City Development Plan Gairatganj- Dist. Raisen
Disclaimer
The City Development Plan is a recommendatory report prepared by Mehta and Associates, Indore in accordance with the Terms of Reference of the agreement with UADD, Govt. of MP. The analysis and outcome of this report is based on stakeholder feedback and data furnished by the ULB. Based on prima facie observation, we can assume that the facts and the data provided by the ULB are true and correct and we have no reason to believe otherwise. However, Mehta and Associates, Indore have neither verified the data independently, nor conducted any field surveys and audits with the purpose of data verification, and shall not be responsible for any inaccuracy or shortcomings in the data represented in the report or any errors resulting from erroneous or incomplete data.
SWOT analysis, sector strategies & action plan and other subjective remarks and conclusions included in this document represent only our standpoint based on the consultative process carried out with various stakeholders. All calculations and estimates are preliminary in nature and serve to identify areas of investment and make budgetary allocations only. They are NOT suitable for executive purposes. All projections including the Investment Plan are subject to contingencies which may be suitably assumed while preparing detailed project reports.
Mehta and Associates, Indore assumes no liability, whatsoever, for any losses or damages incurred by the ULB or any stakeholder. All references to this document must include this disclaimer.
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City Profile Company Name Mehta and Associates, Indore ULB Name Gairatganj Whether the Sectoral Analysis report is as per UADD requisites Yes Latitude 23⁰24 Geographical location (Town) Longitude 78⁰13 Average rainfall (annual) MM 1240 Height above mean sea level Mts 525
Municipal area (1991) Sq kms 0 Municipal area (2001) Sq kms 0 Municipal area (2011) Sq kms 5 As per the consultancy’s empirical Town Brief Town calculation of municipal area on Sq kms 14.6 geo satellite imagery Date of Constitution of ULB Date 2009 In one or two Historic importance sentences Population Year 1981 (under NA Municipal boundary only) Population Year 1991 (under NA Municipal boundary only) Population Year 2001 (under 8095 Municipal boundary only) Population Year 2011 (under 18184 Municipal boundary only) Town level Name of Population projection
Population Method Projected population adopted Year 20002 2015 Projected population adopted Year 25003 2025 Projected population adopted Year 30004 2035 Land use Land use % Standard Land Use (Tentative in (Tentative in (as per UDPFI) Sq kms ) percentage)
Residential 40-45 1.15 35.00 Commercial 2-3 0.1 3.00 Public - semi public 6-8 0.52 16.00
Land Use Land Agriculture - 0.67 37.00 Industrial 8-10 0 0.00 Roads 10-12 0.07 2.00 Water bodies - 0.22 7.00 Total 100 2.745 100.00
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Ward Ward Ward Ward Ward Ward Ward Ward Ward Ward Ward Ward Ward Ward Ward # Ward 14 Total
1 2 3 4 5 6 7 8 9 10 11 12 13 15
Name of ward
Bal
Rani Rani
ward
Ward Ward Ward Ward Ward Ward
Sardar
mukharji
Mahatma
Shubhash
Maharani
Durgavati Durgavati
Maharana
Jwahar lal
Ambedkar
Chatrapati
Gangadhar
Patel Ward
Tilak Ward Tilak
PrsadWard
nehru Ward nehru
Dr. Bhimrao
LakshmiBai
Bhagat singh shivajiWard Ballabh Bhai
PratapWard
Dr. Rajendra
GandhiWard
Chandra Bosh
Shyama Prsad Mahatma Fule Ward Population 1500 1910 870 416 573 889 1092 1489 1050 1440 1398 1360 1532 1497 1168 18184 (2011) Area (ha) 135 8.1 47.4 2.5 1.94 20.6 4.77 3.98 6.27 101 530 201 56.3 156 165 1439.86 Density (PPha) 11 236 18 166 295 43 229 375 167 14 3 7 27 10 7 12.6 Male(2011) 761 996 457 215 301 449 541 758 537 737 742 748 814 786 607 9449 Female(2011) 739 914 413 201 272 440 551 731 513 703 656 612 718 711 561 8735 SC (2011) 300 110 52 12 6 48 266 44 76 204 170 619 116 609 83 2715 ST (2011) 20 27 15 5 0 10 0 0 22 121 2 59 21 66 33 401 BPL(2011) 83 122 45 10 23 26 49 21 43 90 38 22 23 63 43 701 Sex ratio 883 (ward wise data is not available because Town established in 2009) 883 Literacy rate (%) 84.46 (ward wise data is not available because Town established in 2009) 84.46 No. of Primary 0 1 0 0 2 1 1 0 1 0 1 0 1 0 1 9 schools No. of Primary 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 Health Centre No. of Households 303 396 190 97 107 180 226 283 231 305 305 318 350 287 252 3830 Primary occupation Farming (Majority) Secondary Trading occupation Tertiary Labours occupation
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No. of SS/LS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 industrial units No. of Commercial NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA 0 establishments No. of Slum 0 1 0 0 1 1 1 0 1 1 0 1 0 0 0 7 pockets Slum population 0 764 0 0 287 622 764 0 735 863 815 0 0 0 4850 No. of Slum 0 139 0 0 52 113 139 0 134 157 0 148 0 0 0 882 Households No. of Individual water connections 105 27 0 30 30 14 40 74 64 9 56 123 104 0 24 700 in the ward No. of Community 2 2 2 1 1 1 1 1 2 2 2 2 2 2 2 25 water connections No. of Commercial 0 0 0 0 0 0 0 0 5 0 0 0 3 0 0 8 water connections No. of Tubewells 1 1 0 1 0 0 1 1 0 0 0 2 2 1 1 11 No. of Handpumps 10 7 8 9 4 7 8 9 6 8 9 6 8 3 9 111 No. of OHTs 1 0 0 0 0 0 0 0 0 0 0 0 1 0 0 2 % Coverage of 35 7 0 31 28 8 18 26 28 3 18 39 30 0 10 19 piped water supply No. of Individual 61 79 38 78 86 36 45 226 185 61 61 64 70 57 202 1348 Toilets No. of Individual 61 79 38 78 86 36 45 226 185 61 61 64 70 57 202 1348 Septic tanks No. of Community 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Septic tanks No. of Community 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 toilets 0 % of population - 80 80 80 20 20 80 80 20 20 80 80 80 80 80 20 82 Open defecation No. of Dust bins 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 15
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Wardwise Waste 0.38 0.48 0.22 0.10 0.14 0.22 0.27 0.37 0.26 0.36 0.35 0.34 0.38 0.37 0.29 4.5 generated (Kgs) Road sweeping (1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 30 time or 2 times) Total no. of sanitary workers 0 in the ward Length of Pucca 345 567 287 0 232 280 534 425 298 1167 1164 1689 620 2066.59 1321 10996 road (Mts) Length of Kuccha 800 643 865 456 500 300 545 387 398 689 956 863 754 897 954 10007 road (Mts) Length of State 1189 1189 Highway Length of National 5547 5547 Highway Length of Road side drains Pucca 1345 653.6 511.6 85 185.6 224 427.2 340 238.4 933.6 3852.2 3226.2 769 1653.272 2556.8 17001 (Mts) Length of Natural drains (Nallah) 0 0 Pucca/Channelized (Mts) Length of Natural drains (Nallah) 3.5 4 Kuttcha (Mts) No. of Streetlights 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No. of Electricity 4 4 4 3 3 4 4 4 4 4 4 3 3 4 4 56 connections Name of Tourist 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 site if any Name of Heritage 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 site if any Bus stop (No.) 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 1 Bus stand(No.) 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 1
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Parks (No.) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Playground(No.) 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 1 No. of Residential NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA 0 properties No. of Commercial NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA 0 properties Total Property tax 3,239 3239 collection (in Rs.) Property tax NA 0 coverage(in %) Remarks 0
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Sectoral Analysis Existing Source Source Tubewell Well River/Lake No. of Tubewell / 13 0 Bina River / Well Water Supplied by
Tubewell / River / 0.55 0 0 Well in MLD Total water supply in the town (MLD) 0.55 Existing Supply rate (LPCD) considering 30-35
distribution losses Water Supply Water Water Charges per household per month (Rs.) 50 (Flat) Flat/Metered % Coverage under paid water supply 18 Whether any treatment plant exists (Y/N),If yes N mention capacity (MLD) Proposed source (Surface) Bina River
Total sewage generation (MLD) 0.44
Whether any treatment plant exists (Y/N),If yes No
mention capacity
Total no. of individual septic tanks 1348 Total no. of community septic tanks 1
Sewerage Total no. of Sewage/Mud pumps available with 0 the ULB Frequency of Cleaning Individual Septic tanks As required
Physical Infrastructure Physical Frequency of Cleaning Community Septic tanks As required Name of natural nallah (Storm water drain) Halali Nallah Length of natural nallah (Storm water drain) 3.5 Kms Ultimate disposal point of nallah Bina Length of road side drain (ms) 17001
Drainage Drainage Coverage of road side drainage w.r.t roads (%) 80 Ultimate disposal point of Road side drains Halali Nallah Any treatment plant/procedure adopted Chemical Spray practiced Per capita Solid waste generation (Considering 250 Standards) (in gms) Total SW generation (in Tons) 4.55
Frequency of SW collection by the ULB (1 time 2 per day/2 times per day)
SWM Collection efficiency of the ULB (%) 55 Any initiative for DTDC (Yes /No) No Any initiative for scientific disposal of waste No Name of dumping/ landfill site Near river Bina
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Is the existing site Dumping site or allotted site NO for Scientific disposal Area of allotted landfill site for Scientific
disposal Distance of the Dumping site/landfill site from 1 main settlement area (Kms) No. of Tractor trolleys/vehicles available with 2 Tractor & 1 Trolleys the ULB for carrying Solid waste to the LF site If site for Scientific disposal is not allotted then Near river Bina whether formally requested by the ULB
Name of National Highway passing from or NH-86A nearby from the town (NH-XYZ)
Distance of National Highway if nearby from 0 the town (NH-XYZ) in Kms
Name of State Highway passing from or nearby SH-44
from the town (SH-XYZ) Roads Distance of State Highway if nearby from the 0 town (SH-XYZ) in Kms
CC 7
Total length of Pucca roads (Kms) Tar Road 4 Total (kms) 11 Total length of Kuccha roads (kms) 10.5 (kms)
Infrastructure Gap w.r.t Standards (kms) 10.32
Total no. of vehicles in the town
Physical Physical Bus stand (yes/No) Yes Any intracity mass transport NO NO mode (yes/no) 1 Bus stand
