Affordable housing continues to be one of the most pressing challenges in Maharashtra, particularly for Economically Weaker Sections and Low-Income Groups in both urban and rural areas. Sanjeev Jaiswal, IAS, VP & CEO, Maharashtra Housing and Area Development Authority (MHADA), explains to Nisha Samant, Associate Editor, APAC Media, how MHADA has recognised this challenge and is therefore aligning its long-term strategy with the Maharashtra Government’s new State Housing Policy.
MHADA has been instrumental in providing affordable housing across Maharashtra. As VP and CEO, what is your long-term vision for MHADA over the next 5 to 10 years and what strategic priorities will guide this vision?
MHADA has played a pivotal role in expanding affordable housing across Maharashtra, and over the next five to ten years, my vision is to position MHADA as a strategic enabler of large-scale, inclusive and sustainable urban transformation, rather than merely a housing construction agency.
Our roadmap is anchored in the belief that affordable housing must be holistic, inclusive and closely integrated with the broader economic growth of the Mumbai Metropolitan Region (MMR). With a clear focus on scale, speed and systemic reform, MHADA aims to address the long-term housing needs of Mumbai and the MMR by expanding supply, accelerating delivery and strengthening institutional frameworks that support sustainable urban development. 
A key strategic priority will be to shift decisively from fragmented, individual redevelopment to cluster-based redevelopment. Cluster redevelopment allows comprehensive planning, better infrastructure integration, improved open spaces and more efficient land utilisation, while significantly reducing congestion and implementation delays. This approach will be central to reshaping older urban areas into resilient and liveable neighbourhoods.
MHADA will also increasingly act as a facilitator for self-redevelopment, empowering housing societies and residents by providing technical guidance. By enabling stakeholders to take ownership of redevelopment. MHADA can accelerate housing delivery while ensuring transparency and regulatory oversight.
Addressing Mumbai’s ageing housing stock remains a critical priority. Over the next decade, MHADA aims to implement a clear exit policy for the remaining cessed buildings in the island city of Mumbai, ensuring that approximately 13,000 structurally vulnerable buildings are systematically taken up for redevelopment within the next five to ten years. This is essential from both safety and urban renewal perspectives.
In alignment with the Growth Hub vision, MHADA will work directly and in partnership with other agencies to facilitate the construction of nearly 8 lakh affordable homes in Mumbai and the MMR.
Another critical dimension of MHADA’s future strategy is to respond to evolving housing needs as outlined in the State Housing Policy 2025. Beyond ownership housing, MHADA will actively promote new housing typologies, including rental housing, working women’s hostels, student hostels, old-age homes and industrial workers’ housing. These will be developed either directly by MHADA, through other government agencies such as MMRDA, MCGM, CIDCO, etc and most importantly private sector.
To ensure strong private sector participation, MHADA has drafted a comprehensive rental housing policy, creating a viable framework for long-term investment in rental and special-purpose housing. This marks an important shift towards a more flexible, demand-responsive housing ecosystem.
Overall, the long-term vision is to transform MHADA into a policy-driven, facilitator-led and partnership-oriented institution, one that delivers housing at scale, supports urban safety and inclusivity, and aligns with Maharashtra’s broader economic growth and social development goals.
Affordable housing remains a critical challenge in both urban and rural areas. What specific initiatives or policy reforms is MHADA planning to undertake to significantly reduce the housing deficit, especially for economically weaker sections?
Affordable housing continues to be one of the most pressing challenges in Maharashtra, particularly for Economically Weaker Sections (EWS) and Low-Income Groups (LIG) in both urban and rural areas. Recognising this, MHADA is aligning its long-term strategy with the Maharashtra Government’s new State Housing Policy.
This aims to substantially reduce the housing deficit by focusing on large-scale, inclusive and affordable housing development. The policy envisions the construction of millions of affordable homes over the coming years, with MHADA playing a central role in translating these targets into on-ground outcomes.
MHADA is implementing extensive affordable housing projects in high-demand cities such as Mumbai, Pune, Thane and Nagpur, while also expanding supply in emerging urban and semi-urban regions. These projects are specifically designed to address the needs of EWS and LIG households, ensuring housing availability where demand is most acute. 
