. Municipal Waste (Domestic, Town Development Council Commercial and Market Waste
2. Hospital Waste Domestic Town Development Council
Pathogenic Ministry of Health and Respective Hospitals
3. Industrial Waste Domestic Town Development Council
Hazardous Ministry of Industries, Ministry of Environment
4. Construction Waste Town Development Council and Construction Companies
5. E‐Waste Ministry of Environment and Town Development Council
9.1 Municipal Solid Waste Project Plan / Proposals
9.1.1 Project Activities
Table 15: Project activities
Aspect Project Plan Main Activity Detailed Activities
18. Control 1.1 Community Awareness . 5 programmes per township per (Waste month minimisati 1.2 School children awareness . Environmental brigadier on) programmes at every school. 1.3 Advertisements . Bio Newspapers, T.V. radio, billboards, Daily 1.4 Certifications . Selection of best performers and provide publicity, through media and awards certificates. 100 per year per town.
2.Collection 2.1 Staff recruitment, training and . 100 labourers, 25 Supervisors, 10 (Separation capacity building Technical Officers, 10 Public at the Health Inspectors, 5 Environmental/ Civil Engineers.
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source, 2.2 Bio degradable waste separation . Purchase and distribution of 9.0 Waste bags for 50,000 House Holds Million bags per year. collection, 2.2 Collection equipment . 200 carts storage and . 1000 road side bins transport) . Collection accessories 2.3 Transport equipment . 50 covered tractors . 10 Compactor Trucks 2.4 Transfer station facility . 20 storage facilities (...... m3 of development space each) . Office space for workers
3.Process 3.1 Waste separation machinery . Trash sorting machine 1 (Resource . Storage facility – 5000f2 Recovery) 3.2 Polythene, plastic recycling . Polythene recycling plant machinery . Plastic recycling plant
3.3 Civil construction works (office . Main office – 1500f2 space, processing space, storage . Trash sorting shed – 4000 f2 space, leachate treatment, worker . Storage for separated waste – 2 rest rooms 5000 f . Space for recycling (plastic – 500 f2, polythene 500f2, paper 500 f2, glass 500f2 . Restrooms for workers – 100 f2
3.4 Vehicles and waste handling . Loaders – Big 1 equipment . Loaders – Small 5 . Earthmovers – (Small) – 2 . Trucks ‐ 1 3.5 Site Infrastructure . Access Road . Water Supply . Electricity . Telecommunication 3.6 Landscaping . Hard landscape . Soft landscape
4. Disposal 4.1 Site preparation . Uprooting (Leftovers . Buffer zone development after resource . Void space enhancement recovery) 4.2 Civil and mechanical works . Leachate sealing and treatment 4.3 Site infrastructure . Entrance road . Water supply . Electricity . Office space . Workers rest rooms
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9.2 Project Cost
A summary of the project cost is presented in Table 10. Detail cost estimates are provided in Annexure A.
Table 16: Summary of the project cost
No Project Activity Cost (US $)
1 Control: Community awareness programmes for one year (to be 14,415/‐ conducted for 9 years) 2 Collection and Transport 2.1 Purchase of bio degradable polythene bags for one year 216,000/‐ 2.2 Staff recruitment, training and capacity building 212,775/= 2.3 Collection equipment 7,000/= 2.4 Transport equipment 580,000/= 2.5 Transfer station facility development 420,000/= SUB TOTAL 1,435,775/=
3 Processing site and disposal 3.1 Land and land development 47,410/= 3.2 Infrastructure development 423,766/= 3.3 Buildings for composting facilities 480,000/= SUB TOTAL 951,176/=
TOTAL COST FOR THE FIRST YEAR 2,401,366/=
9.3 Project Income
Project income comprises three items;
(i) Sale of recyclable waste
(ii) 10% of the income of sale of compost fertilizer
(iii) Sale of waste separation bags
(iv) Tariff
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9.3.1 Resource Recovery (Recyclable Waste and Compost Fertilizer)
Table 17: Projecf income from sale of recyclable waste and compsot fertilizer
Waste % Total TDC Total Recovery Saleble Total Income to Type (kg) Recovery (kg) Price per TDC ($)/Annum kg(MMK) 1. Organic 64% 77,655 90% (69,890)x(0.4)
2. Paper 5% 6067 50% 3033
3. Plastics 8% 9707 50% 4854
4. Glass 3% 3640 30% 1092
5. Metal 3% 3640 30% 1092
6. Other 17% 20627 0 0
TOTAL 100% 121336
NOTE: ASSUMPTION
(i) Of the organic waste, 50% will consists of water and therefore approximately amount of output in terms of compost will be 50% of the collected waste. The total outoput is assumed to be 40%. Of the total income from the sale of compost, during the first three years, TDC will get only 10%. Every three year period it will be increased by 5% to a maximum of 20%. The rest will be the profit of the private sector operator. (ii) From paper and plastics only 50% can be recovered by the TDC workers as the balance 50% will be recovered by the waste generators themselves and informal collectors (iii) From the glass and metal only 30% can be recovered by the TDC workers as the balance 70% will be recovered by the waste generators themselves and informal collectors (iv) Salable price is the current market value.
9.3.2 Sale of Waste Separation Bags
One of the project activities is to distribute Bio Degradable polythene bags to all the residential and commercial establishments for separation of wastes. The programme is to collect bio degradable waste every other day and other waste (dry waste once a week), requiring one unit of waste generators (H/H or Commercial) a six bags per week. Thus total number of bags requirement per year would be 288. In 2016 the city had 41,653 households. Together with the other waste generating establishments (i.e. commercial) the total number of waste generating units is estimated to be 45,000. Thus a total of 12.96 million waste separation bags would be
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required. Assuming a sale price of a bag to the waste generators as MMK 40/‐ (purchase value of a bag is MMK 20/‐), the total income of the sale of waste separation bags can be estimated as US$ 432,000/= per annum.
NOTE: ASSUMPTION
(i) Of the total income of resource recovery 40% will be given to the collection staff of the TDC as incentives as, the success of whole resource recovery programme will be largely dependent on the commitment of the TDC staff.
9.3.3 Tariff
Current tariff on solid waste management is not clearly visible as it is not separated and built into a common tariff. Therfore considering the other cities in Myanmar the following rates are proposed;
(i) Residential = 1,000/‐ MMK per quarter (4,000 MMK per annum)
(ii) Commercial = 3,000/‐ MMK per quarter (16,000 MMK Per annum)
9.4 Responsibilities 9.4.1 TDC Responsibilities
(i) Implementation of the community awareness programmes (ii) Reweaving the current related laws and by laws and redesign if necessary and implement. (iii) Waste separation at the source, collection and transportation to the processing site (iv) Implementation of the institutional strengthening programme for the Cleansing Department (v) Development of the civil work (infrastructure and buildings) as the TDC component of the proposed compost processing project (Sheds, rest rooms, office and sales building, infrastructure). (vi) Liaise between the research institutes / Universities and the compost making companies, recycle companies in relation to; . Development of accelerators for composting . Standardization of final products . Laboratory tests, Quality control and Certification (vii) Coordination with the Health Ministry to establish an incinerator for infectious hospital waste. (viii) Providing required facilities for those involved in recycling (i.e. land, infrastructure) considering it an essential element of solid waste management. (ix) Research and development activities on market for recycled materials, compost, continuous monitoring of market prices and dissemination of information to private sector companies and collectors involved in recycling. (x) Development and strengthening a network with other cities / towns in Myanmar for
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mutual benefits.
9.4.2 Private Sector ‐ Responsibilities Compost Making Company In relation to development of composing facility, the selected private sector company will be responsible for;
(i) Leachate treatment (ii) Composting (iii) Equipment/Vehicles (iv) Operation and maintenance (v) Work force (vi) Marketing (vii) Quality control
Recycling Companies (i) Maintain international standards of outputs (ii) Maintain local standards for labor rights (iii) Maintain high standard built environment.