transportation Name of locations facing major 2 PWD Office traffic issues
Traffic & Traffic Name of the street beautified as
per the instructions of UADD
Total no. of street lights NA
No. of Streetlights under working condition NA
No. of Streetlights having Tubes NA Street lighting Street
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No. of Streetlights having CFL NA
No. of Streetlights having Incandescent bulbs NA
No. of Streetlights having LED (SVL) NA
No. of Streetlights having LPS NA
400 KV Bhopal Location of Substation 220KV Vidisha http://www.mptransco.nic.in 132KV Gairatganj
Total no. of residential connections NA
Power Total no. of Commercial connections NA
Any subsidy for BPL (Y/N) NA
Duration of Electricity supply per day (in Hrs) 12 to 14
Name of Heritage site/s NA
Ownership/agency NA Prevailing Heritage Act/s NA Name of Tourist site/s NA Ownership/agency NA
Total no. of Pilgrims/ Tourists visiting town per NA
Heritage &tourism Heritage day
Name of River/Lake/Forest range/Any specific Heritage &tourism Heritage Bina River species
Prevailing Environmental Act/s 0
Environment Areas facing threats 0
No. of Primary Health centres/Dispensary 1
Government 1
No. of Hospitals Beds 30
Private 0 Beds 0
Health Multispeciality hospital if any
Infrastructure no No (Y/N) Name of
Social Social Raisen Name of Nearby town referred for town Treatment Distance 53
(Kms)
uc
on 9 9
ati No. of Primary schools Ed
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No. of Secondary/High schools 1 1
No. of Colleges 1 1 No. of ITI 0 0 No. of Beneficiaries under SJSRY (Street NA Vendor) No. of Beneficiaries under Haath
NA thela/Rickshaw chalak yojna No. of Rain Basera/Night Shelter NA Ownership of Rain Basera (with ULB/Rental) NA No. of Beneficiaries under Gharelu Kamkaji NA Mahila Yojana Name of NA Scheme
Social security schemes security Social Deendayal Name of other Social NA security schemes antodaya Widow NA pension
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Sectoral Analysis
Slums & Urban Poor
notified
-
taps
name
toilets toilets
Hand pumps Hand
houses houses pocket
schemes
Ward No
connections
slum slum pocket
socialsecurity
Name of Slum
No. of Kuccha
No. of Primary No. of Primary
Slum population Slum
Individualwater
No. of Individual
pocket/reference
Ward population
No. of Permanent
pattas distributed pattas distributed
schoolthe in slum Any interventions
No. of pucca Semi
No. of Temporary
No. of Community No. of Community
Beneficiariesunder
No. of
No. of Pucca houses
under IHSDPunder (Y/N)
Healthcentres the in
Notified/Un No. of Slum Households
2 Notified 1909 764 139 7 1 7 28 0 56 28 56 NA NA 1 0 NA NA Near 5 Notified 573 287 52 3 1 4 10 0 21 10 21 NA NA 2 0 masjid NA NA 6 Notified 889 632 115 6 2 7 23 0 46 23 46 NA NA 1 0 NA NA Harijan 7 Notified 1092 764 139 7 1 6 28 0 56 28 56 NA NA 1 0 basti NA NA 9 Notified 1050 735 134 7 1 6 27 0 53 27 53 NA NA 1 0 NA NA
Harijan 10 Notified 1438 863 157 8 1 4 16 0 31 31 94 NA NA 0 0 basti NA NA 12 Notified 1359 815 148 7 30 0 59 30 59 NA NA 0 0 NA NA Total 8310 4860 884 44 7 34 161 0 322 177 385 0 0 6 0 0 0
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Municipal Finance (Should be filled carefully and it should be checked whether the capital income is factual or based on assumption Year 2009-10 2010-11 2011-12
Tax Revenue 0.2 1.3 2.3 Assigned Revenues & Compensation 56.2 79.6 79.4 Non Tax Revenue 6.1 21 15 Revenue Grants, Contribution and Subsidies 6.3 24.2 31.8
Extra ordinary (Advance, investment and Revenue Income Revenue deposits) 4.4 7 8.2 Total - Revenue Income 73.2 133.1 136.7
Sale of assets 0.1 0.3 0.2
Loans 0 0 0 Special Projects 0 39.3 0 Basic Services 26.9 50.7 33.5 TFC 0 0 14.3
Other Grants 0 0 55.7 Capital Receipts Capital Other Capital Income 0 0 0
Total Capital Receipts 27 90.3 103.7
Salaries/ Wages & Allowances 7.6 49.6 59.9 Administrative Expenses 12.7 6.5 6.8 Operations & Maintenance 11.8 16.9 91.8 Programme Expenses 0 0 0 Repayment of Loans 0.2 0 0 Other Miscellaneous Expenses 1.7 7.8 20.2
Revenue Expenditure Revenue Deposit Works 1.1 4.6 5 Total - Revenue Expenditure 35.1 85.4 183.7 Capital Work-in-Progress 0.2 23.8 98.8
Purchase of Fixed assets 0.9 0 0 s
Other Capital Expenditure 0 0 0 Capital Capital
Expenditure Reserved Funds 0 0 0 Total Capital Expenditure 1.1 23.8 98.8 Total Income 100.2 223.4 240.4 Total Expenditure 36.2 109.2 282.5 Note: Refer Madhya Pradesh Municipal Accounting Manual for further details. Can be downloaded from "Download" Section of www.mpurban.gov.in.
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EXECUTIVE SUMMARY
The City Development Plan under UADD
Madhya Pradesh is urbanizing at a rapid rate and the Urban Local Bodies of the State are facing t he challenge of meeting the requirements of the growing population with limited technical and financial resources. With the enactment of the 74th constitutional amendment act, major urban related tasks have been transferred to local bodies. The government of Madhya Pradesh through its Urban Administration and Development Department (UADD) is responsible for overseeing urban sector reforms, in terms of capital investment in basic infrastructure for the urban local bodies. The UADD is also responsible for implementation of various public welfare schemes sponsored by Central and state government.
City Development Plan-The process
The aim of this exercise is to support various cities and urban local bodies of Madhya Pradesh in preparing the City Development Plan (CDP) for their respective cities. The CDP should provide a comprehensive medium term strategy (vision 2035) as well as a City Investment Plan (CIP), based on which the concerned ULB will be able to access funds under GoI/GoMP schemes as well as from own and other sources based on priority actions projects identified in the CDP. The document should also provide Financial Operating Plan (FOP)to direct the ULB’s for mobilizing various financial resources to implement the identified projects.
The projects that qualify under this scheme include sub-sectors of water supply, sewerage and sanitation, drainage, solid waste management, roads, traffic management, street lighting, urban renewal, tourism and heritage conservation, basic services to poor, social infrastructure, environment and municipal governance. An important and essential component of the CDP preparation process is stakeholder consultation. In order to effectively capture the needs and priorities of the stakeholders, a stage wise consultation process was adopted.
Vision
A vision document for the City can be prepared only through a consultative process, ensuring that the interactions occur amongst stakeholders, including Citizen Groups / NGOs, Elected Representatives, and Government agencies. The consultation process aims to place on record details of the existing situation, discuss possible options to go forward, and seek participative and critical feedback on where the city aims to be at the end of a certain time-period, and set out the directive principles of this vision. Given the complex and consensual nature of the exercise, it is clear that while such a consultative process gives room for all the views to be articulated, it is certainly not possible to adopt every view point. The final vision therefore reflects a preponderance of opinion, rather than be a unanimous view.
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Gairatganj Vision:
“The town is envisioned to serve as an important urban center, due to its strategic location with inclusive planning and basic infrastructure provision for one and all.
In the years to come, the city can look forward to better social and environmental infrastructure: with the improved level of coverage of core services, the city plans to direct its spending and endeavours on the social and environmental sectors, with special accent on education and health. To give shape to the vision for the city, the city government has drawn up concrete project plans for different sectors like water supply, education, environment, health, employment generation, and social amenities.
SWOT Analysis
Strengths
Gairatganj is a small town and Nagar Parishad situated in the District Raisen of M.P. It is situated 98 km east of Bhopal. It lies along National Highways 86, which connects Bhopal and Sagar and at the bank of Bina River. Nearest airport is at Bhopal and nearest railway station is Vidisha The District lies in the Narmada valley and Ganga river basin .The water from the northern part of the district is collected by rivers Betwa, Bina and their tributaries and is finally reaches the river Yamuna. It receives fairly average rainfall. Thus, has sufficient surface water during monsoons and winters. The prime economic activity of the people in town is agriculture and household industry workers. Availability of large work force in the city. Availability of land along movement corridors for development Fundamental change in the mindset of people switching from traditional family owned businesses to newer sectors reflects the eagerness to pursue newer professions Potential for diversification of economic sector Passionate involvement of the city residents for the betterment of their city in many ways. Good political will conducive for the development of the city. Govt. proposed programmes such as UIDSSMT, under review.
Weaknesses
Lack of physical infrastructure such as street lighting, walkways, roads, public toilets etc leads to poor quality of life in the city Absence of efficient mechanism of water supply because of absence of perennial source of water. Absence of sewage disposal network and solid waste management system in the city leads to serious health risks and environmental degradation. Poor and unhygienic condition of slums
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Lack of socio-cultural, recreational spaces in the city. Lack of active recreational spaces in the city for youngsters. Poor status of traffic with narrow roads and encroachments causing congestion Vacant top positions in the institutional framework of Nagar Parishad, leads to lower work efficiency of the offices. A mismatch between post of an official and his/her responsibilities within the Nagar Parishad also adds limited technical and administrative capability of the municipal authorities.
