Report of the

Management
Committee
At AGM 2009-10

11 July, 2010

Clover Watergarden Cooperative Housing Society Ltd

Reg. No. PNA/PNA(2)/HSG/(TC)/5370/2001
Central Avenue, Road No. 7, Plot No. 69
Kalyaninagar, Pune 411006
Clover Watergarden Cooperative Housing Society –
The journey so far
Dear Members,

It is a pleasure to present this Annual Report on behalf of the Management

Committee of Clover Watergarden Co-operative Housing Society Ltd for the
year 2009-2010.
Let me begin with a toast to the tireless efforts put in by the Management
Team of 2004 under the leadership of Dipankar Sanyal during its tenure
spanning years 2004 to 2009. Every member of this team made significant
contributions to the management of this excellent society and the fledgling
society went from strength to strength. This team also conducted a
successful election in December 2009 so that baton could be passed on to a
new team as per rules.
So, a big thanks on behalf of all the society members to team of 2004 -
Dipankar Sanyal, Bishakha Ghosh, Tapan Chatterjee, Arvind Madgavkar, K
Ranganathan, Shashi Talwar, Komal Khilnani, Arun Puri, Romil Kulshreshtha,
Vijay Kumar, Tushar Mehta, Bhandari, Kothari and Nair.
Equally, if not more, tireless have been the efforts of various sub-
committees, i.e. Housekeeping (Mala Shah, Shruta Sohoni, Merchant,
Madgavkar, Preeta Arora, Priscilla Kutty, Rajul Mehta), Waste Management
(Padma Srinivas, Komal Khilnani, Faridani, Kanchan Deshpande, Komal
Khilnani, Merchant), Gardening (Bhandari, Shruta Sohoni), Security (N D
Salwan, Shashi Talwar, Romil Kulshreshtha), Water Management (Padma
Srinivas, Pranay Shah, K Ranganathan, Romil Kulshreshtha)and Lifts (Arun
Puri, Gautam Dawani, Pranay Shah, Romil Kulshreshtha).
I take this opportunity to re-announce the Management Committee Team of
2010 (Romil Kulshreshtha, K Ranganathan, Mala Shah, N D Salwan, Preeta
Arora, Priscilla Kutty, Ravindra Kumar, Akshay Rao and Shruta Sohoni). All the
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sub-committees have been re-constituted retaining most of the existing
members.
Managing a CHS is a continuous activity. Different persons at different points
of time join the effort, make their contribution and make a difference. If
Clover Watergarden CHS is livable place today the credit goes to numerous
members who have worked to make it so. Let me take this opportunity to
applaud the efforts of the members of various sub-committees as well as
staff in making CWGCHS a good place to live.

NEW MEMBERS – WELCOME ABOARD

We have new owner members in the Society. I take this opportunity to
welcome Col V K Sethi, Mr Faridani, Mr J J Patel, Mr Samir Gandhi, Mr S R
Kothari and encourage them to be active and participating members.
Similarly, there have been a number of new tenant members in the society.
They have all been provided orientation information by both Management
Committee as well as Housekeeping Sub-committee.

VISION FOR FUTURE

My colleagues in the Management Committee have tried to visualize a slew
of better things for the Society in future. This document draws key
information from that vision and a separate presentation would provide
greater insight into this vision. I would like to see that this thought process is
further strengthened with wider participation of all the stakeholders in days
and weeks to come.

A budgetary outline of some of the capital intensive projects is given at the

end of the report. I request the General Body to give its approval so that
action on ground may start.

Let me now draw your attention to some specific issues which need to be
highlighted:
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FINANCIAL MANAGEMENT
Mr K Ranganathan has been making a continuous effort to streamline the
management of financial process. These have been yielding good results as is
evident from enclosed Financial Summary and Auditor’s Reports.
Even though the cost of everything has been going up on account of inflation
and increased cost of services, in view of high burden of outgoings towards
the Lift Renovation Project, we have decided not to hike the maintenance
charges during fiscal 2010-2011. The budgeting activity has also been aligned
with the Financial Year, i.e. April to March, by presenting the budget to the
members in the month of March 2010.
Our committee members and staff have been sensitive to operational costs
in the society. This reflects in the financial summaries annexed to this report.