9.4.3 Sector Responsibilities
The project plan is a reflection of objectives; as it needs to be prepared to address the objectives. Solid waste management falls under the responsibility of different institutions depending on the type of waste. (Table 9)
Waste Type Responsible Authority
1. Municipal Waste (Domestic, YCDC Commercial and Market Waste
2. Hospital Waste Domestic YCDC
Pathogenic Ministry of Health and Respective Hospitals
3. Industrial Waste Domestic YCDC
Hazardous Ministry of Industries, Ministry of Environment
4. Construction Waste YCDC and Construction Companies
5. E‐Waste Ministry of Environment and Town Development Council
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9.5 Project Financing
The Project team studied the pros and cons of following financial instrument and finally decided to deploy a mixture several instruments ‐ (i) Seek for a grant from the state government (as against the profit of the TDC budget), which would be repayable in equal five annual installments, (ii) A loan from a local bank repayable in 10 equal annual installments, (iii) User fees (in terms of tariff and sale of waste separation bags) and (iv) PPP for development of compost making facility.
(i) Equity
(ii) Bank Loans
(iii) International donor funding (ADB, WB, JICA, Infrastructure Investment Bank (China)
(iv) Private sector funding (foreign, local)
(v) PPP
(vi) Grants (Union Government / State Government
(vii) Municipal Bonds
(viii) User Fees (Tariff) 9.6 Financial Appraisal
Although the project will last for a longer period of time, for the purpose of servicing the loans and establishing the project objectives, project financial appraisal is carried out considering the project lifespan of 10 years. The following assumptions were made in calculating the project cash flow and financial appraisals:
Of the total investment, 20% will be equity capital contributed by the TDC, 20%v would be a grant from the State Government and the balance 60% will be raised through a Bank Loan. The loan interest would be 8%, and the repayment perod would be 9 years.
Currently only nine collection vehicles are in good condition and therefore a capital investment in collection and compaction vehicles is a key requirement of the proposed plan. Investments towards such investments will be made during the first year and the sixth year.
Oporation and Maintenance cost would be 10%, and wil be increased by 10% every three years. and the detailed calculations of the project financial appraisal is provided in Annex B. A summary of the appraisal is listed below;
9.6.1 Project Cash Flow
Except for the first, second and sixth years during the rest of the project period, the project cash flow indicates a positive flow. In the sixth year, a complete replacement of the transport vehicles and equipment was assumed and the cost would be two times of the initial cost. The NPV of the project is 1.3 times of the capital investment.
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9.6.2 Financial Appraisal
While the project generates a positive cash flow and NPV, it records an FIRR of 120% indicating that the project project would be financially viable. 9.6.3 Sensitivity Analysis
Four sensitivity factors that are common in the project of this nature were analysed to examine the sensitivity of the project fasibility. If the income of the project goes down by 10%, the IRR will come down to 47%. If the cost goes up by 10%, the IRR will go down up to 47%. In the case of project getting delayed by one year the FIRR will reduce to 20%, indicating that the project delay will be the most sensitive factor. During the occurrence of both ‐ cost going up by 10%, and income reducing by 10%, the FIRR will reduce to 25%. Thus even the occurrence of worse sensitivy factors the project becomes financially viable.
Detailed spread sheet providing cash flow statement, FIRR and Sensitivity Analysis is provided in Annex B. 10.0 Social Economic and Environmental Benefits
Financial Appraisal discussed under the section 9.6 concludes that the project would be financially feasible. In addition direct financial gains, an environmental infrastructure project of this nature generates a large amount of social, economic and environmental benefits for attaching a financial value is difficult. Some of such valuable benefits are;
Social . Health related benefits due to clean environment . Employment generation for low income people and increased job standards . Upgrading living conditions of the low income people involved in waste separation / collection . Enhancement of community perception – the pride of having a clean city
Economic . Building the city brand name as a “Clean City” – a key aspect of the city competitiveness ion attracting investors. . Strengthening financial stability of the TDC, so that it can provide other services better. . Reduction of the cost of agriculture produce, due to use of compost fertilizer and increase of the farmers’ income. It will provide a further encouragement to step into organic food market, further increasing the farmers’ income. . Save valuable urban land – otherwise necessary for land fill . Savings from storm water management. (Currently one of the key reasons of storm water drainage problem of the city is blockage of drains and culverts due to haphazard waste disposal.
Environment . Control of Ground water and soil pollution . Control of air pollution
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. Elimination of unpleasant visual quality of the city due to improper waste disposal.
11.0 Non‐Municipal Waste Management
TDC is responsible for managing “Municipal Waste” generated by residential and commercial establishments which are known as domestic waste. The business plan proposed above will establish a sustainable solid waste management system. However the other waste such as E‐ Waste, Hospital waste and Industrial waste if not managed similarly by the respective authorities, will have a detrimental effect on the business plan.
Table 18: Proposal for managing non municipal waste
Waste Type Responsibiliy
1. Hospital Domestic . Respective hospitals under the direction of the Ministry of Waste Health should separate waste at the source strictly confirming to international best practices.
. TDC will collect the waste regularly.
Pathogenic . Respective hospitals under the direction of the Ministry of Health should separate waste at the source strictly confirming to international best practices.
. Regarding the Government Hospitals Ministry of Health should establish incinerators within the premises of the hospitals in accordance with environmental engineering specifications.
. Ministry of Health should direct the big private hospitals to establish incinerators within the premises. If there is an issue related to the availability of land, then the Ministry of Health should direct both such large private hospitals and small health practices to make an agreed amount of initial and monthly payment to the TDC for development of a common incineration at the waste processing site, purchase of a state of the art vehicle and equipment for collection and transportation of such waste from the hospitals to the incinerator.
3. Industrial Domestic . Domestic waste should be separators and stored in the Waste bags provided by the TDC.
. TDC will collect such waste daily and a monthly fee will be levied based on the quantity of waste to be collected.
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Hazardous . Ministry of Industries should develop common hazardous waste management facilities at every industrial estate in accordance with international best practices.
. Ministry of Environment and Natural Resources Management should monitor the
4. Construction Waste . Ministry of construction and Ministry of Environment should develop specifications for construction waste disposal related to (i) materials recovery (ii) re‐use and (iii) land fill.
. TDC to take over the responsibility of land fill, subject to a payment determined by the TDC.
5. E‐Waste . Ministry of Environment should develop a national wide programme for collection and disposal of E‐waste. Such waste can be exported to countries with high standard recovery mechanisms.
. TDC, based on the national guidelines will collect the waste and send to national collection points.
12.0 Conclusions and Recommendations
(i) The project generates a positive cash flow and a higher rate of FIRR compared to the bank interest rates in the open financial market in the country. Further even during an occurrence of worse sensitivity factors which are common to this kind of projects, still the project records higher FIRR. Therefore the project is financially viable.
It is also to be mentoined that the two potential income sources from (a) sale of composte fertilizere and sale of recylable waste is not included in the cash flow as its requires little more time for estimation.
(ii) Further, in addition to the financial benefits, the project generates a large amount of social, economic and environmental benefits which would have a greater positive impact on the long term sustainability of the city economy.
(iii) Therefore we, the team recommond to the TDC, State Government, DHUD and the Minsitry of Environment and Natural Resoruces Management to accept this project proposal and assist the TDC to implement.
(iv) The relvant insitutioons of the Central and State Governments need to make policy decisions regarding the following aspects;
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(a) Use of compost fertilizer as a substitute for imported fertilizer as the agricultural sector of Myanmar at present completely depends on the imported fertilizer (80% ‐ 90%).
(b) Universities, research institutions should be integrated with the TDC activities so as for the both parties to benefit. (i.e. development of accelerators for expediting the rate of degradation of organic waste into compost fertilizer.
(c) Re‐structuring the TDCs towards more business orientation.