To address land constraints and accelerate delivery, MHADA is increasingly adopting joint venture and public–private partnership models. Through planning incentives such as additional FSI, private developers and landowners dedicate a defined share of housing stock to affordable categories, unlocking underutilised land and improving delivery efficiency
MHADA also continues to strengthen its transparent and equitable allocation mechanism through the online lottery system. MHADA Houses are allotted strictly based on income categories, with priority given to EWS and LIG applicants. By digitising the entire process from application to allotment, MHADA ensures fairness, reduces procedural delays, and enhances public trust in the system.
In addition, MHADA plays a crucial role in implementing the state’s inclusive housing policy, under which large private residential projects are mandated to reserve a portion of their built-up area for affordable housing. MHADA’s involvement in overseeing the allocation of these units ensures that EWS and LIG families benefit directly from private sector developments, thereby increasing affordable housing supply beyond MHADA’s own construction projects.
Affordability is further enhanced through periodic rationalisation of housing prices and integration with central and state subsidy schemes such as the Pradhan Mantri Awas Yojana (PMAY). By aligning pricing, eligibility norms and financial assistance, MHADA seeks to ensure that homes are not only available but also financially accessible to economically weaker households.
The Pradhan Mantri Awas Yojana (PMAY) has set an exemplary benchmark in the field of affordable housing. Under this flagship scheme, 30,000 houses are being constructed at the Ray Nagar Housing Project in Solapur district of Maharashtra, specifically for workers from the unorganised sector in the city. This project has emerged as the largest housing initiative in Asia dedicated exclusively to unorganised sector labourers.
Notably, the foundation stone for this landmark project was laid by Hon’ble Prime Minister Shri Narendra Modi. In the first phase of the project, 15,000 houses were distributed by the Prime Minister himself, underscoring the Government’s strong commitment to inclusive and dignified housing for the working clas
Technology-driven reforms form another key pillar of MHADA’s strategy. The authority is expanding digital platforms and citizen-centric services to simplify applications, improve access to information, and reduce administrative barriers. These initiatives are aimed at making the housing process more inclusive, efficient and responsive to citizens’ needs.
Finally, MHADA’s affordable housing efforts are closely linked with broader urban renewal and redevelopment initiatives. By integrating affordable housing within redevelopment projects, MHADA is working to transform informal settlements into safe, dignified and legally secure homes, thereby addressing both housing shortages and urban quality-of-life concerns sustainably.
With global trends moving towards digitisation and smart infrastructure, how is MHADA integrating innovative technologies (e-governance, GIS, AI) into planning, allocation, and monitoring to enhance transparency and efficiency?
In line with global trends towards digitisation and smart governance, MHADA has undertaken a comprehensive technology-driven transformation to modernise its planning, allocation and monitoring processes. The core objective of this digital shift is to enhance transparency, improve operational efficiency, reduce human intervention, and deliver truly citizen-centric housing services across Maharashtra.
At the heart of MHADA’s e-governance initiatives is the complete digitisation of its core services. Processes such as housing applications, online lotteries, allotment, document submission, grievance redressal and payments have been migrated to secure digital platforms.
A flagship example of this transformation is the Integrated Housing Lottery Management System (IHLMS 2.0), which manages the entire housing allocation process end-to-end, from registration to draw and payment, without human intervention. This system ensures absolute fairness, transparency and accountability, significantly strengthening public confidence in MHADA’s housing delivery mechanism. 
For planning and land management, MHADA is increasingly leveraging GIS-based mapping and spatial data systems. These technologies are being used to digitally map land banks, housing layouts and redevelopment zones, enabling more accurate planning, optimal land utilisation and improved coordination with urban local bodies. GIS-driven insights also support data-based decision-making by identifying housing demand patterns, infrastructure availability and regional development priorities.
Artificial intelligence and data analytics are being integrated to further enhance decision-making and service efficiency. AI-enabled tools assist in analysing housing demand, identifying eligibility trends, detecting anomalies in applications and improving beneficiary selection. Innovations such as the bilingual, voice-enabled ‘Mhadasathi’ AI chatbot provide instant, reliable information on housing lotteries, applications, tenders and project details, reducing physical visits and dependence on manual enquiries while improving accessibility for citizens.
Monitoring and execution of housing projects have been strengthened through digital dashboards and real-time reporting systems under MHADA’s Integrated Digitisation Transformation System (ITDS). Advanced modules such as online lease renewal and a comprehensive Project Management System allow real-time tracking of physical progress, financial expenditure and construction timelines. These tools help identify bottlenecks early, ensure accountability and improve inter-departmental coordination.
MHADA has also taken a landmark step towards open and transparent governance by proactively publishing a vast repository of official documents online under the RTI framework. Through secure authentication systems, citizens can access tenders, circulars, office orders and approvals, reinforcing transparency and public trust.
