Expand blue flag beach initiatives, improving footpaths, and green coverage are the long term priorities for the newly appointed Greater Chennai Corporation Commissioner G S Sameeran. In an interview with Praveena S A, he says the corporation will improve its revenue through commercialisation and better utilisation of corporation properties. Edited excerpts:
As the new commissioner, what are your top priorities for the city over the next two years?
My immediate priorities are flood mitigation works, improving disaster resilience, enhancing GCC's own-source revenue, and completing ongoing stormwater drain and road works. In the long term, Chennai has huge potential for better public spaces. We plan to expand blue flag beach initiatives, improve pedestrianisation, beautify the city, and increase green cover through greening activities. GCC has also raised over one lakh saplings through its in-house nursery.
What is the current status of road relaying, stormwater drain projects, canal desilting, and strengthening of water bodies?
In Kosasthalaiyar basin, the ADB-funded stormwater drain work is almost 100% complete. In Adyar and Kovalam basins, KFW-funded works are being carried out in three phases. The first two phases are nearly complete, while the third phase has achieved 65% progress. We expect all three phases to be completed before the northeast monsoon. Regarding roads, out of around 5,500 road projects, nearly 90% have been completed. Around 200 works were dropped, and nearly 199 roads remain pending.
How much rainfall can Chennai's current stormwater drain system handle without major flooding?
It depends on several factors such as rainfall intensity, duration, tidal conditions, carrying capacity of waterways, and upstream inflows. Even 10cm of rain, combined with high tide and saturated canals, may cause temporary inundation in some areas.
However, over the last five to eight years, GCC has undertaken extensive stormwater drain works, which have improved the city's ability to handle average rainfall. During abnormal rainfall events, extraordinary measures such as pumping operations may still be required. We have identified hotspots where micro-inundation occurred last year and are now carrying out missing-link drain works and other interventions.
How does GCC plan to address illegal sewage discharge into stormwater drains?
GCC is working closely with CMWSSB to curb illegal sewer connections. Since identifying such connections is difficult in dense urban areas, we are prioritising locations where underground sewer systems already exist. Along with penalties, we also need to incentivise residents to shift to UGSS connections by giving them time to pay connection charges. Enforcement alone will not solve the issue.
Solid waste management continues to remain a major concern.
Chennai generates more than 6,300 tonnes of waste daily. Our long-term vision is to move away from dump yards through biomining and waste-to-energy (WTE) projects. At Kodungaiyur, biomining of around 37 lakh tonnes has been completed out of 66 lakh tonnes. At Perungudi, around 94 acres have already been reclaimed. Regarding WTE, we will continue to consult and convince the local stakeholders. WTE plants are being adopted globally and can reduce garbage accumulation and pollution if operated under strict environmental and pollution control norms.
Open urination and poorly maintained public toilets remain a complaint among residents.
Open urination requires behavioural change. We plan to address this through awareness campaigns, NGO partnerships, strong messaging, and beautification of vulnerable spots. Regarding public toilets, the pilot phase of privatisation has been completed in zones 5, 6 and 9, and additional packages have been rolled out. Moreover, the payments to contractors are linked to strict performance indicators, with independent engineers conducting audits, ensuring toilets are well maintained.
GCC's budget deficit has increased from Rs 601 crore in 2024-25 to Rs 2,011.8 crore in 2026-27. How does the corporation plan to manage rising expenditure?
The deficit has increased because GCC has prioritised public needs such as roads, stormwater drain networks, and repairs to public utilities and buildings. At the same time, we have also focused on improving revenue generation. We have identified gaps in property tax assessments, including commercial properties wrongly classified as residential. We also carried out data cleansing exercises with departments such as GST, TNEB, and CMWSSB. Through GIS-based identification and data cleansing alone, GCC generated an additional Rs 270 to Rs 280 crore in revenue. Going forward, we plan to further improve our own-source revenue through advertisements, and by commercialising and better utilising corporation properties and spaces to reduce the budget deficit.
What are the major funding sources currently supporting city projects?
Major funding support comes through KFW loans and ADB funding. Municipal bonds have also emerged as a new source of revenue.
Regarding funding support through Singara Chennai 2.0 and Vada Chennai Valarchi Thittam, those are policy decisions of the government. We are awaiting further announcements on it.
The Chennai Corporation is often criticised for tender irregularities. How can accountability be ensured?
The entire procurement process in GCC is carried out through e-tendering. We have instructed officials that transparency should remain the key principle. Any allegation or complaint regarding irregularities will be thoroughly enquired into, and officials found guilty will be acted against. Instructions on the same have already been circulated to officials. Tender conditions will also be reviewed, and unnecessary barriers to competition will be identified and removed.
Earlier, GCC wrote to the Commissionerate of Municipal Administration seeking certain amendments to the TNULB Act, stating that the GCC commissioner's powers were reduced as per the act with respect to administrative sanctions and promoting officials. What is the status of implementing the act, and will it affect GCC administration in any way?
The Act has already been amended, and GCC is functioning under the current provisions. Regarding delegation of powers, I will review the present position and comment later.
Last year, it was announced that GCC's 15 zones would be increased to 20 zones. When will this happen?
Increasing the number of zones is a policy decision of the government.
Has implementation begun for the rehabilitation of homeless people in the city?
GCC already has an SOP in place and has been carrying out rehabilitation measures through shelters. We will continue strengthening these efforts and improve facilities and capacity wherever required.
What is GCC's plan to improve pedestrian infrastructure and accessibility?
Permanent encroachments on roads and footpaths will be dealt with strictly after due legal process. At the same time, temporary encroachments involving street vendors require stakeholder consultations. We will follow the policy of vending and non-vending zones and gradually rehabilitate vendors by providing alternative spaces.
Residents often complain that roads are repeatedly dug up by multiple agencies after relaying works are completed. Is GCC considering stronger coordination mechanisms?
GCC already has a coordination mechanism in place. A committee chaired by the Deputy Commissioner (Works) conducts weekly meetings with officials from CMWSSB, TNEB, CMRL and other utility agencies to review road-cutting and infrastructure works. This mechanism will be further strengthened.
Will GCC make project progress data more publicly accessible?
GCC now has a better ERP system, and much of the project-related data is already available online. Through the ICCC, several public service-related details are also being made accessible. We are open to improving transparency further.
Several UPHCs continue to function with doctor shortages and staffing gaps. How do you plan to address this?
GCC has permanent staff across its 140 urban primary health centres and around 200 urban health and wellness centres, though vacancies still exist. We are trying to fill gaps with support from NHM, along with service and non-service postgraduate doctors from DPH and DME departments. Our effort is to ensure that at least one doctor is available in every centre. The larger challenge, however, is the shortage of specialists such as obstetricians and gynaecologists in community health centres and maternity centres.