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(b) FINANCIAL APPRAISAL
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MONYWA SOLID WASTE MANAGMENET USBOP ‐ FINANCIAL APPRAISAL
Project Financial Appraisal Public Contribution Private Contribution Project Period 10 Years Construction Period 12 Months Cost of Capital 8% Cost of Maintenance 5% to be increased by 10% every 5 years
CASH IN FLOW Year 0Year 1Year 2Year 3Year 4year 5Year 6Year 7Year 8Year 9Year 10 Sale of Recyclable Waste 60000 100000 1200000 1200000 1260000 1260000 1260000 1323000 1323000 1323000 Compost Fertilizer Sale of waste seperation bags 432000 432000 432000 432000 432000 475200 475200 475200 475200 475200 Tariff 100000 100000 100000 100000 100000 105000 105000 105000 105000 105000 Grant 480273 Loan 1440820 Equity 480273
TOTAL CASH IN FLOW 2401366 592000 632000 1732000 1732000 1792000 1840200 1840200 1903200 1903200 1903200
CASH OUT FLOW
Control Awareness Programme 14415 14167 14167 14167 12750 12750 12750 11475 11475 11475 11475
Collection and Transport Waste collection bags 216000 216000 216000 216000 216000 237600 237600 237600 237600 237600 237600 Staff recruitment, salaries and T 212775 212775 212775 255330 255330 255330 306396 306396 306396 367675 367675 Collection equipment 7000 0 0 0 3000 0 14000 0 0 461 Transport equipment 580000 0 0 0 0 0 1160000 0 0 0 0 Transferstation development 420000
Processing Site Development Land and land development 47410 Infrastructure development 423766 Building construction 480000 Loan servicing 230646 230646 230646 230646 230646 230646 230646 230646 230646 230646 O&M Cost 143077 143077 143077 157384 157384 157384 173123 173123 173123 173123
TOTAL CASH OUT FLOW 2401366 816665 816665 859220 875111 893711 2118777 959240 959240 1020519 1020519
NET CASH IN.OUT FLOW 0 ‐224665 ‐184665 872780 856889 898289 ‐278577 880960 943960 882681 882681
NPV 3,024,615 IRR 120%
NPV IRR 1. Income Reduced by 10% 0.00 47% 2. Cost Increased by 10% 0.00 50% 3. Project Delayed by 1 year 0.00 20% 4. Cost Increase by 10% and Income Reduced by 10% 0.00 25% conditions 5. All three
1. Income Reduced by 10% ‐240136.6 ‐283865 ‐247865 699580 683689.4 719089.4 ‐462596.6 696940 753640 692360.8 692360.8 Net Cash Flow
2. Cost Increased by 10% ‐240136.6 ‐306331 ‐266331 786858 769378.3 808918.3 ‐490454.3 785036 848036 780628.9 780628.9 Net Cash Flow
3. Income R and Cost Increase ‐480273.2 ‐365531 ‐329531 613658 596178.3 629718.3 ‐674474.3 601016 657716 590308.9 590308.9 Net Cash Flow 462 4. Income Delayed by 1 year ‐2401366 1584701 ‐224665 ‐227220 856889.4 838289.4 ‐326776.6 880960 880960 882680.8 882680.8 Net Cash Flow
Appendix 26: Report of the Urban Services Business Operation Plans (USBOP)
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1. Introduction 1.1 Original Task
Originally, my task was to guide the USBOP Planning Teams to prepare USBOPs. Three cities had selected water supply and the other three solid waste.
Accordingly, two training programmes (one for water supply teams and the other for solid waste management teams) were conducted. The training programme consisted of two items; (a) PowerPoint Presentation ‐ The presentation consisted of (i) Introduction to USBOP (ii) Relationship with basic and advanced training modules (iii) Significance of USBOP in the development of sustainable cities (iv) Planning process of the preparation of USBOP and (v) Each step in the planning process in detail. (b) USBOP Hand Book – I prepared a Hand Book (One for Solid Waste and One for Water Supply) to guide the Team Members. During the training programme, each section of the Hand Book was explained. (c) At the end of the training programme, I together with the participants prepared a schedule for completion of the USBOP. The schedule consisted of (i) preparation of the draft USBOP by the each team, (ii) Handing over of the data report to the USBOP teams, (iii) Comments of the expert, (iv) preparation of the final plan and (v) Preparation of the powerpoint presentation.
1.2 Database Development
Having understood the significance of database and difficulty of the project teams to develop it, the Project engaged GRET, an NGO to develop the database. My task was to guide GRET in developing the database. Accordingly, I (i) prepared a template to guide GRET, (ii) had the first discussion with the database development representative of the GRET, (iii) updated the template based on the comments, (iv) had the second discussion and agreed on the final template, and (v) Invited a representative of the database development team of the GRET to the above training programme, so that they will better understand the requirement of the database development. (One representative of the GRET attended the training programme).
1.3 Progress
The progress of the USBOP project teams in preparing the USBOP draft report was very poor. No team had initiated any action in preparation of the report and no one communicated with me. With my previous experience during the basic and advanced training programmes, I found that they were not in a position to write the report due to the following reasons;
(i) They were very busy with the day to day activities and finding time to get involved with the team was very remote. (ii) Ability to write the report in English was poor (iii) The team members had never got involved in similar projects before, and the technical report writing ability was poor, which cannot be improved by a short training programmes.
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1.4 Easy Guide
Having understood the above, I prepared another document – “Easy Guide” and distributed among all the team members. However, the amount of the progress remained the same – no progress.
2.0 Amended Programme
I then submitted a note on the alternative to you with a copy to BiJay and was discussed at a progress review meeting. My proposal consisted of (i) spending three days in each city and work with the team members to develop the USBOP, (ii) Due to the inability of the Team members to write the report the proposal was for me to write the first draft report, (iii) Team members to provide the comments on the draft report and fill the gaps, and (iv) Me to prepare the final report.
This proposal was accepted at the progress review meeting and accordingly, I commenced the programme. 2.1 Working with the Project Teams
Accordingly, I worked with the project teams of the respective towns, as per the schedule listed below. For the first three cities, Mark assisted me which was a great help.
City Days
1. Monywa July 25th 26th and 27th
2. Lashiyo July 29th, 30th, and 31st
3. Mandalay August 1st, 2nd and 3rd
4. Mawlamyine August 5th, 6th and 7th
5. Pathein August 8th, 9th and 10th
6. Yangon August 11th, 12th and 13th
The situation of the programme at each town was as follows;
City Situation
1. Monywa . All the members of the team who underwent the training before participated and were fully committed. . The Team Leader had organised everything well, but could not participate. 2. Lashio . All the members of the team who underwent the training before participated and were fully committed. . The Team Leader had also brought three junior Engineers for them also to learn.
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. The Chairman of the Town Development Council (A Political Representative) attended on the first day, full time. 3. Mandalay . All the members of the team who underwent the training participated and were fully committed. . The Team Leader had a comprehensive knowledge of the subject and contributed effectively. 4. Mawlamyine . Under ADB and JICA assistance, projects had been undertaken for both Solid Waste Management and Water Supply. Therefore, it appeared that it was not necessary to prepare a USBOP. The Team selected water supply for the USBOP. However, the projects under ADB, JICA and a PPP would solve the water problem in Mawlamyine. Therefore the objective of the USBOP was changed considering the loan repayment to ADB and JICA as the main focus. . Only three members including the Team Leader of those who underwent the training participated full time. Of them only the Team Leader was active. He had a good knowledge of the subject and knew all the details of the ongoing three projects. 5. Pathein . The team originally had selected water supply, and therefore the database development was done for water supply. After completion of the database they changed the subject to Solid Waste Management because, under the ADB assistance, a water supply project had been initiated. Therefore the USBOP in Pathein was undertaken without a proper database. . Only three members of the team who underwent the training before attended the programme full time, and all the three were very committed. There were four more participants but could not attend full time. . The Team Leader had a good knowledge of the subject as he was the Head of the Cleansing Department. 6. Yangon . All the members of the team who underwent the training participated and were fully committed. . One of the issues faced was related to time management, as the two final waste disposal sites were located about 25 km away from the venue.