Opportunity
Promote the city as an agro based industrial centre with processing plants since there is absence of any such large scale industry in the region. Residents willing to pay for better services in the city, encouraging Public-Private Partnership model for infrastructure development. Small distances within the city due to its small size, enables development of newer, cheaper means of public transportation (e.g. Solar hand rickshaws) Encourage innovative environment friendly measures : rainwater harvesting, watershed development, maximize delivery and minimize waste of water Govt. proposed programmes such as UIDSSMT, under review. Potential for diversification of economic sector.
Threats
Lack of sewage and solid waste management systems poses great threat to the environment. Lack of physical infrastructure : could hamper long term economic growth prospects Lack of desire of skilled workforce to stay in the city. Competing cities for economic investments in the vicinity. Threat of loss and deterioration of natural and heritage attractions : due to lack of awareness and proper documentation on heritage conservation
Sectoral goals
Sector Goal Objectives
Water Supply
Supply of clean drinking water at adequate pressure to entire population as per standards To achieve 100% population coverage and ensure access to To minimize transmission and distribution losses safe, adequate and equitable drinking water supply for all To minimize the dependence on Ground Water
Installing metering system to levy accurate water taxes according to consumption and usage.
Sewerage and Sanitation
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Development of a planned and comprehensive Sewerage and Sanitation System To provide healthy and environmental system of Scientific treatment of waste water and sewerage to sewerage and sanitation by protect lake and ground water contamination ensuring effective treatment and disposal of waste water Comprehensive sewerage system covering the entire and to eradicate open population of the city defecation Treatment of waste water / black water and reclamation of treated water for non-potable purposes
Adequate number of good quality Public Toilets at public places and slum neighborhoods
Solid Waste Management
Initiating door-to-door collection system
To ensure scientific and Initiating segregation at source environmentally safe solid waste management system for Development of adequate and environmentally safe a healthy and clean city for transportation system for collection and disposal future Designating site for disposal
Development of proper treatment facility like Compost plant and land fill infrastructure for SWM adhering to national standards Capacity building and Community awareness program, Information, education & Communication campaigns
To collect and dispose the entire volume of Solid Waste generated in the city
To install a clean, economical & efficient method of waste collection
To ensure segregation of waste and environment- friendly disposal
Environment
Conservation of River, green pockets, landscape features and natural drainage
Initiate measures like rain-water harvesting and To upgrade the city ground water recharge at macro and micro level environment for a better quality of life and safe future To envision a green city future for Gairatganj and for inhabitants resolve to achieve the same
To ensure strict enforcement of pollution norms for air, water, soil and noise levels.
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Transportation
Decongesting the core city and Highway stretch
To ensure easy and safe Upgrading the existing transport infrastructure accessibility through cost effective public transportation Envisioning a suitable public transport system in the and good quality roads for city which is adequate, economical, sustainable, vehicular and pedestrian use efficient and safe.
Ensuring road safety- pedestrian and vehicular.
Slum Development
To provide basic services to urban poor at par with the mainstream services of the city Integrate slums with mainstream city with access to To develop employment opportunities for urban housing and basic poor infrastructure
Tourism and Heritage Conservation
To conserve and develop places of interest
To promote development To sensitize citizens towards conservation of based on conservation of heritage and Bina River in Gairatganj heritage and cultural properties To develop supporting infrastructure for tourism
Education
Ensure access to comprehensive, inclusive and affordable schooling for all To ensure social equality and economic growth by imparting To improve the rate of literacy especially among quality education economically weaker sections. Improve female literacy rate
Promote non-formal education to achieve social equality
Health
Affordable, good quality general and specialized health facilities for all To provide better healthcare to all To ensure delivery of programs aimed at prevention of diseases
To create awareness for good health practices
Urban Governance
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Ensure interdepartmental coordination
Create a citizen friendly and Set performance targets for departments / staffs accountable governance and efficient institutional Roll out citizen charter framework responsive to citizens’ needs Create public awareness and enhance public involvement in city related issues
Create accountability among municipal staff
City Investment Plan
Based on the analysis carried out and the issues identified, specific projects were conceptualised . A city investment plan provided the estimate of the level of investment which is required at the city level to implement the CIP. The assessment of the financial status of municipal bodies and other financial institutes were also being carried out to determine their credit worthiness provide funding for identified reforms.
Capital Investment Needs
The summary of sector-wise investment requirements is given. The total investment required would be Rs 151.22crores.
S.NO SECTORS AMOUNT(in Lacs) Percentage 1 Water supply 2915.82 19.28 2 Sewerage 2790.77 18.45 3 Storm water 1108.43 7.33 4 Solid waste management 109.43 0.72 5 Roads 3549.29 23.47 6 Traffic management, streetlights and 261.94 1.73 transport Nagar 7 Streetlights and firefighting 364.17 2.41 8 Heritage and tourism 592.40 3.92 9 Basic services for urban poor 1461.84 9.67 10 Environment 419.44 2.77 11 Municipal governance 173.98 1.15 12 Social infrastructure 586.04 3.88 13 Urban renewal 789.41 5.22 TOTAL 15122.94 100.00
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WATER SUPPLY SECTOR WISE INVESTMENT SEWERAGE 4% 0% 3% 1% STORM WATER 5% 19% SOLID WASTE MANAGEMENT
ROADS 10% 0% TRAFFIC MANAGEMENT, STREETLIGHTS AND 4% TRANSPORT NAGAR STREETLIGHTS AND FIREFIGHTING 2% 18% 2% HERITAGE AND TOURISM ECONOMY 24% 7% BASIC SERVICES FOR URBAN POORS 1%
Phase wise Investment
S. No. Sector of Investment Investment Investment Investment Total by 2015 by 2025 by 2035 Investment (In Crore) (In Crore) (In Crore) (In Crore)
1 Water Supply 7.75 18.46 2.95 29.16
2 Sewerage 7.43 18.08 2.40 27.91
3 Storm Water Drainage 1.61 5.10 4.37 11.08
4 Solid Waste Management 0.76 0.34 0.00 1.09 5 Road 6.91 18.97 9.61 35.49
6 Traffic & Transportation 1.10 1.52 0.00 2.62 Street Lighting and fire- 7 1.45 2.19 0.00 3.64
fighting 8 Heritage and Tourism 4.59 10.03 0.00 14.62
9 Basic Services for Urban Poor 1.16 3.03 0.00 4.19
10 Environment 0.93 0.67 0.14 1.74
11 Urban Governance 2.55 3.37 0.00 5.92 Social Infrastructure & Other 12 2.32 3.54 0.00 5.86
Projects
13 Urban Renewal 2.67 5.23 0.00 7.89 TOTAL 41.22 90.53 19.48 151.23
The share of different sectors of the total city investment is as shown in figure. It shows that almost 69 % of it would be needed for infrastructural services. The other major sectors urban poor that would need around 9.5%, urban renewal and social infrastructure need around 8%and tourism and heritage that would require around 4% of the total investment. Others are not very capital intensive and can be dealt with lesser investment
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Table of Content
Chapter 1. Introduction...... 1 1.1 Background ...... 1 1.2 Urban Services in Madhya Pradesh ...... 1 1.3 Project Introduction: CDP an initiative of GoMP ...... 2 1.3.1 Brief about the Assignment ...... 2 1.3.2 Scope of Work ...... 3 1.4 Approach...... 4 1.5 Methodology...... 4
Chapter 2. Regional Context & Physical Profile ...... 8 2.1 Introduction ...... 8 2.2 Location & Regional Linkages ...... 8 2.3 District Profile ...... 9 2.4 Natural Features ...... 10 2.4.1 Climate ...... 10 2.4.2 Rainfall ...... 11 2.4.3 Temperature ...... 11 2.4.4 Humidity ...... 11 2.4.5 Winds...... 12 2.4.6 Drainage System ...... 12 2.4.7 Rivers...... 12
Chapter 3. Demography & Socio Economic Profile ...... 13 3.1 Introduction ...... 13 3.2 Demographic Trends ...... 13 3.3 Population Projection ...... 14 3.3.1 Population Growth Trend for State of Madhya Pradesh ...... 14 3.3.2 Population Growth Trend for Raisen District ...... 14 3.3.3 Decadal population growth trend – Madhya Pradesh vs India .... 15 3.3.4 Population Growth Trend and Projection for Gairatganj ...... 17 3.4 Socio-Economic Profile ...... 17
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3.4.1 Literacy Rate...... 17 3.4.2 Sex Ratio ...... 18 3.4.3 Social Composition ...... 19 3.4.4 Workforce Participation ...... 20 3.4.5 Occupational Structure ...... 22 3.4.6 Economic Profile ...... 23 3.5 Gairatganj Mandi ...... 26
Chapter 4. Urban Growth Management ...... 27 4.1 Existing Landuse...... 27 4.1.1 Housing ...... 27 4.1.2 Residential density ...... 28 4.1.3 Commercial ...... 28 4.1.4 Public-Semi Public ...... 28 4.1.5 Traffic and Transportation ...... 28 4.2 Spatial Growth Direction ...... 29 4.3 Future Growth Directions ...... 29 4.4 Housing Typology & Pattern ...... 30 4.4.1 Attached Mixed Use Units ...... 30 4.4.2 Attached Housing in Residential Clusters: ...... 30 4.4.3 Kuccha Houses: ...... 31 4.5 Proposed Land use ...... 31
Chapter 5. Stakeholder Consultations & Prioritization ...... 33 5.1 Background ...... 33 5.2 Approach...... 34 5.2.1 Stakeholder Consultations ...... 34 5.2.2 One-on-One Meetings ...... 35 5.2.3 Structured Questionnaires ...... 35 5.3 Ranking of Issues by the Stakeholders ...... 36 5.4 CDP Presentation ...... 37 5.4.1 Stakeholder Opinion ...... 37 5.4.2 Stakeholder survey ...... 40
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5.5 Prioritization ...... 40