LIFT RENOVATION PROJECT

The AGM 2009 had resolved to implement second phase of lift renovation
project after reviewing the costs and conclusions of first phase and also
evaluating option of installing new lifts in second phase. This AGM mandated
collection of additional Rs 40,000.00 per flat in four equal quarterly
installments. The findings of the Sub-committee had been presented to EGM
in January 2010 where it was resolved that renovated lifts would serve the
purpose adequately.
Members had been presented bills for two installments of Rs 10,000 each in
accordance with the resolution of AGM 2009. In view of position of funds in
the Lifts Renovation Account and projected outlay, your Management
Committee has decided to indefinitely postpone the raising of bills of
remaining two installments.
Lift Renovation has been a complex project involving a projected outlay
between Rs 1 Cr and 1.5 Cr. The Lifts Sub-committee and Management

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Committee have walked a tight rope while executing it. Stellar efforts have
been put in by Arun Puri, Pranay Shah, and Gautam Dawani.
As things stand, the implementation has evolved along the guidance of EGM
2008 with a few diversions and course corrections in between, i.e., Safety,
Functionality, and Low-cost. The developments have been regularly shared
with the members. The work is in progress and is expected to be completed
by end July 2010.
We are planning to provide a sensible service for helping residents with their
material movement needs, which have not been permitted so far. We
propose to allow members to carry goods up to a certain weight and size in
one designated lift in each building, under the supervision of a Security
Guard, and with prior arrangement with the Society Manager.

HOUSE KEEPING SERVICES

Following tasks were successfully accomplished by the Housekeeping Sub
Committee during the year 2009-2010.

1) Change of ‘Housekeeping Contract’: Considering the increase in the cost

with S.S. Cleaning Services; Mr. Ranganathan and Mr. Kulshreshtha suggested
that housekeeping subcommittee should look for some alternatives. Many
agencies were interviewed and finally with the help of the managing
committee it was decided to hire the housekeeping staff in-house, then
belonging to S.S Cleaning Services. This has cut down the overall cost of CWG
housekeeping even though each of the housekeeping staff has received at
least Rs.500 pay hike. Current staff of 11 includes 8 Housekeepers, a
Gardener, a helper to the gardener and a Supervisor.

2) Cleaning Supplies: Stocking and Inventory of the cleaning supplies is done

in house with the help of our Manager, Mr. Rajagopalan. Uniform of the
housekeeping staff is now given by CWG.

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3) Cleaning Schedule: A ‘Cleaning Calendar’ is now given to the housekeeping
supervisor by the subcommittee which includes a detailed schedule of the
daily cleaning, deep cleaning and washing of the buildings/club
house/parking/ramp and the outside compound area. This has avoided
confusion and increased clarity as far as their routine work is concerned.

4) New Residents: Housekeeping Subcommittee interviews and welcomes all

the new residents coming to our society. They explain them all the rules and
regulation to be followed including garbage segregation, collection method
and time for collection.

5) Important Phone Numbers: Housekeeping Subcommittee has tabulated all

the important phone numbers; required by all the residents. The list is on the
notice board (one in each building) and is also handed over to the new comer
to our society.

6) Cycle Stands: Cycle Stands were purchased and put in place to tidy up the
lobby and the parking area.

7) Orion/Manager’s Office Organization: With lots of effort; Orion office as

well as manager’s office were organized and cleaned up. Orion Room is now
also used by our housekeeping staff. There are two rooms and two toilets for
male staff such as drivers (one in first building and one in fifth building); and
one room and one toilet for female staff.