2.2 First Draft of the USBOP Reports
By September 2016 (in three weeks), I finished the first drafts of all the six USBOPs and submitted to you with copies to all the Project Team Members, requesting them to (i) have group meetings and study the whole report (ii) fill data gaps and (iii) submit their comments.
2.3 Comments by the USBOP Planning Teams
As I informed you before, none of the teams provided their comments. They only provided some of the data required to fill the gaps. The reasons for not sending the comments were the same reasons mentioned in Section 1.3.
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2.4 USBOP Final Report
I had only four more days to prepare the USBOP Final reports. I submitted five reports by noon of 29th. (Yangon, Mawlamyine, Monywa, Mandalay and Lashio). However, I was unable to submit the Pathein USBOP final report. As mentioned above, Pathein did not have a database developed for solid waste management as they changed the USBOP from water supply to solid waste. Therefore the first draft that I produced had a lot of data gaps that the team had to fill. They provided those data gaps on the 29th evening in Myanmar Language. I wanted the assistance of Tun to translate them, but he was extremely busy on that day. I ask Tun to translate them and send to me soon so that I can finalise the Pathein USBOP. I will submit the final USBOP for Pathein soon after the receipt of the translation from Tun. 3.0 Lessons Learned
I thought of listing the following as lessons learned, which would be useful for designing similar projects in the future. 3.1 Preparation of Urban Services Business Operation Plans
My understanding was that, although preparation of the USBOP was one of the project items, it was never highlighted adequately during the initial stages of the project. The project activities were fully focussed on “Basic” and “Advanced” training programmes. Therefore the magnitude of preparation of USBOPs was not adequately assessed. 3.2 Relationship between the training programmes and USBOP
All the training modules of the project as listed below are directly related to the development of USBOP. (Four more additional areas of speciality would be estimating, financial appraisals, business management and institutional strengthening)
(i) Strategic urban planning (ii) Financing for urban development (iii) Urban infrastructure investment (iv) Urban land management (v) Management of PPP (vi) Environmental safeguards (vii) Social safeguards (viii) Procurement and project implementation (ix) Operation and Maintenance
However, USBOP was considered in isolation, and therefore we were unable to integrate it with the training programmes and selection of the participants at the beginning.
Had it been recognised that USBOP would be the outcome of the programme (i) even the selection of the participants for the training programme could have been changed and (ii) the practical oriented methodology of the “Advanced Training Programme” could have been changed to be based on USBOP of each city.
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3.3 Magnitude of the preparation of USBOP
Preparation of USBOP requires (i) a large team of experts (a minimum of six expertise) (ii) A comprehensive and reliable database and (iii) Reasonable period, which in most of the cases is six months.
Ex. The current ADB funded project in Sri Lanka known as – “Revising the business plan of the National Water Supply and Drainage Board”, (i) has 15 Experts consisting of Institutional development expert, Financial expert, Environmental safeguard expert, Regulatory Expert, Law expert, Social safeguard expert, Resettlement expert and others – Engineering experts, (8 local and 7 international experts), (ii) has all the relevant information in electronic form in English language and (iii) has six Months of duration.
What I understand is that the magnitude of preparation of USBOPs had not been adequately understood during the formulation of the project plan. 4.0 Recommendation
4.1 Cost and income estimates of the projects in each city was carried out just in 1/2 a day. However, to be more accurate, a little more in‐depth study is required. It is necessary for the team members to re‐estimate the cost and income with the assistance of the relevant other staff members and institutions.
4.2 Institutional structure becomes an important item of the USBOP. In order to manage the service profitably and efficiently, it is necessary to develop a business orientation in the Institute (CDC and TDC). The members USBOP planning teams should discuss this aspect in depth together with DUHD and the respective Regional Governments and propose a suitable management structure.
4.3 Based on the above two, they need to reestimate the project financial appraisal.
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Appendix 27: List of participants at the Management Seminar on “The New Urban Agenda”
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No.PRINT NAME ORGANIZATION TITLE
Department of Urban and Housing 1. U Min Htein Director General Development
Department of Urban and Housing 2. Daw Aye Aye Myint Deputy Director Development
Ayeyarwady Regional Deputy Superintendent 3. U Naing Lin Maung Development Affairs Engineer
Department of Urban and Housing 4. Daw Moe Moe Hlaing Deputy Director Development
Yangon City Development 5. Dr. Toe Aung Director Committee
Mandalay City Development 6. U Zaw Win Head of Department Committee
7.U Myint Naing Ministry of Construction Deputy Director General
Department of Urban and Housing 8. Daw Mie Mie Tin Director Development
General Administration 9. U Kaung San Linn Director Department
Shan State Development Deputy Superintendent 10. U Tin Maung Soe Committee Engineer
Shan State Development Deputy Superintendent 11. U Sai Tun Tun Committee Engineer
Sagain Region Development 12. U Thit Htoo Myint Director Committee
13.Dr. Nyi Nyi Htoo MMA Jr. Sec. MMA (NPW)
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(Sagaing) Department of Urban 14. U Kyaw Kyaw and Housing Development
Deputy Superintendent 15.U Tin Ko Ko Mon State Development Affairs Engineer
Mandalay City Development 16. U Htun Linn Saw Staff Officer Committee
(Mon) Department of Urban and 17. Daw Khin Thi Thi Director Housing Development
Department of Urban and Housing 18. U Htay Aung Director Development
(Shan) Department of Urban and 19. U Tun Aung Kyaw Director Housing Development
20.U Nay Win Aung Yangon Region Government
21.U Myint Tin Mandalay Regional Government
Department of Urban and Housing 22. Dr. Sabe Phyu Lwin Assistant Director Development
Department of Urban and Housing 23. Daw Eain Nann May Development
Department of Urban and Housing 24. Daw Thinn Thinn Htun Development
Department of Urban and Housing 25. U Zaw Zaw Aye Development
Department of Urban and Housing 26. U Than Soe Development
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Department of Urban and Housing 27. Daw Kay Thi Aung Development
Department of Urban and Housing 28. U Yu Khaing Development
Department of Urban and Housing 29. U Aung Kyaw Oo Development
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APPENDIX 28: Participants at the Urban Management Training Working Group meeting in Nay Pyi Taw, 27th September 2016
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UN‐HABITAT, MYANMAR ATTENDANCE SHEET
Project: 8456: Transformation of Urban Management ‐ Part I Capacity Building for Urban Management raining/Workshop/Meeting Title: Working Group Meeting Facilitator: Mr. Mark Barrett Place/Room: Thingaha Hotel, Nay Pyi Taw
No.PRINT NAME ORGANIZATION TITLE PHONE EMAIL
Department of Urban and 1. U Min Htein Director General Housing Development
Department of Urban and 2. Daw Aye Aye Myint Deputy Director 09448548951 [email protected] Housing Development
Ministry of Transport and 3. Daw Htwe Htwe Win Assistant Director 09250954645 [email protected] Communication
Ministry of Planning and 4. Daw Khin Mar Swe Deputy Director 09420737056 [email protected] Finance