Complementing digital platforms, MHADA has established Citizen Facilitation Centres, supported by Visitor Management Systems and office navigation tools, to ensure seamless, dignified and inclusive citizen interaction. MHADA recently conducted a tree plantation drive, marking a significant step towards environmental sustainability.
To ensure the long-term success and monitoring of the initiative, geo-tagging of the planted trees was undertaken. This technology-enabled approach allows accurate tracking and maintenance of each sapling and is likely to be implemented by MHADA for the first time, reflecting the Authority’s commitment to transparency, accountability, and innovative green practices.
Importantly, MHADA has ensured that digitisation strengthens rather than replaces human engagement. By integrating e-governance platforms, GIS-based planning tools, AI-driven services and human-centric facilitation mechanisms, MHADA is successfully transitioning into a data-driven, transparent and future-ready housing authority, while remaining firmly committed to empathy, accessibility and public trust.
Public-Private Partnerships have been highlighted in many successful housing models. How does MHADA approach PPPs, and are there any new collaborations or models being explored to accelerate affordable housing delivery?
Public‑Private Partnerships (PPPs) play a vital role in accelerating large‑scale affordable housing delivery, especially in land‑constrained urban environments like Mumbai. At MHADA, we approach PPPs not merely as contractual arrangements, but as strategic collaborations that combine private‑sector efficiency with MHADA’s regulatory oversight to deliver high‑quality, timely, and dignified housing for citizens of MHADA.
One of the most significant PPP frameworks adopted by MHADA is the Construction and Development Agency (C&DA) model implemented through cluster redevelopment. Under this model, MHADA acts as the planning and regulatory authority, while private developers, selected through transparent tendering, undertake end-to-end execution.
This approach enables large-scale land assembly in dense urban areas, ensures uniform rehabilitation with assured carpet areas, provides guaranteed tenant benefits such as rent support and modern amenities, and significantly accelerates project timelines through private sector execution capabilities. Major PPP-led cluster redevelopment projects under this model include Abhyudaya Nagar at Kalachowki, GTB Nagar at Sion–Koliwada, Motilal Nagar in Goregaon, Adarsh Nagar Worli,  Bandra Reclamation and Kamathipura in South Mumbai.
MHADA has also effectively leveraged PPPs under the Affordable Housing in Partnership (AHP) vertical of Pradhan Mantri Awas Yojana (Urban). Under this framework, MHADA collaborates with private partners to expand EWS and LIG housing while retaining public oversight in planning, approvals and beneficiary targeting.
This model has enabled faster and more cost-effective delivery of affordable homes across Maharashtra, with notable projects in Solapur, Palaspe–Panvel, Poladpur in Raigad and Kamathwade in Nashik, supporting both urban and peri-urban housing demand.
Looking ahead, MHADA is actively developing new and hybrid PPP formats to further accelerate affordable housing delivery. These includes
- FSI‑linked redevelopment monetisation
- Co‑development for rental and social housing
- Mixed‑use cross-subsidised projects
- Township‑scale PPPs under the SPA framework
Through C&D cluster redevelopment, AHP PPP initiatives, and emerging hybrid models, MHADA is building a scalable, innovative, and inclusive PPP ecosystem for affordable housing across Maharashtra.
Rapid urbanisation brings challenges like congestion, environmental sustainability, and infrastructure strain. How is MHADA planning housing projects that are environmentally sustainable and linked with adequate infrastructure and amenities?
Rapid urbanisation has placed significant pressure on urban infrastructure, environmental resources and housing systems. Recognising these challenges, MHADA is adopting a holistic planning approach through cluster development and redevelopment projects, ensuring that housing growth is environmentally sustainable and seamlessly integrated with adequate infrastructure and civic amenities.
Under the cluster development model, MHADA undertakes integrated, large-scale housing projects instead of isolated buildings, enabling optimal land utilisation, reduced congestion and improved urban form. By consolidating multiple plots into planned clusters, adequate space is created for roads, green areas, community facilities and essential services, enhancing liveability while minimising environmental stress.
Redevelopment projects undertaken by MHADA focus not only on rebuilding housing stock but also on upgrading infrastructure. Old and dilapidated buildings are replaced with modern, structurally safe and energy-efficient housing, while simultaneously improving water supply, sewerage, storm-water drainage, electricity networks and fire-safety systems. These projects are planned in close coordination with urban local bodies to ensure alignment with city-level infrastructure and transport networks.