8) Event Planning: This subcommittee has organized various fun filled

activities like Magic show, Christmas Party, Diwali Party for Children of CWG.
They also arranged for a swimming coach for children during summer. Ladies
lunches and family dinners also have been organized by the housekeeping
subcommittee.

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Security
Mr. N D Salwan deserves a round of applause for deft handling of security
matters, including the arrangement of a security guard for the wicket gate on
Road 7.
Switching to the previous Security agency – M/s Om Enterprises, from Akal
Security has yielded expected improvements and this agency has completed
two years. Revision of their contract has been due for some time and has
been successfully renegotiated keeping the increase in cost within limits set
out in budget estimates.
The boundary fencing behind building 5 has been raised to secure that part of
our boundary against possible incursions.
Speed breakers have been installed at critical locations to ensure compliance
with speed limits within the campus. Efforts made by M/s Akshay Rao, N D
Salwan and Mala Shah need special mention in this regard. Norms of
escalation of cases of violation of various rules are being put in place and are
sought to be taken on record.
There will be a need to upgrade the fencing along Road 7 and possibly along
South Main (River Side) Road on account of rampant drug peddling and other
objectionable traffic. Budgetary provision is sought to be made towards this
capital expenditure.
It is important to note that the cost constraints make it necessary for us to
operate with barely enough security staff. There is a need to resort to
electronic surveillance means for additional security as well as to serve as
force multiplier. A budgetary provision of Rs 1 Lakh is sought to be made
towards this as well.

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MAINTENANCE AND UPGRADATION
Clover Watergarden complex came up in the year 2000 and many of its parts
need replacement or repair to ensure that there is no sudden collapse of
services or facilities. A list of projects both completed and proposed is as
follows:
• Arresting the leakage in Skylights on all terraces (15 Skylights in total)
• Speed Breakers to reduce over speeding
• Provision of 4 doors on the terrace of the Club House so that
possibility of accidents involving adventurous kids is reduced
• Raising of compound wall behind building 5
• Installing a fencing panel in the swimming pool boundary gap
• Paving the kutchcha area around the Swimming Pool so that the mud
contained therein does not find its way into the pool
• Installing protective broken glass lining for four of the bio-
composting pits
• Providing a 3 feet wide concrete passage and approach ramp for bio-
compost pits for easy movement of the waste collection trolleys
• Removal of a rain tree which had caused lot of damage to the
concrete drive way and was threatening building 2
• The Lightening Arrestors of all the buildings have been found to be
defunct. This is being rectified.
• All available technical drawings received from the builder as part of
Conveyance process (A1-NS Size) have been scanned and stored in a
digital form. It is proposed to convert all the title deeds and similar
important documents to digital format as well.

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 • Renovation of interior of properties for whatever reason is always a
cause of discomfort to the owners as well as neighbors. Damages
have to be penalized and nuisance is taken note of and strongly
sought to be avoided. For the inevitable debris, often a source of
confrontation, we have devised a facility which can be availed as per
laid down terms and conditions.
• We strongly feel that easy availability of actionable information in
the hands of all those who have to take action (staff, committee and
sub-committee members, vendors etc) will go a long way in fulfilling
the needs of residents and computerization of this is most desirable.
• The plot on which Society stands continues to be in the name of
Ganga Jamuna Co-operative Housing Society in land records as well
as Property Tax records. This situation needs urgent attention.

CHILDREN’S PLAY AREA PROJECT

As mandated by AGM 2009, steps were supposed to be taken to renovate the
playground by installing tall protective mesh so that the children may play
different games in that area without the fear of interference and accident on
driveways. As a result there has been a need for creating suitable space for
small children’s outdoor activities due to loss of their play facilities. A few
proposals for repurposing the children’s pool (defunct for past three years)
and adjacent Lily ponds have been studied and it is proposed to make a
budgetary provision of Rs 5 Lakhs for implementing the same. This is in
addition to the budget allocation of Rs 2 Lakhs already in place for the
playground fencing project passed in AGM 2009.