Ministry of Planning and 5. Daw Theint Zin Zin Oo Staff Officer 09259180431 [email protected] Finance
Yangon Technical 6. Dr. Mg Hlaing Professor and Head 095052179 [email protected] University
7.U Win Ko Ko DALMS Assistant Director 09798287179 [email protected]
8.Daw L. Nang Ing Ministry of Construction Director 09796327574 [email protected]
9.Daw Ni Ni Thein ECD. MONREC Assistant Director 09250184884 [email protected]
10.Daw Moh Moh Naing FERD. MOPF Deputy Director 09250637015 [email protected]
Deputy [email protected] 11.U Naing Lin Maung Ayeyarwaddy RDA Superintendent 098550349 m Engineer
12.U Saw Si Thu Hlaing DEPP, MOEE, Bld ‐ G Director 09254555387 [email protected]
Myanmar Engineering 13. U Khin Maung Maung CEC 095136531 [email protected] Counsil
Mandalay City 14. U Zaw Win Head of Department 092019689 [email protected] Development Committee
Mandalay City 15. U Htun Linn Saw Staff Officer 095023075 [email protected] Development Committee
Department of Urban and 16. U Yu Khaing Director 09254148359 [email protected] Housing Development
Department of Urban and 17. U Kyaw Kyaw Lin Deputy Director 092430320 [email protected] Housing Development
Deputy Shan State Development 18. U Tin Maung Soe Superintendent 095023075 [email protected] Committee Engineer
Department of Urban and 19. Dr. Sabe Phyu Lwin Assistant Director 095195223 Housing Development
Department of Urban and 20. U Zaw Zaw Aye 0943015627 Housing Development
Department of Urban and 23. Daw Eain Nann May 092150790 [email protected] Housing Development
Department of Urban and 24. Daw Thinn Thinn Htun 09797703669 [email protected] Housing Development
Department of Urban and 25. Daw Moe Moe Hlaing M Deputy Director 0943187151 [email protected] Housing Development
Yangon City Development 26. Dr. Toe Aung Director 095046089 [email protected] Committee 474
Mandalay City 27. U Zaw Win Head of Department 092019689 [email protected] Development Committee
Appendix 29: Project Equipment Inventory
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Final Inventory of Project ADB-CDTA 8456 to be Transferred to ADB or Government Transfer to ADB or Government as per Section 9.03 of General Conditions of Contract (page 23)
Ref Item Specification UN-Habitat Date Item Name Serial No. Price Nr Asset ID Received Description Origin Dell Inspiron 3542(i7), Intel Core i7 1 Computer ‐ Laptop China 5M6XF32 UNH‐MYA‐IT‐737 USD 749 30‐Mar‐15 4510U‐up to 3.1GHz, 8GB Dell Inspiron 3542(i7), Intel Core i7 2 Computer ‐ Laptop China DL6XF32 MYA‐IT‐738 USD 749 30‐Mar‐15 4510U‐up to 3.1GHz, 8GB Dell Inspiron 3542(i7), Intel Core i7 3 Computer ‐ Laptop China IL6XF32 MYA‐ IT‐739 USD 749 30‐Mar‐15 4510U‐up to 3.1GHz, 8GB 4 Computer monitor 23" Samsung 23C35OH (VGA/HDMI) China 0KKUHTHFA01649Y UNH‐MYA‐IT‐741 142,000 21‐Apr‐15 Fuji Xerox DCM215fw, LED 4 in 1, 5Printer China 454997 UNH‐MYA‐IT‐742 546,500 21‐Apr‐15 Wifi 6Projector Projector In Focus IN‐122a China BNBB44700620 UNH‐MYA‐Off‐740 565,000 24‐Sep‐15 7Hard Disk WD My Passport 1TB HDD China WXC1E2594E5E UNH‐MYA‐Off‐751 81,000 5‐Feb‐16 8Hard Disk WD My Passport 1TB HDD China WXH1E2525TU9 UNH‐MYA‐Off‐756 81,000 5‐Feb‐16 9 Digital Camera CanonPower Shot SX610HS China 38060000618 UNH‐MYA‐Off‐744 273,000 5‐Oct‐15 10 Digital Camera Canon Power Shot SX610HS China 38060000652 UNH‐MYA‐Off‐745 273,000 5‐Oct‐15 11 Sound system Jumboy Sound box and amplifier China GB 8898‐2011 None 97,000 30‐May‐16 General, ASGA09AEC Split type , 1 12 Air conditioner Japan E029748 UNH‐MYA‐Off‐672 450,000 26‐Feb‐ 15 hp General, ASGA09AEC Split type , 1 13 Air conditioner Japan E028557 UNH‐MYA‐Off‐673 450,000 26‐Feb‐15 hp Local/Chin 14 Water cooler Standard (hot & cold) with Cut‐off N/A UNH‐MYA‐Off‐886 135,000 1‐Sep‐15 a 15 Furniture File drawer (Iron) 3 compartments China N/A N/A 136,000 7‐Oct‐15 16 Furniture Wooden book shelf 2'6"x1'6"x5'10" Local N/A UNH‐MYA‐Off‐685 135,000 23‐Mar‐15 17 Furniture Wooden book shelf 2'6"x1'6"x5'10" Local N/A UNH‐MYA‐Off‐885 184,000 3‐Aug‐16 18 Furniture Office Table with drawer China N/A UNH‐MYA‐Off‐674 150,000 20‐Mar‐15 19 Furniture Office Table with drawer China N/A UNH‐MYA‐Off‐6751 150,000 20‐Mar‐15 20 Furniture Office Table with drawer China N/A UNH‐MYA‐Off‐6752 150,000 20‐Mar‐15 21 Furniture Office Table with drawer China N/A UNH‐MYA‐Off‐676 150,000 20‐Mar‐15 22 Furniture Office Table with drawer China N/A UNH‐MYA‐Off‐677 150,000 20‐Mar‐15 23 Furniture Leather Executive chair, Model 303 China N/A UNH‐MYA‐Off‐678 160,000 23‐Mar‐15 24 Furniture Leather Executive chair, Model 303 China N/A476 UNH‐MYA‐Off‐679 160,000 23‐Mar‐15 25 Furniture Leather Executive chair, Model 303 China N/A UNH‐MYA‐Off‐680 160,000 23‐Mar‐15
UNH‐MYA‐Off‐ 23‐Mar‐ 26 Furniture Leather Office chair, OC‐319 China N/A 105,000 681 15 UNH‐MYA‐Off‐ 23‐Mar‐ 27 Furniture Leather Office chair, OC‐319 China N/A 105,000 682 15 UNH‐MYA‐Off‐ 23‐Mar‐ 28 Furniture Leather Office chair, OC‐319 China N/A 105,000 683 15 UNH‐MYA‐Off‐ 23‐Mar‐ 29 Furniture Leather Office chair, OC‐319 China N/A 105,000 684 15 17‐May‐ 30 Furniture Plastic stool Local N/A N/A 2,300 15 17‐May‐ 31 Furniture Plastic stool Local N/A N/A 2,300 15
Verified Drawn up by by Tun Lin Aung Reinhard Skinner Administrative Assistant Team Leader ADB‐CDTA 8456‐MYA ADB‐CDTA 8456‐MYA
Date of Transfer Place of Transfer
Computer ‐ 1 Lenova Ideapad Y580 China CB17348736 UNH‐MYA‐IT‐120 Laptop From other Project
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APPENDIX 30: Status of Ongoing Project Activities at 30th September 2016
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ADB‐CDTA‐8456‐MYA Status of Ongoing Project Activities at 30 th September 2016 Description Deadline Time required Personnel Needs September Monthly Report 07‐Oct Not applicable Team Leader URDI business plan Develop into full business plan owned by 30‐Nov < 2 months Expert who has developed DUHD. Translate into Myanmar BP until now Lao study tour Plan and prepare, accompany, report When DUHD 6 days Expert with knowledge of are available. URDI and Lao training Early centre November? Training evaluations Review and comments on evaluations of Dependent on 2 days Team Leader courses by Quality Control Specialist. when Incorporate into final report. evaluations submitted Training Modules Receive, review, approve, translate. BASIC: 30‐Oct 3‐4 weeks Various consultants ULM (revision), SS (revision), ES (revision), PPI already assigned and (handouts), PPPs (revision) others to identify. Team ADVANCED: ULM (Jack: writing, review, Leader to follow‐up, revision), SUP (handouts), PUII (handouts), ES review, approve. Admin. (revision), SS (writing, approval/ revision). Asst. to arrange translation. Translations Continue translations already started and add 10‐Nov 4 weeks Translation firm already as new module materials are delivered. hired Print and bind for URDI use. USBOPs (city business Advise city teams on preparation of 18‐Nov 6 weeks USBOP consultant plans) resentations and accompany them when presenting to Ministries. Rewrite plans as per comments received from Ministries and ADB. Final Report Self‐explanatory. Incorporate as many outputs Draft by 12 Not applicable Team Leader as possible by that date. October. Final version by 7 November 480
Closing ceremony Logistics, preparation of content, attend 23‐Nov 6 days Team Leader, Admin. Asst. DUHD Habitat III request 07‐Oct 3 days Team Leader Prepare current policy and practice (based on the final 2 question during the Workshop) then follow up action needed. To be used as talking points for Minister at Habitat III (October 17-20)
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Appendix 31: Training offer in Yangon related to urban development and planning
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Organization Training Offer Academic Institutions
1. Yangon Engineering courses and, to a much lesser extent, architecture. Technological Diploma and Master’s in Settlement Planning & Design. University Diploma in Environmental Planning & Management. (Yangon Institute Diploma in Urban Planning and Infrastructure Design. of Technology) Master’s in Urban and Regional Planning.