Chapter 6. Vision & Goals ...... 41 6.1 Background ...... 41 6.2 Methodology adopted for formulation of Vision ...... 41 6.3 Vision as suggested by the Stakeholders ...... 42 6.4 Vision Gairatganj: ...... 43 6.5 Sectoral Goals and Objectives ...... 43
Chapter 7. Status of Urban Infrastructure ...... 46 7.1 Introduction ...... 46 7.2 Water Supply ...... 46 7.2.1 Existing Situation ...... 46 7.2.2 Demand Gap Assessment ...... 49 7.2.3 Issues ...... 50 7.2.4 Identified projects and Strategies...... 50 7.2.5 Investment Plan and Financial Strategies ...... 51 7.3 Sewerage and Sanitation ...... 53 7.3.1 Existing Situation ...... 53 7.3.2 Demand and Gap Analysis ...... 54 7.3.3 Issues ...... 55 7.3.4 Project Identification & Strategies ...... 55 7.3.5 Recommendation ...... 57 7.3.6 Investment Plan and Financial Strategies ...... 58 7.4 Storm Water Drainage ...... 59 7.4.1 Demand and Gap for Storm Water Drainage ...... 60 7.4.2 Issues ...... 60 7.4.3 Project Identification & Strategies ...... 60 7.4.4 Investment Plan and Financial Strategies ...... 61 7.5 Solid Waste Management...... 62 7.5.1 Existing Situation ...... 62 7.5.2 Waste Generation: ...... 63 7.5.3 Storage and Segregation ...... 63
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7.5.4 Collection: ...... 63 7.5.5 Transportation: ...... 63 7.5.6 Processing and Disposal: ...... 64 7.5.7 Demand Gap Analysis ...... 64 7.5.8 Issues ...... 64 7.5.9 Project Identification & Strategies ...... 65 7.5.10 Investment Plan and Financial Strategies ...... 65 7.6 Traffic & Transportation ...... 67 7.6.1 Connectivity of the town: ...... 68 7.6.2 Demand Gap Analysis ...... 68 7.6.3 Mode of public transport: ...... 69 7.6.4 Traffic generating nodes, Critical Junctions and inaccessible areas of the town: ...... 69 7.6.5 Parking ...... 69 7.6.6 Issues ...... 70 7.6.7 Project Identification & Strategies ...... 70 7.6.8 Investment plan and Financial Strategies ...... 70
Chapter 8. Poverty & Urban Poor ...... 73 8.1 Slums in the Town ...... 73 8.1.1 General Characteristics of the Slums ...... 73 8.2 Poverty ...... 74 8.2.1 Access to housing and municipal services for Urban Poor as per JnNURM’s 7 Point Charter ...... 75 8.2.2 Programmes& Schemes for Slum Improvement and Urban Poor77 8.3 Issues ...... 78 8.3.1 Swot analysis ...... 81 8.3.2 Identified projects and Strategies...... 81 8.3.3 Investment plan and financial strategies ...... 82
Chapter 9. Heritage &Tourism ...... 83 9.1 Historical Importance of Raisen...... 83 9.2 Scope of tourism in Gairatganj...... 83
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9.3 Strategies & Project Identification ...... 84 9.3.1 Investment plan and financial strategies ...... 84 9.4 Implementation Framework ...... 85
Chapter 10. Social Infrastructure ...... 87 10.1 Health ...... 87 10.1.1 District Health Action Plan:- ...... 87 10.1.2 Indian Public Health Standards ...... 87 10.2 Health Facilities in Gairatganj ...... 90 10.3 Education ...... 90 10.3.1 Education Structure in Madhya Pradesh ...... 90 10.3.2 Right to Education Act-2009 ...... 91 10.4 Education Facilities in Gairatganj ...... 91 10.4.1 Issues ...... 92 10.5 Socio cultural Infrastructure ...... 93 10.5.1 Issues ...... 93 10.5.2 Identified Projects and Sector Strategies ...... 93 10.5.3 Investment Plan and Financial Strategies ...... 94 10.5.4 Implementation Strategies / Action Plan ...... 95
Chapter 11. Environment ...... 96 11.1 Environmental Action Plan ...... 96 11.2 Greenhouse emissions ...... 96 11.2.1 Strategies and Action Plan ...... 97 11.3 Water Pollution ...... 100 11.3.1 Strategies and Actions ...... 100 11.4 Waste Management ...... 103 11.4.1 Strategies and Actions ...... 103 11.4.2 Investment Plan and Strategies ...... 105 11.5 Implementation Strategies and Action Plan ...... 106
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Chapter 12. Institutional Set up and Financial Status 109 12.1 Background ...... 109 12.2 Effective Municipal Governance ...... 110 12.3 Existing Institutional Setup in Gairatganj ...... 111 12.3.1 Observations ...... 112 12.4 Institutions and Organizations ...... 112 12.4.1 Urban Administration and Development Department...... 112 12.4.2 Town and Country Planning Department ...... 113 12.5 Urban Reforms ...... 113 12.5.1 Mandatory Reforms ...... 114 12.5.2 Optional Reforms (State and ULB/ Para-statal level) ...... 115 12.6 Issues/Goal/Objectives/Strategies ...... 116 12.6.1 Investment Plan and Financial strategies ...... 116 12.7 Recommendations to improve urban governance in Gairatganj Municipality...... 117 12.7.1 Performance Management System ...... 117
Chapter 13. Municipal Finance ...... 124 13.1 Structure of Municipal Finances ...... 124 13.2 Financial Profile of Gairatganj Municipality...... 125 13.3 Revenue Account ...... 126 13.3.1 Source of Fund – Revenue Income ...... 126 13.3.2 Revenue Expenditure ...... 129 13.4 Capital Account ...... 131 13.4.1 Capital income ...... 131 13.4.2 Capital expenditure ...... 132 13.5 Summary of Revenue and Capital Accounts of Gairatganj Municipality134 13.6 Key Financial Indicators ...... 134 13.6.1 Resource mobilization indicators ...... 134 13.6.2 Fund application indicators ...... 135 13.6.3 Overall financial performance indicators ...... 135 13.6.4 Efficiency indicators ...... 136
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Chapter 14. Financial Operating Plan ...... 137 14.1 Financing Strategies for the CIP ...... 138 14.1.1 Finance Projections...... 138 14.1.2 Municipal Account – Growth Projections and Assumptions ..... 139 14.2 Investment Capacity/ Sustenance ...... 140 14.2.1 Impact of Reforms on Investment Capacity of Gairatganj Nagar Parishad ...... 140 14.2.2 Fund Requirement ...... 141 14.3 Financial Operating plan ...... 144
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List of Figures
Figure 2-1: Figure showing regional connectivity of Gairatganj ...... 9 Figure 3-1 Decadal Population Growth Trend for Udaipura ...... 15 Figure 3-2 Growth rate for M.P...... 16 Figure 3-3 Growth rate for M.P. (Urban / Rural) ...... 16 Figure 3-4 Literacy Rate for 2001/2011 ...... 18 Figure 3-5 Sex Ratio of Gairatganj for 2001/2011 ...... 19 Figure 3-6 Social Composition of Gairatganj for 2001/2011 ...... 20 Figure 3-7 Distribution of Workers for 2001/2011 ...... 21 Figure 3-8 Gender wise classification of Work Force ...... 21 Figure 3-9 Occupational Structure for 2001/2011 ...... 22 Figure 3-10 Gender wise classification of Occupational pattern ...... 23 Figure 4-1 Existing Landuse...... 27 Figure 4-2: Spatial arrangement of the settlement ...... 29 Figure 4-3 Proposed Landuse of Gairatganj ...... 31 Figure 5-1 Stakeholders Meetings ...... 35 Figure 7-1: Surface Water around Gairatganj ...... 47 Figure 7-2: Figure showing existing drainage pattern in Gairatganj ...... 53 Figure 7-3 DEWATS (Basic Working) ...... 58 Figure 7-4: Figure showing existing road network and congested areas in Gairatganj ...... 67 Figure 8-1: Slums in the flood plains near the Nallah ...... 75 Figure 8-2: Different sources of water for slum dwellers ...... 76 Figure 8-3: Street and drain condition in slums ...... 76 Figure 10-1: Figure showing hierarchy of different health institutions in India ...... 88 Figure 10-2: Figure showing existing Demand and Gap of educational institutes in Gairatganj . 92 Figure 10-3: Figure showing demand for educational institutes in Gairatganj ...... 92 Figure 11-1: Figure showing Ground Water Resource Map of Madhya Pradesh ...... 100 Figure 13-1 Basic Structure of Municipal Finance ...... 124 Figure 13-2: Chart showing Revenue Income Trend for Gairatganj Municipality ...... 126 Figure 13-3: Chart showing composition of Revenue Income (in lacs) ...... 126 Figure 13-4: Chart showing Revenue Income trend in Gairatganj Municipality (In Lacs) ...... 128 Figure 13-6: Chart showing composition of Revenue Expenditure ...... 129 Figure 13-5: Chart showing trend in revenue expenditure ...... 129 Figure 13-7 Chart showing trend in Revenue Expenditure in Gairatganj Municipality (Amount in Lacs) ...... 130 Figure 13-8: Figure showing Revenue account: Income expenditure ...... 131 Figure 13-9: Chart showing Trend of Capital Income for Gairatganj Municipality ...... 132 Figure 13-10: Figure showing Composition of Capital Income in Gairatganj Municipality...... 132 Figure 13-12: Chart showing Total Capital Expenditure ...... 133 Figure 13-11: Chart showing Composition of Capital Expenses ...... 133 Figure 13-13: Figure showing account summary for Gairatganj municipality ...... 134
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List of Tables
Table 2-1 Comparison of area for Gairatganj Nagar Parishad ...... 8 Table 2-2: Table showing general information about Gairatganj...... 9 Table 2-3: Information on Tehsil / Development Blocks...... 10 Table 3-1: Table showing ward wise population of Gairatganj ...... 13 Table 3-2 Demographic data Madhya Pradesh ...... 14 Table 3-3 Demographic data Raisen District ...... 15 Table 3-4 Assumed decadal growth rate for Gairatganj ...... 17 Table 3-5: Table showing literacy rate ...... 18 Table 3-6: Table showing serx ratio ...... 19 Table 3-7: Table showing social composition ...... 20 Table 3-8: Table showing workers distribution ...... 21 Table 3-9: Table showing workers classification ...... 22 Table 4-1: UDPFI standards ...... 31 Table 5-1 Workshop / consultation meetings ...... 34 Table 7-1: Source of surface water around the town ...... 47 Table 7-2: Location and capacity of OHTs ...... 48 Table 7-3: Water connection information ...... 48 Table 7-4 Detail of ward wise connection ...... 49 Table 7-5: Table showing water supply requirement ...... 49 Table 7-6: Table showing existing length and demand of water distribution lines ...... 50 Table 7-7 Ward wise details for individual Toilets ...... 54 Table 7-8: Estimation for total sewage generation in the town ...... 55 Table 7-9: Demand and gap for sewage network ...... 55 Table 7-10: Various available options for waste water treatment ...... 56 Table 7-11 Details of Existing Nallahs ...... 60 Table 7-12: Demand and gap for storm water drainage network ...... 60 Table 7-13: Summary of existing solid waste management ...... 64 Table 7-14: Demand and gap analysis for solid waste ...... 64 Table 7-15: Existing road length ...... 68 Table 7-16: Existing and required per capita road length ...... 69 Table 7-17: Demand and gap for road network...... 69 Table 8-1: Population of slums in Gairatganj ...... 73 Table 8-2: BPL Families in Gairatganj ...... 74 Table 8-3: Ward-wise number of persons holding various ration cards ...... 74 Table 8-4: Table showing SWOT analysis for Urban Poor ...... 81 Table 10-1: Table showing Indian Public Health Standards for different health institutions in India ...... 88 Table 10-2: Table showing no. of health institutions in Raisen District ...... 89 Table 10-3: Table showing bed capacity of different health institutions in Raisen district ...... 89 Table 10-4: Type of health facilities and number of beds ...... 90 Table 10-5: No. of educational institutes in the city ...... 91 Table 10-6: Types and numbers of socio-cultural and recreational activities ...... 93 Table 10-7: Strategies for Social Infrastructure sector...... 93 Table 10-8: List of Project for Social Infrastructure ...... 94