INTERCOM, CCTV, AND SERVICES MANAGEMENT

At present, there is a basic weakness in our Intercom system. Some of our
members use an intercom service from Orion (30%), while some use free

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Airtel service (17%) and the remaining have no intercom service. This makes
visitor management impossible.
When disputes arise on account of reported violations of society rules,
absence of hard evidence causes the violations to go un-challenged. Since
management committee is not omnipresent any observations or reports
about security often remain inadequately resolved. This could encourage
miscreant elements and at the same time dishearten people who are inclined
to follow rules framed by the society.
We have considered the possibility of installing a modern data-
communication backbone using Internet Protocol (IP) so that Intercom, Video
Surveillance, Service Calls Management and Service Delivery, and Intranet
based information portal may be implemented with it. The cost of such a
backbone will be Rs 4 Lakhs. It will allow facilities other than intercom, such
as CCTV to be added with highly seamless interfaces.

WASTE MANAGEMENT AND CONSERVATION

Members of the society have shown exemplary spirit by achieving high
compliance of waste segregation policies. Very substantial efforts have been
made by the Waste Management Sub-committee in this regard. Substantial
help and guidance has been available from Mrs. Sheila Christian on the
matter of Bio-composting facility. At present, the waste management
facilities cover about 700 sq ft area. The compost is harvested when a lot of it
has piled up, calling for panic disposal since neither storage nor commercial
arrangements are in place.
Learning from the experience of June 2009 when no place was available for
depositing wet waste of the society for about two weeks, we have
implemented some changes in the operations of bio-composting pits with a
view to have better control on harvesting of ready manure, and assured
availability of pits to dispose the daily generated wet waste. The disposal of
garden waste however remains a big headache and an eyesore.
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Alternatives such as Bio-gas and Organic Waste Converter (OWC) have been
considered as substitutes for process in place. It has been found that OWC,
though expensive, has a foot print of about 250 sq ft, and a precisely defined
output rate. It is eminently presentable as can be seen from Mercedes Benz
India photographs elsewhere in this report. It is capable of handling the
garden waste which has become a nuisance. It also ensures totally odor free
and hygienic storage system. OWC based facilities at Mercedes Benz India Ltd
and IUCAA Residential Campus in Pune have been studied. It is felt that
installing OWC based Waste Management would provide a systemic solution
to our needs and a budgetary provision of Rs 7.5 Lakh is sought towards the
same. We hope that this system would also restore the playground to its past
glory.
The Society had invested about Rs 1 Lakh in installing a Rain Water
Harvesting (RWH) system for terrace runoff in Building 3 and 4 in the year
2005. It is necessary to re-assess its efficacy before extending it to other
buildings. There has been an attractive tax incentive from Pune Municipal
Corporation for properties where RWH has been installed. There is a need to
examine if the flats in these two buildings could qualify for this incentive.
After that we could extend this system to other buildings. It may be
necessary to drill additional bore wells to be used as recharge conduits for
the additional building’s terrace runoff. That is not a huge cost in itself.
We had carried out detailed investigation regarding a bore well water
filtration plant with M/s Thermax, Pune during 2009. We got an indication
that a filtration plant suitable for emergency water processing needs may
cost at least Rs 8 to 12 Lakh as opposed to the approved budget of Rs 3 Lakh.
As mentioned before, we propose to make investment in drilling two new
250 ft bore wells for protecting supply of bore well water for emergencies, as
well as for integration with rain water fed ground water recharge projects to
be extended to remaining three buildings.