2. Yangon Institute Economics courses, but also a Department of Geography, of Economics however with no courses closely related to urban management.
3. Mandalay Department of Geography, however with no courses closely University related to urban management.
4. Yadanabon Department of Geography, however with no courses closely University, related to urban management. Mandalay Government In‐Service Training
5. Urban Research Ad hoc training in the fields of construction, engineering, and and urban management, for government staff but sometimes also Development for civil society organisation staff. Institute (URDI) 6. Ministry of Vocational training courses to employees of the Ministry of Construction, Construction on: Engineering workshops; Construction Thuwunna workers; Accounts; Housing; Office; Carpetnry; and Store‐ Training Centre, keeping. Yangon 7. Disaster Established with support of the Myanmar Consortium for Management Capacity Development on Disaster Management – MCCDDM. Training Centre Training courses on disaster management to Ministries, (DMTC), Departments and other institutions at Region/State and lower Hinthada administrative levels. Township, Ayeyarwaddy Region 8. Ministry of The Central Land Records Development Training Centre, Agriculture and Taikkyi Township, Yangon Region, provides ad hoc training Irrigation, the courses in land records (i.e., surveying, geographic information Settlement and systems, adjudication, information technology, data capture of Land Records records)
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Department Until February 2016, it has received support from the Land (SLRD). Administration Management Programme (LAMP).
9. Ministry of Training to its staff on Forestry, Agriculture and Environment Forestry, issues, but not on urban management. Agriculture and Environment Technical and Educational Vocational Training (Government)
10. Ministry of Vocational training for industry and broader job market. Industry’s Received technical assistance from GIZ (2012‐2016). Industrial Training Centre (ITC), Sinde, Bago Division 11. Singapore‐ Opened at the end of 2015, it aims to run 10 courses of six Myanmar months in the areas of hospitality and tourism, electrical skills Vocational and electronics, facilities management and engineering Training Institute services. Technical and Vocational Education and Training (Non‐Government)
12. Centre for Established in late 2012, CESD is an independent and non‐ Economic and political think tank supporting evidence‐based policy making. Social The Centre provides training and education services for key Development institutions and organizations contributing to the ongoing (CESD), Yangon. process of reform in Myanmar, mainly government. Examples of training include policy analysis, monitoring and evaluation of policies and projects, international and media relations, internal auditing, human resources and capacity building.
13. Centre for CVT offers young people in Myanmar qualified and sound Vocational vocational training that responds to the needs of the labour Training (CVT), market. Yangon
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Appendix 32: List of Development Partners involved in urban management in Myanmar
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Development Description Partner
AFD Nothing in the pipeline for Myanmar
http://www.afd.fr/lang/en/home/pays/asie/geo‐asie/birmanie
Asian Proposed: Third Greater Mekong Sub‐region Corridor Towns Development Development Project (water and urban infrastructure development). Bank (ADB)
Approved Nov. 2015: Mandalay Urban Services Improvement Project (MUSIP).
One of its three outputs is the strengthening of urban service management capacity. This will comprehensively cover the areas of strategic urban planning, municipal finance and financial management, urban service operation performance, asset management, and operation and maintenance of the project facilities
Approved June 2014: Yangon Urban Renewal and District Cooling Project. This includes a component for the preservation of the British Burma Railway Company heritage building (1877).
https://www.adb.org/countries/myanmar/main
Asian Nothing is in the pipeline for Myanmar. However, it is interesting that in Infrastructure June 2016 it approved a US$216 million contribution to the National Slum Investment Bank Upgrading Project in Indonesia for the provision of infrastructure to 154 towns and cities. The project includes institutional strengthening and capacity building as well as infrastructure provision. It is co‐funded by the World Bank.
http://euweb.aiib.org/html/2016/PROJECTS_list_0601/114.html
Asian Institute of Starting in September 2016 AIT will be running Master’s courses in Project Technology (AIT) Management at URDI. In 2017 this will include project management in construction.
http://www.masterstudies.com/Master‐of‐Project‐Management‐in‐ Construction/Thailand/Asian‐Institute‐of‐Technology/
Australian Aid There is nothing in the pipeline for Myanmar. (Department of http://dfat.gov.au/geo/myanmar/development‐ Foreign Affairs assistance/Pages/development‐assistance‐in‐myanmar.aspx and Trade, DFAT)
China Only major infrastructure investments are currently operational or in the Government Aid pipeline. Nothing specifically regarding urban management is planned or under discussion for Myanmar.
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http://mm.chineseembassy.org/eng/zmgx/
Canadian Support to Decentralised Governance in Burma Project. This project aims International to promote improved knowledge and understanding of federalism among Development over 20,000 key stakeholders such as government officials, leaders of Agency (CIDA) political parties and ethnic minority groups. Project started in January 2016 and will continue until December 2018.
Activities include: 1) training and technical support to government officials in state and regional administrations to take on new tasks required for implementing decentralization under a federal system; 2) the design and delivery of awareness raising outreach programs on key aspects of federalism for members of the general public and civil society organizations; 3) developing curricula and training materials on decentralization; 4) capacity building of local civil society organizations including training of trainers.
Inclusive Democratic Development in Burma Project. This aims to enhance inclusive democratic development by strengthening citizen engagement, deepening trust and understanding of democratic systems, and building the capacity of communities to participate in their own development. The project targets over 430,000 people. It started in November 2015 and will continue until June 2020.
Activities include: 1) workshops on human rights; 2) supporting publications on key development issues (including environmental protection); 3) multi‐ stakeholder consultations on participatory, community‐based and decentralized health care delivery; 4) training refugees and internally displaced people in entrepreneurship, livelihood skills and democratic governance and 5) supporting small‐scale locally‐initiated projects in Burma to strengthen community capacity to implement development activities using democratic approaches.
http://www.acdi‐ cida.gc.ca/cidaweb/cpo.nsf/fWebCSAZEn?ReadForm&idx=00&CC=MM
Cities Alliance In 2016, through UN‐Habitat / URDI, Cities Alliance has supported the Mapping Yangon: The Untapped Communities project which mapped the city’s informal settlements for use by YCDC’s city planning division. It includes a demographic and livelihood survey. In addition, training modules will be developed to enable replication in other Myanmar cities. http://www.citiesalliance.org/node/5052 Department for The UK’s International Development Minister paid a visit to Myanmar in International September 2016 and visited low‐income neighbourhoods in Yangon. According to the UK Government website DFID seems to be mainly interested in water and sanitation for the poor.
