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HomeHyderabadGHMC comes up with new approach to address Garbage Vulnerable Points

GHMC comes up with new approach to address Garbage Vulnerable Points

The Greater Hyderabad Municipal Corporation (GHMC), which has been attempting various strategies to eliminate the city’s Garbage Vulnerable Points (GVPs), has now proposed a new approach to the problem.

A total of 2,451 GVPs have been identified throughout the city, and the GHMC has delegated responsibility for keeping these areas clean to 935 sanitation workers.

The civic body has decided to penalize sanitation workers who fail to clean up their assigned garbage points. It was also decided that from 8.30 a.m. to 9 a.m., the staff would upload the status of GVPs to the mobile app.

A number of related initiatives, such as an information, education, and communication (IEC) campaign, setting up 1,000-litre capacity litter bins at selected commercial establishments and levying penalties on commercial establishments littering public places.

The GHMC has also appointed 292 Swachha Sathis in each of its 30 circles, with each Swachha Sathi overseeing approximately ten GVPs. Meanwhile, plans were being developed to establish exclusive street vending zones in various parts of the city in order to keep the city clean.

To ensure that the GVP elimination plan is carried out successfully, the GHMC has established timings for garbage collection at GVPs. The GHMC staff or the concessionaire for the Integrated Municipal Solid Waste Management Project, Hyderabad Integrated MSW Ltd, or the Swachh Auto Tippers (SATs), should ensure that the GVP is clean before 9 a.m.

“If there is a delay in lifting garbage, we will deploy private vehicles and the charges will be collected from the agency/SATs owners responsible for clearing it,” said a GHMC official.

The Administrative Staff College of India (ASCI) made some of these recommendations to eliminate GVPs after assessing the root cause of GVPs and infrastructure gaps in a study that covered several residential and commercial areas.

 

 

 

 

 

 

 

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