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We have investigated application of Solar Energy for our society. M/s Tata BP
Solar and Reliance Solar have been approached in this regard and our
understanding is as follows:
1. Based on current energy prices in Pune, the payback period of solar
energy based lighting systems is about 25 years. This may be
acceptable for taxpaying entities that may be able to depreciate the
equipment over 4-5 years.
2. We need 100kWP Solar PV Capacity to support approximately 200 x
22 watt CFLs deployed in the campus. The installation cost of each
1kWP capacity is Rs 3 Lakh. This means Rs 3 Crores for the entire
lighting needs of common areas.
3. A 22 watt LED Streetlight based on solar energy costs Rs 55,000. At
present prices, the cost of electricity to operate such a light for one
year with CFL is Rs 700.
4. There are practical problems involved in installing an average of 24
solar water heaters on the terraces and connecting them to as many
flats in the building. The cost of 24 solar water heaters will be about
Rs 18 Lakh and the plumbing and modifications may (or may not) cost
another Rs 12 Lakh.
We use 11 watt CFLs for street lighting and its illumination is found to be
inadequate. It is felt that 36 watt luminaries may be able to provide desirable
illumination. We could consider LED substitute at this juncture if the payback
period is up to five years.
While we do wish to upgrade and implement serious measures for
conservation of Water and Energy resources, we are following a policy of
committing investments only after reaching a state of maturity in these ideas.
I recommend that the Sub-committees looking into these matters may re-
apply themselves very vigorously as they make their recommendations.

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COMMUNICATIONS
Ours is a large society. More hands would certainly help achieve higher
standards in communications, maintenance, facility augmentation, and
community life. We are proposing to build a web portal so that residents may
be able to access key information and documents from anywhere in world
and stay connected in a very cost effective and meaningful manner.
Lack of suitable space for community get-togethers has been a matter of
regular frustration. In fact all facilities which need space are either absent or
have a rather symbolic presence in our campus. There are two approaches to
handle this problem – one: try organizing events regardless of the nature and
quality of facilities; two: examine the records of our property and find out if
some common areas could legally be converted for such use and develop a
feasibility report for the same.
Finally a big thanks to all members, colleagues in the Management
Committee, Sub-committees, and office staff for being there and helping.

Romil Kulshreshtha
Chairman, Clover Watergarden Housing Cooperative Society Ltd
Pune, June 2010

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A NOTE ON FINANCIAL STATEMENTS
FINANCIAL PERFORMANCE
The Income and Expenditure statements for the year 2009-10 shows a loss of Rs
3.68 lakhs after setting apart Rs 7.5 lakhs towards Repair and Renewal fund and
another Rs 2.5 lakhs towards Sinking Fund. This loss is mainly due to expenses of
Non routine in nature. The society had paid last year Rs 2.92 lakhs to MSEDCL as
arrears for the period 2004-05 and this is being written off this year. Besides the
Society had to pay Rs 1.76 lakhs to Asian Elevators for renovation work started
by them in 2007 - 2008. The bill was received late, though an advance had been
paid to them earlier. This amount also is being written off this year. But for these
two items totaling Rs 4.71 lakhs the Accounts of the society would have shown a
surplus of about Rs 1.0 lakh. An amount of Rs1.14 lakh has also been spent on
waterproofing of external walls of the Society.

The Reserves and surplus has increased by Rs 13.2 lakhs during the year 2009-20,
the Reserves increasing from Rs 51.1 lakhs to Rs 64.6 lakhs. After adjusting the
excess of expenditure over income this year and that in the past the net surplus
would be Rs 58.71 lakhs. All these are without considering the Lift Renovation
Account and the interest earned in this account.

The collection of maintenance charges from the members is good and as on 31st
March 2010 only 2 members have dues for one quarter . This amount also has
subsequently been collected.

COMPARISION OF EXPENSES
A comparison of expenses for the year with that of the previous year shows the
following.