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Development https://www.gov.uk/government/news/international‐development‐ (DFID), UK minister‐rory‐stewart‐concludes‐asia‐visit‐to‐promote‐peace‐security‐and‐ prosperity‐in‐the‐region
German GIZ is supporting Ministry of Industry’s Industrial Training Centre (ITC) in International Sinde in the introduction and implementation of needs‐based vocational Cooperation training, but this is ending in 2016. Nothing else is in the pipeline for Company (GIZ) Myanmar.
https://www.giz.de/en/worldwide/11988.html
Japan In 2014 JICA finished its assistance in creating the Myanmar’s National International Transport Master Plan and the Project for Comprehensive Urban Cooperation Transport Plan of Greater Yangon (YUTRA). Now (as of November 2016) Agency (JICA) YUTRA is being revised with JICA support to take account of new priorities of the present government.
https://www.jica.go.jp/myanmar/english/office/about/cooperation.html
Norwegian NORAD provided the funds to Cities Alliance for the Mapping Yangon: The Agency for Untapped Communities project. It has also supported URDI through Development funding UN‐Habitat implemented projects disaster risk reduction projects. Cooperation It has nothing concrete in the pipeline for Myanmar at present.
(NORAD) http://www.myanmar.norway.info/NorwayMayanmar/DevelopmentCoope ration/#.WChhivnhA2w
Swedish SIDA is funding two main areas of work in Myanmar. The first is International improvement of the rural and urban health systems. The second is Development livelihoods development in mainly rural areas through LIFT (Livelihoods and Cooperation Food Security Trust Fund). It has nothing in the pipeline regarding urban Agency (SIDA) management at present.
http://www.sida.se/English/where‐we‐work/Asia/Myanmar/
SKL International, Has not yet started or even been formally agreed but it seems likely there part of the will be a local government capacity building project partnering with URDI. Swedish http://sklinternational.se/projects Association of Local Authorities and Regions (SALAR)
United Nations UNDP is supporting a Local Governance Project which aims to build the Development institutional capacity of local governments to deliver services efficiently as Programme well as the capacity of civil society organizations to provide community (UNDP) services. This is aimed at rural areas.
http://www.mm.undp.org/content/myanmar/en/home/operations/project s/poverty_reduction/LocalGovernancePillar1/
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World Bank Survey on Household Living Conditions approved Sept. 2016 – May 2018 $670,000
http://www.worldbank.org/en/country/myanmar/projects/all
489 Appendix 33: Lists with participants in basic and advance trainings
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The following table shows number of persons attended in 51 basic trainings and 4 advance trainings.
Basic Training Participants (Persons) from city
Sr City Module Participants
Pathein 9 50 Lashio 8 49 Yangon 9 47 Mandalay 8 53 Mawlamyine 9 29 Monywa 8 41 Total Person ‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 51 269
Advance Training, Participants from Cities
Sr City Participants 1 Pathein 7 2 Lashio 7 3 Yangon 15 4 Mandalay 7 5 Mawlamyine 7 6 Monywa 7 Total Person‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 50
The following table shows participant and their department /section attended in basic and advance trainings. There are total 29 departments / sections were recorded. The department / section names were recorded according to the “Summary of Training Attendance”.
Basic Advance Sr Department (Training. (Training. Basic + Advance (Training x Participant) Participant) Participant)
1 Budget Department 7 7 2 Building Storage Department 2 2 3 Civil Department 1 1 4 DALMS 12 8 20 5 Development Committee 128 128 256 Department of Urbanization and Housing 87 36 123 6 Development
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Basic Advance Sr Department (Training. (Training. Basic + Advance (Training x Participant) Participant) Participant)
7 DWIR 12 32 44 8 Environmental conservation Department 40 32 72 9 Forest Department 51 16 67 10 General Administrative Department 106 40 146 11 Irrigation Department 27 8 35 12 Myanmar Economic Bank 14 14 13 Myanmar Electric Power Enterprise 4 4 14 Ministry of Construction, Region, Township 10 8 18 15 Ministry of construction, Bridge 5 5 16 Ministry of construction, Public Work 3 3 17 Ministry of construction, Road 77 32 109 18 Planning Department 87 48 135 19 Railway Department 6 6 20 Myanmar Red Cross 3 3 21 Revenue Department 7 7 22 Road Transport Department 3 3 23 Settlement Department, Upper Burma 1 1 24 Survey and Land Record Department 5 5 25 Transportation Department 5 5 26 Volunteer, LNGO 2 2 Volunteer, Development Supporting 27 Committee 59 8 67 28 Water Resources Management Department 20 20
29 Water Resource Utilization Department 10 0 10
Total Participants ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 794 396 1190
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The following table shows number of basic trainings and implemented dates.
Basic Training and Implemented Dates
Sr Modules Pathein Lashio Yangon Mandalay Mawlamyine Monywa
1 Environmental Safeguards 13‐Oct‐15 23‐Dec‐15 30‐Dec‐15 19‐Nov‐15 27‐Oct‐15 28‐Oct‐15 2 Financing for Urban Development 27‐Jul‐15 8‐Sep‐15 11‐Aug‐15 22‐Sep‐15 15‐Sep‐15 3‐Aug‐15 3 operation and maintenance 23‐Feb‐16 8‐Dec‐15 8‐Sep‐15 16‐Nov‐15 23‐Nov‐15 6‐Oct‐15 4 Procurement 5‐Jan‐16 19‐Jan‐16 21‐Dec‐15 2‐Feb‐16 8‐Dec‐15 17‐Nov‐15 5 Project Implementation 29‐Apr‐16 26‐Apr‐16 29‐Apr‐16 26‐Apr‐16 29‐Apr‐16 19‐Nov‐15 6 Social Safeguards 24‐Mar‐16 21‐Apr‐16 3‐Nov‐15 21‐Mar‐16 24‐Mar‐16 21‐Apr‐16 7 Strategic Urban Planning 25‐Apr‐16 5‐Apr‐16 25‐Apr‐16 5‐Apr‐16 25‐Apr‐16 5‐Apr‐16 8 Urban Infrastructure Investment 11‐Jul‐15 11‐Aug‐15 6‐Oct‐15 28‐Oct‐15 17‐Aug‐15 18‐Aug‐15 9 Urban Land Management 3‐Aug‐15 17‐Nov‐15 20‐Oct‐15 6‐Oct‐15 22‐Sep‐15 8‐Sep‐15 10 Public Private Partnerships 17‐Nov‐15 20‐Jul‐15 21‐Oct‐15 Nil Nil Nil
Basic Trainings (Module) Held in Each City
Total Sr Module Training Lashio Yangon Pathein
Monywa Held Mandalay Mawlamyine 1 PPP 1 1 0 0 0 0 2 2 Urban Land Management 1 1 1 1 1 0 5 3 Strategic Urban Planning 1 1 1 1 1 1 6 4 Procurement and Project Implementation 1 0 0 0 0 0 1 5 Urban Infrastructure Investments 1 1 1 0 1 1 5 6 Social Safeguards 1 0 1 1 1 1 5 7 Procurement 0 1 1 1 1 1 5 8 Project Implementation 0 0 1 1 1 1 4 9 Operations & Maintenance 1 1 1 1 1 1 6 10 Financing for Urban Development 1 1 1 1 1 1 6 11 Environmental Safeguards 1 1 1 1 1 1 6 9 8 9 8 9 8 51
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The following shows the basic and advance trainings participants from cities, participants that attended both basic and advance trainings, and participants that attended advance training only.
Basic Advance Basic & Advance New or W/O Sr City Training Training Both Basic Training Participants Participants Participants Participants 1 Pathein 50 7 6 1 2 Lashio 49 7 7 0 3 Yangon 47 15 10 5 4 Mandalay 53 7 4 3 5 Mawlamyine 29 7 7 0 6 Monywa 41 7 7 0 269 50 41 9
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Appendix 34: Urban Service Business Operational Plan (USBOP)
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Urban Services Business Operation Plan (USBOP)
1.0 Introduction
TA‐8456: Transformation of Urban Management Project appears to have been formulated based on some of the concepts developed by the Asian Development Bank in the recent past for development of urban economies as a key for national economic development. Two of such important concepts are; (i) City Competitiveness and Governance, and (ii) Cluster based urban development. Both these concepts advocate paradigm shift of the role of the cities from the traditional role of a service provider to its hinterlands to modern business oriented role so as to create thriving urban economies as a pre‐ requisite for national economic development.