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Table 11-1: Table showing Strategies and action plan to address green house emission in Gairatganj ...... 97 Table 11-2: Table showing Strategies and Actions to address environment pressures in Gairatganj ...... 101 Table 11-3: Table showing waste generation and collection in Gairatganj ...... 103 Table 11-4: Table showing waste management strategies for Gairatganj...... 104 Table 11-5 :- List of projects identified under Environment ...... 105 Table 11-6: Strategies for Environment Sector ...... 106 Table 12-1: Summary of establishment as on March 2012 ...... 111 Table 12-2: Department classification with number of employees and their responsibility ...... 112 Table 12-3: List of performance indicators set by Govt. of Andhra Pradesh ...... 120 Table 12-4: Grading and Score for Non-revenue earning departments ...... 120 Table 12-5: Grading and Score for Revenue earning departments ...... 121 Table 12-6: Proposed service level/coverage and Financial Indicators...... 121 Table 12-7: Levels of partnership under different PPP options ...... 123 Table 13-1: Table showing Summary of Municipal Finances Gairatganj ...... 125 Table 13-2: Table showing Revenue Income from various sources for Gairatganj Municipality ...... 127 Table 13-3: Table showing Revenue Expenditure of Gairatganj Municipality...... 130 Table 13-4: Table showing Capital Income for Gairatganj Municipality (Amt. In Lacs) ...... 131 Table 13-5: Table showing Capital Expenditure for Gairatganj Municipality ...... 132 Table 13-6: Table showing resource mobilization details for Gairatganj Municipality ...... 135 Table 13-7: Table showing fund application indicator details for Gairatganj Municipality ...... 135 Table 13-8: Table showing overall financial performance indicator for Gairatganj Municipality ...... 136 Table 14-1 Important assumptions made in the projections ...... 139 Table 14-2 CIP Funding Pattern ...... 141 Table 14-3 Sector wise Investment...... 142 Table 14-4 Phase wise Investment ...... 143 Table 14-5 Responsible Agencies ...... 143 Table 14-6 Final Revenue Modal For Gairatganj ...... 145
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List of Abbreviation
BPL Below Poverty Line
CDP City Development Plan
CIP City Investment Plan
CPHEEO Central Public Health and Environmental Engineering Organization
FOP Financial Operating Plan
GoI Government of India
GoMP Government of Madhya Pradesh
HH Household
JNNURM Jawaharlal Nehru National Urban Renewal Mission
MCM Million Cubic Meter
MLD Million Litre per Day
MPPHED Madhya Pradesh Public Health Engineering Department
MT Metric Tonn
MPUSP Madhya Pradesh Urban Services for Poor
NGO Non Profit Organization
NLCP National Lake Conservation Project
NP Nagar Parishad
NUHM National Urban Health Mission
NUIS National Urban Information System
OG Out Growth
PPH Person Per Hectare
PPP Public Private Partnership
RAY Rajeev Awas Yojna
SWM Solid Waste Management
ULB Urban Local Body
USP Unique Selling Point
WFPR Work Force Participation Rate
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Chapter 1. Introduction
Background Urban Services in Madhya Pradesh Project Introduction Approach
1.1 Background Madhya Pradesh is urbanizing at a rapid rate and the Urban Local Bodies of the State are facing the challenge of meeting the requirements of the growing population with limited technical and financial resources. The Government of India and the Government of Madhya Pradesh have initiated a number of programmes to meet the growing demands of infrastructure and service delivery— Urban Infrastructure Development Scheme for Small and Medium Towns (UIDSSMT) and Integrated Housing and Slum Development Programme (IHSDP) of the GoI which links reform with investment in infrastructure for the poor etc.
With the enactment of the 74th Constitution Amendment Act, major urban related tasks have been transferred to Local Bodies. The Government of Madhya Pradesh (GoMP) through its Urban Administration & Development Department (UADD) is responsible for overseeing urban sector reforms, in terms of capital investment in basic infrastructure for the Urban Local Bodies (ULB’s). The UADD is also responsible for implementation of various public welfare schemes sponsored by the Central and State Governments.
The aim of this exercise is to support various Cities/Urban Local Bodies of Madhya Pradesh in preparing the City Development Plan (CDP) for their respective cities. The CDP should provide a comprehensive medium term strategy (Vision 2035) as well as a City Investment Plan (CIP), based on which the concerned ULB will be able to access funds under GoI/GoMP schemes as well as from own and other sources based on priority actions and projects identified in the CDP .The document should also provide Financial Operating Plan (FOP) to direct the ULBs for mobilizing various financial resources to implement the identified projects.
1.2 Urban Services in Madhya Pradesh
Within a generation, it has been estimated that the majority of the developing world’s Population will live in urban areas, and that the number of urban residents in developing countries will double, increasing by over 2 billion inhabitants (World Bank 2000). India is no exception. Some 50% of the population or around 600 million people may be resident in urban areas by 2020. These figures suggest that we need to know more about the process of urban development & Planning and its effect on urban resident’s lives.
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Planning is process within a community that assesses, decides, implements and controls the allocation of scarce resources between competing needs. The resources may be natural such as land and water, economic, administrative or technical. Planning provides a framework on which decisions on utilization of these resources can be based. A City Development Plan aims to better the existing quality of life in the region concerned and would comprise measures for conservation of natural resources, augmentation of physical infrastructure and management of utilization of resources. The sustainability of the measures outlined would be an important criterion for the success of such a plan.
1.3 Project Introduction: CDP an initiative of GoMP
A City Development Plan (CDP) is both a perspective and a vision for the future development of a city. It presents the current stage of the city’s development – where are we now? It sets out the directions of change – where do we want to go? It identifies the thrust areas — what do we need to address on a priority basis? It also suggests alternative routes, strategies, and interventions for bringing about the change – what interventions do we make in order to attain the vision? It provides a framework and vision within which projects need to be identified and implemented.
It establishes a logical and consistent framework for evaluation of investment decisions. A CDP is anchored on the Jawaharlal Nehru National Urban Renewal Mission (JNNURM) goal of creating economically productive, efficient, equitable and responsive cities. As a step to achieving this goal, the CDP focuses on the development of economic and social infrastructure, strategies that deal specifically with issues affecting the urban poor, strengthening of municipal governments and their financial accounting and budgeting systems and procedures, creation of structures for bringing in accountability and transparency, and elimination of legal and other bottlenecks that have stifled the land and housing markets. It provides a basis for cities to undertake urban sector reforms that help direct investment into city-based infrastructure.
1.3.1 Brief about the Assignment
Preparation of the CDP consists of city development strategies that come out of a structured consultative process. The process will enable elected representatives, key staff of MC departments, parastatal agencies and other institutions, policy makers and the citizens to participate and plan for spatial, social and economic development of the concerned cities. A City Development Plan (CDP) presents both a vision of a desired future perspective for the city and the ULB’s strategic framework of sectoral plans translated into actions that define on how the ULB, together with other stakeholders, intends to work towards achieving their long-term vision in the next twenty five years.
City Development Plan tries to address the following:
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To improve infrastructural facilities and help create durable public assets and quality oriented services in cities and towns Enhance Public Private Partnership in infrastructural development Promote planned integrated development of towns and cities Scale up existing urban development and poverty alleviation schemes within a comprehensive and coherent strategic planning framework in order to ensure optimal benefit from available resources for the citizens of the ULBs Catalyze new thinking and provoke debate through a consultative stakeholder driven process. The vision and strategic thrusts for the CDP would be built around the lessons and findings of a comprehensive and rigorous stakeholder consultation and documentation process. Serve the requirements of UIDSSMT/IHSDP programmes as well as JNNURM and UADD’s development schemes. Generate specific priority actions and projects that can be the basis of mobilizing funding from diverse sources. Urban reforms allows the improvement of urban local bodies and parastatal agencies to become financially sound with enhanced credit rating and ability to access market capital for undertaking new programmes and expansion of services. Finally, the CDP reveals the ULB’s strategy to manage its resources, i.e. how it intends to increase revenues and expand its tax base to allow for self-sustaining urban service delivery; improve its credit worthiness; and recruit and retain a skilled workforce.