• The water charges have come down substantially from Rs 4.24 lakhs in
2009-09 to Rs 0.70 lakhs in this year. An amount of Rs 1.86 lakhs was
incurred during the previous year, for augmenting the water supply and

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 this investment has more than repaid itself, the money invested having
been recovered in less than 6 months.
• The amount spent on purchase of power from MSEDCL has increased
substantially from 3.70 lakhs to Rs 5.43 lakhs, an increase of Rs 1.73
lakhs. This is due to the combined effect of additional power consumed
and an increase in rate of power . The power purchase has increase from
about 70000 units to about 88000 units mainly due to increased power
consumed by lifts , probably due to use of welding for renovation of lifts
and reduced use of generator power. The overall cost of power has also
increased from Rs 5.3 per unit to Rs 6.1 per unit. However the amount
spent on Diesel has come down by about Rs 90,000, to a certain extent
due to interlinking of transformers.
• The salaries have gone up by about Rs 50000 due to salary revision for
the staff.
• There has been a reduction in the amount spent on repairs and
maintenance by about Rs 70000.

LIFT RENOVATION ACCOUNT

The lift Renovation Account as on 31st March 2010 stands as under.
Amount collected Rs 75.20 lakhs
Interest earned Rs 2.62 lakhs
Amount spent Rs 32.37 lakhs
Balance Rs 45.45 lakhs
Dues from members Rs 0.80 lakhs

Once the existing planned renovation work is completed a surplus of about

Rs 16 lakhs is expected as under.
Collection from members Rs 75.90 lakhs
Interest earned and accruable Rs 2.87 lakhs
Total Rs 78.77 lakhs
Cost of Renovation Rs 62.50 lakhs
Surplus expected Rs 16.27 lakhs

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BUDGET FOR 2010-2011
A tentative Budget for 2010-11 was prepared earlier before finalization of
accounts for the year 2009-10. The budget needs a slight revision and the details
are presented in a tabular form along with the actuals for the 2 years 2008-09
and 2009-10.
Rs in Lakhs
Expenditure Head Actual Actual Budget Budget 2010-
2008-09 2009-10 2010-11 11 Revised
Security 9.32 9.41 9.95 9.95
House keeping 5.76 5.64 6.00 6.75
Electrical / Diesel 5.12 5.94 5.50 5.50
Staff salaries 3.86 .72 4.75 4.20
Lift maintenance 1.50 3.05 3.00 3.50
Repair / maintenance 5.28 4.74 4.50 4.50
Water 4.24 0.70 1.00 1.00
Insurance 0.58 0.67 0.68 0.68
Other Expenses 2.06 2.17 2.00 2.30
Depreciation 0.33 0.48 0.30 0.48
TOTAL 38.05 @37.52 37.68 38.86
Income
Maintenance charges 35.43 35.14 34.98 34.98
Interest income 1.99 3.29 3.60 3.85
Miscellaneous 2.08 1.26 0.75 0.75
Total Receipts 39.50 39.69 37.68 39.55
Excess of income
Over expenditure 1.45 2.07 1.65 0.69
@ Excludes extraordinary expenses.
NOTE. Income excludes provision made for Repair and Maintenance Fund and
Sinking fund amounting to Rs 7.5 lakhs ad Rs 2.5 lakhs respectively.
It is seen that the society will be able to manage within the budgeted income and
earn a marginal surplus. This is without considering the provision made for Repair
Maintenance Fund (Rs 7.50 Lakhs), Rs 2.50 lakhs towards Sinking fund and without
considering Income earned on Sinking Fund and Share transfer premium income, The
income from these for the year 2009-10 was Rs 1.2 lakhs and 1.75 lakhs respectively.