Environmental sustainability is a key consideration in MHADA’s cluster redevelopment initiatives. New projects incorporate features such as rainwater harvesting, sewage treatment plants, energy-efficient lighting, improved ventilation and increased green cover. By promoting vertical development within defined clusters, MHADA reduces urban sprawl and preserves open land, contributing to more sustainable city growth.
MHADA also ensures that redevelopment projects are socially inclusive and amenity-rich. Housing layouts are designed to include schools, healthcare facilities, anganwadis, open spaces, parking and community halls, reducing the need for long commutes and easing pressure on city transport systems. Transit housing arrangements are carefully planned to minimise disruption to residents during the redevelopment process.
Through cluster-based planning and comprehensive redevelopment strategies, MHADA is addressing the challenges of congestion, environmental sustainability and infrastructure strain in a coordinated manner. By integrating housing with infrastructure, green practices and social amenities, MHADA is creating sustainable, resilient and future-ready urban neighbourhoods that respond effectively to the demands of rapid urbanisation.
Citizen expectations are evolving, and grievance redressal remains a key area of public service. What mechanisms has MHADA strengthened or introduced under your leadership to ensure faster resolution of complaints and greater public engagement?
With citizen expectations evolving and service delivery becoming increasingly outcome-oriented, MHADA has placed strong emphasis on strengthening grievance redressal and public engagement mechanisms. Under the current leadership, grievance resolution has been approached not merely as an administrative function but as a vital tool for restoring trust and accountability in public service.
A key initiative in this direction is the regular conduct of Lokshahi Din at MHADA headquarters, where citizens are given direct access to senior officials to present their grievances in person. Many long-pending and complex cases, which often require inter-departmental coordination, have been resolved through these structured, face-to-face interactions. Lokshahi Din ensures transparency in decision-making and provides citizens with clear timelines and accountability for resolution.
Complementing this, Janata Darbar programmes are conducted at regional levels across Maharashtra, bringing governance closer to citizens outside Mumbai. These forums allow beneficiaries to raise local issues directly with decision-makers, ensuring that regional concerns are addressed promptly and contextually, without the need for repeated visits to offices.
In addition to these human-centric platforms, MHADA has strengthened its grievance redressal system through digital channels, enabling citizens to register complaints online, track their status in real time, and receive timely updates. Citizen Facilitation Centres further support this process by offering single-window assistance for enquiries, submissions and follow-ups, particularly benefiting senior citizens and first-time applicants.
By combining structured public interaction platforms such as Lokshahi Din and Janata Darbars with digital grievance systems and facilitation centres, MHADA has significantly improved the speed, transparency and effectiveness of complaint resolution. This integrated approach ensures that while technology enhances efficiency, governance remains empathetic, participatory and citizen-focused.
As an experienced IAS officer leading a pivotal organisation like MHADA, what are the key leadership lessons you have learned, and what advice would you give to young administrators aspiring to make an impact in urban development and housing policy?
Leading an organisation like MHADA has reinforced the belief that public service leadership must be rooted in empathy, integrity and outcomes. Urban development and housing are not merely technical or administrative functions; they directly affect people’s dignity, security and quality of life. One of the most important lessons I have learned is that policy intentions must translate into visible, time-bound results on the ground. Citizens measure governance not by files moved, but by solutions delivered.
Another key lesson is the importance of institutional reform through technology and transparency. Systems, not individuals, ensure fairness and continuity. By leveraging digitisation, data-driven decision-making and process automation, organisations can reduce discretion, improve efficiency and build public trust. At the same time, technology should never replace human engagement; it must strengthen accessibility and accountability.
Urban development requires collaborative leadership. Housing challenges cut across departments, agencies and stakeholders. Effective leadership, therefore, lies in building coordination, encouraging innovation, and empowering teams to take ownership rather than relying on hierarchical control. Listening to citizens through platforms such as Lokshahi Din and Janata Darbar Din has been invaluable in shaping responsive and grounded policies.
To young administrators aspiring to make an impact in urban development and housing policy, my advice would be to stay rooted in the field, understand ground realities, and approach governance with humility. Be open to learning, use technology as an enabler, and never lose sight of the human dimension of development. Long-term impact comes from balancing vision with patience, reform with sensitivity, and authority with accountability. Ultimately, leadership in public service is about creating systems that outlast individuals and deliver hope, dignity and opportunity to every citizen.
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