1.3.2 Scope of Work
The CDP outlines the strategic and investment interventions required to achieve the vision for a city including formulation of sectoral plans for the identified sectors. The scope of CDP is to:
Assess the existing situation with regard to demographic and economic growth, access to infrastructure services, municipal finances etc. Identify gaps in service delivery Outline issues faced by the city’s poor Prepare a vision and sectoral strategic framework outlining the goals, strategies, interventions/ projects to achieve the overall vision Formulate a city investment plan (CIP) with appropriate financing strategies and an implementation action plan, and
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Focus on the reforms to be carried out at the State and city level in consonance with the vision and strategic plan outlined to sustain the planned interventions.
1.4 Approach
A fully consultative and participatory approach with local stakeholders and development partners will be adopted while developing a city development plan for Gairatganj. Consultative meetings and city wide workshops would be held at critical stages of the process to arrive at consensus on key issues and to frame optional strategies to address the service delivery and financial issues identified.
Exhaustive consultations would be carried out with key stakeholders, both institutional and individual. These stakeholders shall include key representatives (both elected and administrative) of Gairatganj Nagar Parishad and other important departments of the state government such as DUDA, PHE, Traffic Police, Town and Country Planning, prominent citizens of Gairatganj, representatives from trade and commerce, NGOs, slum inhabitants, representatives of education institutes, Journalists etc.
The CDP shall therefore reflect a broadly shared understanding of the city's socioeconomic structure, constraints, and prospects and a shared "vision" for Gairatganj city with agreed goals, priorities and requirements.
The steps which were followed in the preparation of CDP are shown below:
Methodology
Opportunity Analysis of and Realistic Vision City’s Profile Constraints
Options for Investment Strategic Resource Required Options Mobilization
City Reform Action Development Plan Plan
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Mobilization of Team
The team of consultants was mobilized and familiarized with the project. The team was introduced to the officials of Gairatganj Nagar Palika with a view to obtain gain their perspective on the objectives of the study. The team then fine-tuned its understanding of the assignment, related approach and methodology, and deliverables in consultation with the Client.
Data Collection
A comprehensive list of data was collected from secondary sources such as demographic information, socio-economic development, location and connectivity, spatial growth and land use, growth potentials of the city, roles and responsibilities of different institutions, quality, reliability and level of urban basic services, road and transportation, slums, institutional arrangements, environmental aspects and financial assessment.
Analysis of Secondary data
The data collected from secondary sources and through interactive sessions/ interviews was analyzed to make a realistic assessment of where the city is and the direction in which it has been moving and its strengths and weaknesses. An analysis of the Gairatganj City’s existing situation with respect to the followings was carried out to see its implications for service delivery and urban management.
Demography Economic activities i.e. identification of existing nature of commercial and industrial establishments Situation of urban infrastructure Urban land use Urban poverty Characteristics of the slums Urban infrastructure and services (like transportation, water supply and sanitation, sewerage and solid wastes management, drains etc.) Physical and environmental aspects; and Institutional aspects
The critical assessment as well as projections of population growth, infrastructure needs and resource requirements in the short term and long term perspective was carried out.
Identification of Key Stake-holders
Lists of key stakeholders, who are involved in the urban service delivery, were collected from various government departments and compiled to prepare a final list. They are as follows:
Chief Municipal Officer Elected President, Municipal Council Elected MLA Municipal Engineer Health Officer, Nagar Palika
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Ex- appointed Elected Representatives Trade associations Industries associations Builders associations Social organizations Non-government organizations Discussions/ Consultations with key stakeholders
The objective of the stakeholder’s consultation was to ensure that the CDP reflect ground realities and the needs of the people as articulated by them are incorporated in the CDP.
For this purpose the methodology followed was: After identification of stakeholder, consultations were carried out to make them aware of city development plan, city’s vision, and strategy. Besides carrying out discussions with the officials, discussions with key stakeholders such as community organizations, trade associations etc were also carried out to find out their roles in city development, know their perception about the city vision and develop a set of mission statements during different stages of project. The consultative process through stakeholder consultations formed an integral part of the preparation of City Development Plan.
Workshops Various stakeholder meetings and workshops were carried out at different stages to derive a cohesive approach for the formulation of the CDP. Kick-Off Workshop to discuss the scope, process, timeline and intentions of CDP Stakeholder’s Workshop to discuss sector analysis and formulate city vision, sector goals and strategies Stakeholder’s Workshop to finalize strategy, priority actions and projects. Stakeholder’s Workshop on the outcomes and findings of the draft CDP
Preparation of Draft Final Report
Developing Future Vision - What Need to be done & where we want to go Based on the outcomes of the City assessment and discussions with various stakeholders, a city vision was developed, which provided the direction of change with a specific time frame, to guide the future development of the City.
Priority Projects and Sector Strategies
A demand and supply gap analysis for basic infrastructure and services requirements were carried out. This was to ensure that the proposed initiatives and action plans as outlined in the CDP will not only be able to fulfill the critical gaps and bottlenecks but also caters to future demand taking into consideration the in population growth and the urban growth. Based on the analysis and stakeholder consultations projects were prioritized and various strategies were developed to achieve the envisioned goals.
Infrastructure Financing Plan (City Investment Plan) and Means of Finance
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Based on the analysis carried out and the issues identified earlier, specific projects were conceptualized. A city investment plan provided the estimate of the level of investment which is required at the city level to implement the City Development Plan. The assessment of the financial status of municipal bodies and other financial institutions was also carried out to determine their credit-worthiness to provide funding for identified reforms/ projects/ Programmes.
Workshop presentation on findings of Draft CDP
Following earlier tasks a draft CDP was compiled. This report also included the phased CIP
Finalization of the City Development Report
Alterations were made to the draft City Development Plan on the basis of feedback obtained from various stakeholders in the last Workshop to prepare the final City Development Plan report. The final City Development Plan was prepared on the basis of feedback received from stakeholders in workshop and suggestions received from officials of Nagar Palika and other government agencies.
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Chapter 2. Regional Context & Physical Profile
Introduction History Location & Regional Linkages District Profile Natural Features
2.1 Introduction
The town of Gairatganj was established as Nagar Palika on 2009 after the inclusion of 4 Gram Panchayat (Tekapar, Geratpura, Gehram and Gairatganj). It is situated on the bank of river Bina. The town has a population of 18186 which in divided into 15 wards. As per the municipal records approximate Municipal area is 5 Sq Km but consultancy’s empirical calculation of municipal area on geo satellite imagery is approximately 14.60 sq km. It is recommended for the correction of municipal records regarding municipal area.
Table 2-1 Comparison of area for Gairatganj Nagar Parishad S.No. Particulars Area in Sq Km 1 Area according to ULB 5.00 Sq Km 2 Area according to consultants analysis 14.60 Sq Km Source: Gairatganj Nagar Parishad/ Consultant’s Analysis
The prime economic activity of the people in town is agriculture and agriculture related activities.
2.2 Location & Regional Linkages
Gairatganj is a small town and Nagar Parishad situated in the District Raisen of M.P. It is situated 98 km east of Bhopal. It lies along National Highways 86, which connects Bhopal and Sagar and at the bank of Bina River. Nearest airport is at Gairatganj Bhopal and nearest railway station is Vidisha.
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Table 2-2: Table showing general information about Gairatganj S.No. Parameter Details 1 Town Gairatganj 2 District Raisen 3 Latitude and Longitude 23°24′ 44″ North &78°13′ 18″ East 4 Population(2011) 18186 5 Area(District) 8395 Sq Km 6 Connectivity Bhopal-97 Km, Hoshangabad-141 Km 7 Railway Station Vidisha 8 Nearest Airport Bhopal
Figure 2-1: Figure showing regional connectivity of Gairatganj
2.3 District Profile
Raisen District lies in the central part of Madhya Pradesh. The District is situated between the latitude 22 47' and 23 33' north and the longitude 7721' and 78 49' east. It is bounded in the west by Sehore district, in the north by Vidisha district, in the ease and south-east by Sagar district, in the south-east by Narsimhapur district, and in the south by Hoshangabad and Sehore district. The total area of the District is 8,395 Sq. Km., which contains the
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1.93 % of the State's area.
The district of Raisen is divided into 5 Sub-divisions. The 5 Sub-divisions are Raisen, Obaidullaganj, Goharganj, Begamganj and Bareli. The 5 Sub-divisions are further divided into 7 Blocks. There are 8 Tehsil in this district which are Raisen, Begamganj, Silwani, Badi, Goharganj, Obaidullaganj, Bareli and Udaipura.
Table 2-3: Information on Tehsil / Development Blocks Sl.No Name of the Name of the Devt. Area Population Density Tehsil Blocks (in Sq.KM (Tehsil) )
01. Raisen Sanchi 1360.2 144725 106
02. Obaidullaganj Obaidullaganj 920.1 82998 90
03. Begumganj Begumganj 912.0 104050 114
04. Goharganj Obaidullaganj 1769.4 150187 85
05. Badi Bareli 1422.0 178424 125
06. Silwani Silwani 1288.5 100706 78
07. Udaipura Udaipura 816.9 115371 141
Total 8489.1 876461 104
Source: http://dcmsme.gov.in/publications/traderep/raisen.htm
Area wise Goherganj Tehsil becomes the biggest one and Udaipura is the smallest. Density of population is least in Silwani Block.
Bar Chart denoting the Area Tehsil wise
2.4 Natural Features
2.4.1 Climate
Excluding the South-West monsoon the weather is dry. The weather seems to be a bit difficult in Narmada Valley and Mountain Areas. The weather is affected due to the destruction of the huge Bhojpur Lake in the fifteenth century.
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The monsoon season brings along good rainfall, and the winter season in district Raisen is cold. The summer season is characterized by escalating temperatures. The best time to visit district Raisen would be during the winter months, when conditions will be mild and hospitable. An year can be divided into four seasons here. Summer season starts in March and lasts almost till second week of June.