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ESTIMATE OF FINANCIAL REQUIRMENTSFOR SOME OF THE
PROPOSALS OF VISION PLAN
1. OWC PLANT
Composting machine Rs 3.90 lakhs
Double curing System Rs 1.49 lakhs
Shredder for twigs and leaves Rs 1.95 lakhs
Others Rs 0.20 lakhs
Total Rs 7.54 lakhs.
Cost of operation
Power 6 HP 45 minutes per day 4 units per day
Cost of power Rs 8000 per year
Culture (one gram per kg ) Rs 10000 per year
Total cost Rs 18,000 per year
Possible benefits
Compost that can be produced 75 kg per day
Sale price in the market Rs 20 per kg

Assuming 50 kg is sold on the average per day at a minimum price of Rs 10

per kg, an amount of Rs 500 per day can be realized. This works out to Rs
1.75 lakhs per year.
2. Rain Water harvesting
Digging two Bore wells Rs 0.80 lakh
Facilities for collecting waste- pipe fittings Rs 1.20 lakh
Total Rs 2.00 lakh
Arrangements for RWH are already available in Buildings 3 & 4.
Possible benefits will be a reduction in House tax by 5 % for the members.
This will work out to Rs 65,000 per year for flat owners.

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3. Intercom and CCTV
Option A – Conventional Intercom System
Intercom facilities (192 analog only lines) Rs 1.0 lakh
CCTV Cameras 3 Nos Rs 0.50 lakh
CCTV Monitor 2 Nos Rs 0.50 lakh
Total Rs 2.0 lakhs

Option B – Digital System (IP Based) – Sophisticated and extensible network

with support for videophones etc
Cost of equipments (192 analog lines) Rs 4.0 lakh
CCTV Cameras 3 Nos Rs 0.50 lakh
CCTV Monitor 2 Nos Rs 0.50 lakh
Total Rs 5.0 lakhs

In both the options, the cost is without considering cost of analog Telephone
instruments for different flats. This may be about Rs 500 per instrument.
4. Play Ground (Budget sanctioned in AGM 2009 – Rs 2.0 lakh)
Fencing of Play area Rs 0.85 lakh
Removing of swing, benches etc and Rs 1.10 lakh
Total cost Rs 1.95 lakh

5. Toddler’s Play Area and Partition between Swimming Pool

It is proposed that the toddler’s pool as well as adjoining lily ponds shall be
merged and converted in to a play area suitable for toddlers. A partition will
also be built between this area and the swimming pool ensuring that the
present feeling of space is not sacrificed, and at the same time access to
swimming pool is sealed. It is estimated that this will cost Rs 5.0 lakh (#)

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6. Raising the Compound wall fencing height
Cost of raising the compound wall and Fencing Rs 0.84 lakh
with frame work behind Building 1 & 2 (185 ft )
Increase the height of fencing Front gate side ( Rs 1.98 lakh
Road 7), behind Row house buildings, Riverside
compound wall up to Generator shed ( 564 Feet )

Total Rs 2.82 lakh

SUMMARY OF PROPOSED INVESTMENT OUTLAY

OWC Plant Rs 7.54 lakh
Bore well and Rain Water Harvesting (Ground Rs 2.00 lakh *
Water Recharge System)
Intercom and CCTV Rs 2.00/(5.00) lakh
Playground Rs 2.00 lakh *
Toddler’s Play Area Rs 5.00 lakh #
Compound Wall and Fencing Rs 2.82 lakh

Total Rs 21.36/(24.36)
lakh

* - Approved budget provision exists

# - Estimated cost – detailed proposals and quotations awaited

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 Proposed 12 ft high
protective fencing
around playground

12 ft high
protective fencing
around
playground in
Bramha Sun City

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 Shredder for garden
waste at IUCAA. Our
own pits for Garden
Waste are shown in
inset.

Mercedes Benz India Ltd – 100 kg/day Curing System for

Organic Waste Converter plant, see our own pits in the
inset and garden waste piling in playground.

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 200 kg/day Curing System
at IUCAA, Pune University

50kg Batch size Organic Waste

Converter OWC130 at IUCAA,
Pune University

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 Plugging the gap in
swimming pool
boundary for safety

Raised boundary wall

and fence behind
building 5

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 Road damaged by roots of
rain tree for which permission
had to be sought from
Bombay Highcourt

Road in front of building

being repaired after removal
of rain tree

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