Selection of nine training modules to provide the participants with a comprehensive knowledge of the aforementioned new thinking on the urban planning and management and to end the project with the preparation of urban services business operation plans were the key outcomes of the project formulation.
2.0 What is Business Operation Services Plan?
The first step of preparation of the Urban Services Business Operation Plan was to understand what it is? Business plans are the key documents in the corporate sector that guide how to run their business more profitably. A company needs to understand how to improve its product/service to satisfy the clients, how to exist in the competitive market and to achieve its estimated profits and long‐term business objectives.
The business plan of a company consists of the business focus, vision (setting the future orientation), mission ‐ defining the business, SWOT analysis, market analysis, business strategy, marketing plan and business operations plan and financial plan, etc. Thus “Business Operations Plan” is one component of the Business Plan” itself.
The Business Operation Services Plan consists of activities related to operating the “Business” as defined in the “Business Plan.” Thus before preparing the “Business Operation Services Plan,” it is necessary to prepare a “Business Plan” as “Business Operation Services Plan” is a component of the “Business Plan.”
3.0 Relationship with Urban Development
3.1 Why a city needs a business plan?
Cities are considered to be “Engines of National Economic Development.” Their traditional roles as just service centers to their rural hinterlands have changed fast and dramatically, and now they have become growth poles of the national economies. To make the “Engine” functions efficiently, new tools and instruments are needed. The tools (the plans) that existed before for city planning (i.e. Master Plans, Physical Plans, Structure Plans) are no longer suitable for preparation of urban development plans to face the current challenges primarily because of their departure from “business orientation.” Cities need to be run as business ventures so as to optimize their efficiency as engines of national economic development and to be competitive in a “competitive global business environment.”
3.2 Strategic Urban Planning
Different people define “Strategic Urban Planning” within different perspectives. One group of thought defines it as a “Participatory Process” where citizen’s participation in the plan preparation
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becomes the fundamental principle. (Participatory aspect obviously is one of the main considerations of strategic planning process but not the only consideration)
Hemantha K. Jayasundera, International Urban Finance and Management Expert of the project, defined strategic planning as a “business plan for the city.” Thus before preparation of urban services business operation plans, it was necessary for preparation of “Business Plans” (Strategic Urban Development Plan) for the project cities as “Urban Services Business Operation Plan” is a component of the “Business Plan”. However, none of the six project cities/towns had strategic urban development plans. In the absence of strategic urban development plans (or city business plans), preparation of urban services business operation plans became somewhat questionable.
3.3 Planning Process for USBOP
To overcome the issue of the absence of city business plans (strategic urban development plans), a strategy was worked out to integrate some of the strategic planning principles into the USBOP. Accordingly the first step of preparation of USBOP, a planning process was development (Figure1),
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Figure1: USBOP Planning Process
4.0 Developing USBOPs for Six Project Cities
4.1 Introduction
During the implementation of the two main project components (conducting nine training modules at basic and advanced levels), the following drawbacks/problems in the local government management system were encountered.
. The project cities were understaffed and that the senior staff (who participated in the training programs) were too busy with day to day office activities. Most of them are multitasked people and in most of the instances had to carry out the duties of two‐three people. Therefore although they were eager to undergo the training program, it was too difficult to find time for extra work related to training. . The bureaucratic system was too restrictive and that some participants were suddenly called back during the training period to attend to some other work. . Collection of relevant information was a too difficult task, either they were not readily available or not made available due to the bureaucratic restrictions, or scattered or not available in the English language. . Knowledge of English was poor.
4.2 Implementation of the Planning process
The following actions were taken to implement the preparation of USBOP based on the planning process illustrated in Figure 1.
4.2.1 Stage One – Commencement – Establishment of Project Management Units (PMU at every city.
The assistance of the Department of Housing and Urban Development (DHUD) was obtained for the establishment of PMUs. The project provided the guidelines for selection of the members as;
(i) The Team should consist not more than eight members (ii) They should represent, all the finance, public health, engineering and planning divisions (iii) A team leader acceptable to the city council should be nominated (iv) Should be able to contribute adequate time for preparation of the USBOP
Accordingly, DHUD established PMUs at all the project towns. Four cities selected solid waste management and two water supply for the business operation plan.
4.2.2 Stage Two – Overall Understanding and Database Development
Overall Understanding‐ Finance and Urban Services Expert conducted a training program to all the PMUs – one full day program for water supply teams and one full day program for solid waste management teams. The following are important elements of the training program;
(i) A handbook describing how to prepare the USBOP (ii) Handouts providing guidance (iii) Reference materials illustrating best practices and understanding the business orientation of urban services
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Database Development – To overcome the issues related to the development of the database through PMUs, the project engaged an NGO called GRET for database development. GRET was guided in the following way;
(i) A detailed TOR was issued together with the contract agreement (ii) Two data collection templates – one for solid waste and one for water supply was provided. Two discussions were held with GRET to finalize the template. (iii) The person in charge of database development was invited to participate in the training program to get the full knowledge of the USBOP, which would help him to develop the database according to the USBOP requirement. (iv) The developed database reports were distributed among the members of the USB
4.2.3 Stage Three (Establishing the foundation) and Stage Four (Road Map)
These two stages consist of the USBOP. Having provided the training, database and handbook the project teams were expected to write the USBOP reports. However, the was nil. The USBOP teams could not write the reports.
To further guide them, an “Easy Guide” was prepared and sent to the project teams. The progress was still nil.
Finally, it was decided for the Expert to work with the teams to prepare the USBOP. Accordingly, the Urban Finance and Urban Services Expert spent two days with every project team in their project towns and assisted them in preparing the report.
4.2.4 Stage Five – Implementation
It was not necessary to undertake the stage five as USNOPs had to be approved before the implementation.
5.0 Outcomes
5.1 Teams of Mawalyine and Lashio cities had selected water supply for their USBOPs. Mawlamyine already had three projects. Two projects with the assistance of ADB and JICA which were under implementation. The third project was a PPP for which an agreement had been signed with a Thai developer. Therefore USBOP for Mawlamyine was prepared considering strengthening the loan servicing ability of the TDC. Lashio although had adequate water resources, they were under severe threat due to encroachments of the water catchment area by villagers for agriculture. Further, the water sources were owned by different institutions. Thus integrated water resources management was a priority for Lashio.
5.2 Teams of other four cities selected solid waste management for their USBOP. One interesting feature was that all the four cities had resource recovery systems carried out by informal sector and private sector without the intervention of the public sector, creating a large number of job opportunities to low‐income people. USBOP highlighted the necessity for strengthening the existing value chain of resource recovery process.
6.0 Future Actions/learning outcomes.
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6.1 USBOPs are prepared by teams consisting of a minimum of six experts, consuming about six months. Thus preparation of USBOPs under the transformation of urban management project, by the teams in the six project cities, without having any prior experience and expertise in all the required fields, within a short period of two months can be considered a great success. However, some of the components of the USBOPs need to be improved for implementation. i.e. Institutional strengthening to provide the business orientation, estimation of cost and income and financial appraisals. To carry out a proper financial appraisal at least two days are required, particularly to develop cost and income rationally.
6.2 The preparation and implementation of USBOPs become more successful when the respective cities have strategic urban development plans/business plans. Preparation of USBOPs in isolation for a selected service is not that rational. Therefore, preparation of strategic urban development plans/city business plans is a pre‐requisite.
6.3 Successful implementation of already prepared USBOPS largely depends on the implementation of policies at both national and regional level. i.e. (i) Integrated water resources management. (ii) Development of organic fertilizer. (all the solid waste management USBOP teams worked on composting of organic waste as a good alternative for Myanmar’s heavy dependence on imported fertilizer. Research is needed to improve the nutrient content of compost, requiring national policies and strategies of organic waste management.
6.4 The final presentation of the USBOPs to the representatives of the relevant national government institutions on 15th November was a successful event. The comments provided by the representatives were complimentary. However, the plans now need to go through the approval process from the city level, regional level, and national level.
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