Summers in Raisen are hot, and temperatures during the summer months will hit a maximum level of forty seven degrees (47°C). The minimum temperature during these months will be around twenty one degrees (21°C). South-West monsoon starts just after this summer and continues till end of September. From October it’s the post monsoon and later on winter starts in December and lasts till February end. These months of winter will experience temperatures that hit a maximum of thirty two degrees (32°C) and a minimum of four degrees (4°C). This is the best time to visit Raisen.
2.4.2 Rainfall
The district gets an average rainfall of 1312.6 mm. Areas like Bareli and Gairatganj gets the minimum rainfall in the district and the maximum rainfall is observed to be in areas like Udaypura and Chiklod. The rainy season is seemed to be in between the months June and September where July gets the maximum rainfall that contributes 22% to the annual rainfall. Its calculated that the district gets almost 57 rainy days in an year. This number seems to get reduced in areas like Bareli and Gairatganj to 53 and gets increased to 62 days in areas like Udaypura and Chiklod.
2.4.3 Temperature
Just after February the temperature rises to an extend till May due to the summer. And in these days the mid day higher temperature goes up to 41°C (108.8°F) and minimum lies around 27.2°C (80.6°F). Nights seem to be mild during this period. By the starting of June the monsoon starts and it continues almost till September end. Nights in September starts to get colder than before. By the starting of November both days and nights gets cold. It gets completely cold by the starting of December and stays like that till February second week. The temperature during the winter falls to a minimum of 10-11°C (50.1-51.8°F) and maximum temperature goes to be around 25-26°C (77-78.8°F)
2.4.4 Humidity
Comparatively the humidity goes higher during the South-West monsoon period. Rest of the year the air seems to be dry. During the summer season the humidity goes down to less than 20%.
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2.4.5 Winds
Winds are usually gentle, but at the end of summer and staring of monsoons it gets stronger. During the period of South-West monsoon the wind flows heading North-West or South-West. Again the winds become light in October and directions seem to be changing continuously. During winters the winds seems to flow towards North-East or East direction. In January afternoons the winds seems to head West or North-West Direction and till summer this winds flows in both morning and afternoon. Thunders and storms appears during late monsoons.
2.4.6 Drainage System
The district Raisen lies in the river basin of Ganga and Narmada. For a long distance the main Vindhya Range acts as the major water shed of the district. This spreads through the southern edge of the Malwa plateau. The water from the northern part of the district is collected by rivers Betwa, Bina and their tributaries and is finally reaches the river Yamuna. Then this water flows through the Ganga and flows to the Bay of Bengal. The other river system is formed by those rivers that flows southwards and joins the river Narmada. The Narmada itself makes almost half of the southern district boundary. It carries plenty of water throughout the year. Narmada has many tributaries within the district and the major ones are Tendoni, Barna and Sidore. The water flows through the Narmada River and meets the Arabian Sea.
In most parts of the district underground water harvesting seems to be impossible due to the impermeable rock formats. But a lot of underground water can be retained through the joints and fissures on the rocks. The formation of permeable sand stone layers beneath the surface makes the alluvial soil aqueous. And mostly the wells that are made on alluvial soil faces the problem of water level fall during summer.
2.4.7 Rivers
There is no perennial river in the district. The Betwa River originates from this district. But the benefit is not available for the district. Narmada River flows in the district and irrigation facilities available in Bareli Tehsil. Bina, Halali, Neon, Basna, khand, Tadni, Bawas and Dhaman are other small rivers flows in the district. In summer Season, these rivers become dry. This is one of the main drawbacks for the fast development of the district
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Chapter 3. Demography & Socio Economic Profile
Introduction Demographic Trends Population Projection Socio-Economic Profile
3.1 Introduction
This chapter describes in detail the demographic and socio-economic characteristics of Gairatganj. The chapter has been broadly divided into five sections. The first section includes the introduction. The second section describes the population growth trends in the town and their characteristics. The third section deals with the population projection for the town. The fourth section describes the socio-economic profile of the town wherein a detailed description of the economic base of the town has been done. Based on the salient characteristics of the demographic and socioeconomic profile of the town, a SWOT analysis has been done as part of section five.
3.2 Demographic Trends
The population of town as per Census 2001 was 8095 which has increased to 18186 based on census 2011 provisional figures. The following table shows the ward wise distribution of population and number of houses.
Table 3-1: Table showing ward wise population of Gairatganj
Ward no. Population Male Female Ward no. 1 1500 761 739 Ward no. 2 1910 996 914 Ward no. 3 870 457 413 Ward no. 4 416 215 201 Ward no. 5 573 301 272 Ward no. 6 889 449 440 Ward no. 7 1092 541 551 Ward no. 8 1489 758 731 Ward no. 9 1050 537 513
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Ward no. 10 1440 737 703 Ward no. 11 1398 742 656 Ward no. 12 1360 748 612 Ward no. 13 1532 814 718 Ward no. 14 1497 786 711 Ward no. 15 1168 607 561 Total 18184 9449 8735
Source: Census 2011
3.3 Population Projection
3.3.1 Population Growth Trend for State of Madhya Pradesh
As per details from Census 2011, Madhya Pradesh has population of 7.25 Crore, an increase from figure of 6.03 Crore in 2001 census. Total population of Madhya Pradesh as per 2011 census is 72,597,565 of which male and female are 37,612,920 and 34,984,645 respectively. In 2001, total population was 60,348,023 in which males were 31,443,652 while females were 28,904,371.
The total population growth in this decade was 20.30 percent while in previous decade it was 24.34 percent. The population of Madhya Pradesh forms 6.00 percent of India in 2011. In 2001, the figure was 5.87 percent.
Table 3-2 Demographic data Madhya Pradesh Description 2011 2001
Approximate Population 7.25 Crore 6.03 Crore
Male 37,612,920 31,443,652
Female 34,984,645 28,904,371
Population Growth 20.30% 24.34%
Percentage of total Population 6.00% 5.87%
3.3.2 Population Growth Trend for Raisen District
In 2011, Raisen had population of 1,331,597 of which male and female were 700,358 and 631,239 respectively. There was change of 18.36 percent in the population compared to population as per 2001. In the previous census of India 2001, Raisen District recorded increase of 28.40 percent to its population compared to 1991.
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Table 3-3 Demographic data Raisen District Description 2011 2001 Actual Population 1,331,597 1,125,154 Male 700,358 598,247 Female 631,239 526,907 Population Growth 18.36% 28.40% Area Sq. Km 8,466 8,466 Density/km2 157 133 Proportion to Madhya Pradesh Population 1.83% 1.86%
3.3.3 Decadal population growth trend – Madhya Pradesh vs. India
India has registered a decadal growth of 17.6 percent and Madhya Pradesh that of 20.3 percent, over the Census 2011 figures. While comparing population of the state since 1901, we find that there has been comparatively lesser growth of population during the first half of the last century 1901 to 1951. Thereafter, there was steady growth of population during 1951 to 1971. The declining trend in population started from Census 1971, as shown in Figure below.
Decadal population growth trend 35 30 25 29.28 27.16 27.24 20 24.73 24.8 24.66 23.86 24.26 21.64 21.54 15 20.3 17.64 10 14.22 12.38 12.06 13.31 10.2111 5 8.38 Growth Rate ( in %) in RateGrowth( 0 5.75 -5 1901-11 1911-0.31-21 1921-31 1931-41 1941-51 1951-61 1961-71 1971-81 1981-91 1991-01 2001-11 -2.4 Decade Growth Rate India Growth Rate MP
Figure 3-1 Decadal Population Growth Trend for Gairatganj Source: www.censusindia.gov.in
Although, the net addition in population during each decade has increased consistently, the change in net addition has shown a steady declining trend over the decades starting from 1961. This implies that as a result of the combination of population momentum and somewhat impeded fertility, although India continues to grow in size, its pace of net addition is on the decrease.
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Total population and growth rate (MP) Total (in million), 72.6 80.0 70.0 60.0 50.0 40.0 30.0
20.0 Growth rate in in % rate Growth 10.0 Growth rate, 20.3 0.0 -10.0 1901 1911 1921 1931 1941 1951 1961 1971 1981 1991 2001 2011
Figure 3-2 Growth rate for M.P.
The growth rate of population for Madhya Pradesh during 2001-11 was 20.3%. The growth rate of population in rural and urban areas was 18.4% and 25.6% respectively. As seen from the decadal growth rate figures for MP rural and urban areas, the decline is growth rate of urban areas was much more than the decline in growth rate of rural areas.
Total population and Growth rate of MP Total population and growth rate of MP rural urban Rural (in 60.0 million), 52 60.0 50.0 .5 50.0 40.0 Growth 40.0 30.0 rate, 25.6 30.0 20.0 20.0 Growth Urban (in 10.0 million), 20
10.0 rate, 18. Growth rate in % in rate Growth Growth rate in % in rate Growth 0.0 .1 0.0 4 -10.0 -10.0 -20.0
Figure 3-3 Growth rate for M.P. (Urban / Rural) As discussed earlier that the trend of declining growth rate is evident at national and state level. District Raisen has also registered steep decline in growth rate during 2001-11 compared to previous decades. The growth rate of District Raisen is even lesser than the state’s average figure for 2001-11.
Percentage decadal growth rate (2001-11) Total Rural Urban Madhya Pradesh 20.3 18.4 25.6 District Raisen 18.3 12 46.8 Total Nagar Parishad’s of MP 17
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3.3.4 Population Growth Trend and Projection for Gairatganj
The Nagar Parishad of Gairatganj was established in 2009 by joining 4 Gram panchayats and therefore no data of population before 2001 is available for the town. As per details provided by the NP the population of town in 2001 was 14334 and in 2011 the population figures are around 18186.
Assumption:
On the closer analysis of population growth trend at national, state, district level and average growth rate for all the Nagar Parishads in M.P. it can be expected that the decadal growth rate for the towns of Raisen could be categorized into 2 broad categories:
Towns with decadal growth rate between 15-20% Town with decadal growth rate between 20-25%
Table 3-4 Assumed decadal growth rate for Gairatganj Year Population Assumed growth rate 2011 18184 2015 20002 25% 2025 25003 25% 2035 30004 20% Source: - Consultants Analysis It is expected that the infrastructure will improve to a greater extent by the interventions of CDP. Therefore it is assumed that the decadal growth rate of the town could be expected around 20% for Phase 1(2011-15) and Phase 2 (2015-2025) which will tend to decline slightly during Phase 3.
3.4 Socio-Economic Profile
3.4.1 Literacy Rate
The literacy rate of Gairatganj town has been given in table below. The figures have also been studied in comparison to the district urban average and state level data to understand the position of Gairatganj w.r.t to them. The overall literacy rate of the town (excluding out growths) is higher than the district average (urban) as well as the state level data.
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Literacy Rate
Literacy Rate (2001) Literacy Rate (2011)
84.46 90.48 85.1 79.7 77.62 73.8
1 2 3
Figure 3-4 Literacy Rate for 2001/2011 Comparison of literacy among males and females shows that more percentage of male are literate than females. Census 2001 figures show that for 2001 female literacy rate in Gairatganj is observed to be 77.62% against the male literacy rate of 90.48% whereas for 2011 it has changed to 73.85 % and 85.1% respectively.
The literacy rate of Gairatganj is higher than both the district and state. These figures are only of Gairatganj town; population of Gairatganj is literate and economically strong. On the other side is also easy access to educational institutions on which we get to see the results on literacy rate.
Table 3-5: Table showing literacy rate LITERACY RATE (in %) Gairatganj Town District Raisen(Urban) State MP S. No. Type Total Male Female Total Total 1 Literacy Rate (2001) 84.46 90.48 77.62 77.9 79.4 2 Literacy Rate (2011) 79.7 85.1 73.8 81.6 84.1 Source: Census 2001/2011
3.4.2 Sex Ratio
The sex ratio of Gairatganj town has been compared with the district sex ratio and state level sex ratio. The table below shows that the town has overall sex ratio of (883 for 2001 and 924 for 2011) which is quite close to district average sex ratio and higher than the state figures for sex ratio.
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Sex Ratio
2001 2011 1179 924 892 942 907 963 883 811
Sex Ratio Sex Ratio (0-6years) Sex Ratio (SC) Sex Ratio (ST)
Figure 3-5 Sex Ratio of Gairatganj for 2001/2011 As per the census of 2001, sex ratio of Gairatganj is quite healthy in the age group of 0-6 years (892 for 2001 and 942 for 2011). It is also observed that sex ratio of SC category (811 for 2001 and 907 for 2011) in the town is lower than the district and state figures both whereas the sex ratio of ST category (963 for 2001 and 1179 for 2011) in the town is much higher than the district and state average figures.
The sex ratio of Gairatganj is higher than the district and close to the state figures. Sex ratio of (o-6) the city is quite healthy. The main reason of fairly good sex ratio is awareness in people and good infrastructure facilities such as health, Educational, transport, etc. and also the connectivity to the other cities.
Table 3-6: Table showing serx ratio SEX RATIO (Females per 1000 males) S. No. Category Gairatganj Town District Raisen State MP 2001 2011 2001 2011 2001 2011 1 Sex Ratio 883 924 866 891 898 - 2 Sex Ratio (0-6years) 892 942 924 919 907 - 3 Sex Ratio (SC) 811 907 853 890 907 - 4 Sex Ratio (ST) 963 1179 864 905 912 - Source: Census 2001/2011
3.4.3 Social Composition
The share of Schedule Caste population during 2001 was 9.2% and for 2011 is 15.0 % of the total population of the Gairatganj town and the Schedule Tribe population was only 2.0% for 2001 which is slightly increased to 2.2% of the total. On an average the proportion of SC population is quite less than the district average and state average figure whereas the proportion of ST population of the town is lower than the district and state figure.
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Population (2001) Population (2011)
SC Population ST Population SC Population ST Population Remaining Population Remaining Population
2% 2% 9% 15%
83% 89%
Figure 3-6 Social Composition of Gairatganj for 2001/2011
Table 3-7: Table showing social composition POPULATION (in %) Sl No. Type Gairatganj District Raisen State MP Town 2001 2011 2001 2011 2001 2011 1 Population 8095 18184 2 SC Population 748 2715 3 ST Population 161 401 4 Proportion of SC Population 9.2 15.0 12.3 13.93 14.0 - 5 Proportion of ST Population 2.0 2.2 4.9 4.92 1.9 - Source: Census 2001/2011
3.4.4 Workforce Participation
The Workforce Participation Rate (WPR) of the town is 33.4% for 2001 and 32.8% for 2011 which is higher than the district WFPR of 29.9% and state WFPR of 30.6%. Out of total population for 2001 main workers comprises 27.9%, marginal workers share 5.5% and non- workers share 66.6% whereas for 2011 main workers comprises 23.2%, marginal workers share 9.6% and non-workers share 67.2%. The overall involvement of main and marginal workers in the town is greater than the district and state average figures. The % of Non- Workers population in Gairatganj includes students, housewives, dependant such as infants or very elderly people, pensioners those who are drawing pension after retirement and are not engaged in any economic activity etc.
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Work Force Participation 66.6 67.2
2001 2011
27.9 23.2
9.6 5.5
Main Workers Marginal Workers Non Workers
Figure 3-7 Distribution of Workers for 2001/2011
Table 3-8: Table showing workers distribution WORKERS (in %) Sl Type Gairatganj Town District Raisen State MP No. 2001 2011 2001 2011 2001 2011 1 Main Workers 27.9 23.2 26.2 28.2 27.1 2 Marginal Workers 5.5 9.6 3.7 4.5 3.6 3 Non Workers 66.6 67.2 70.1 67.4 69.4 Source: Census 2001/2011
Gender wise Classification of WF
Male Female
13.2 16.9 35.2 52.0
86.8 83.1 64.8 48.0
Main -2011 Marginal -2011 Main -2001 Marginal -2001
Figure 3-8 Gender wise classification of Work Force The gender wise constitution of the workers shows that for 2001, nearly 17% of the main workers constitutes female working category whereas 83% of the main workers are male workers, but for 2011 female participation has reduced to 13.2%. This distribution of workers changes significantly in case of marginal workers where for the female participation % increases to 52% for 2001 and 35.2% for 2011 compared to their participation as main workers. The major reason for this character is the involvement of females in agriculture related activities which is a seasonal activity spanning to few months only.
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3.4.5 Occupational Structure
The total workers in Gairatganj can be classified into 4 categories based on their occupation as Cultivators, Agricultural Labourers, Household Industry Workers and Other Workers.
2001 2011
Agricultural Labours (%) Cultivators (%) Agricultural Labours (%) Cultivators (%) Household Industries (%) Other Workers (%) Household Industries (%) Other Workers (%)
8% 9% 8% 20% 9% 67% 75% 4%
Figure 3-9 Occupational Structure for 2001/2011 Out of total workers (main+marginal) Cultivators and Agricultural Labourers constitute 8% and 9% respectively for 2001 and 9% and 20% respectively for 2011. 8% for 2001 and 4% for 2011 of working population is employed in HH industries. Remaining 75% for 2011 and 67% for 2011 of people work as other workers which include government servants, municipal employees, teachers, factory workers, plantation workers, those engaged in trade, commerce, business, transport banking, mining, construction, political or social work, priests or entertainment artists etc.
Table 3-9: Table showing workers classification WORKERS S. No. Type Total Male Female 1 2001 2011 2001 2011 2001 2011 2 Agricultural Labours 8.3 20 6.3 17.0 15.1 33 3 Cultivators 9.2 9.0 9.7 11.0 7.5 2.0 4 Household Industries 7.5 4.0 4.0 3.0 19.5 10.0 5 Other Workers 75.0 66.0 80.0 69.0 57.8 54.0 Source: Census 2001/2011
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2001 2011 80 69 Male Female Male Female 57.8 54
33 19.5 15.1 17 9.7 11 10 6.3 7.5 4 2 3
Agricultural Cultivators Household Other Agricultural Cultivators Household Other Labours (%) (%) Industries (%) Workers (%) Labours (%) (%) Industries (%) Workers (%)
Figure 3-10 Gender wise classification of Occupational pattern The gender wise categorization of work force shows that for 2001 the female participation is highest under the category of Other Workers (58.8%) which is followed by Household Industries (19.5%) and Agricultural Laborers (15.1%). Least female participation is observed under the category of Cultivators which is only 7.5%, whereas for 2011 the female participation is highest under the category of Other Workers (54.0%) which is followed by Agricultural Laborers (19.5%) and Household Industries (10.0%). Least female participation is observed under the category of Cultivators which is only 2.0%
3.4.6 Economic Profile
Town can be divided in two categories, because the gram panchayat Tekapar, Geratpura, Gehram in Nagar Parishad are completely rural settings. The main occupations of peoples in these areas are agriculture, agricultural laborers and other wages such as work in town such as in construction, and also mandi gives a better opportunity for employment. The adequate means of irrigation is possible due to the presence of two reservoir and Bina River near the city, by this the agricultural production in the city is good. A ‘C’ grade mandi is present in the city, which gives the employment and also helps to improve the economic condition of town. The town Gairatganj is situated along the NH 86A caused the urbanization already there. Gairatganj is a tehsil town of Raisen, due to this the movement of people is continued here from nearby villages, District Hospital, school, college, etc. and other government offices are also in this area, so it is the active node of the city and also provides the employment to the daily wages people. The people belong to service sector and employment sector live along the NH. Most of the government offices are also along the NH, by which the commercial sector has also developed with NH. Bus stand, Gandhi chabutra, roads which are connecting the NH to the core city and square market are the main business center of the town. And weekly market is also conducted on these roads. Bina River is passes through the centre of the city, many people around the river are engaged in brick- making business and other wages. The people go to Raisen, Bhopal, Sagar and other big cities for searching the job. Gairatganj is agriculture base town, and productivity of soybean and wheat is good in the town, and connectivity with other big cities is good through NH, due to this the possibilities of small and agro based industries like Soya Plant and Maida
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Mill is increased. Animal market is also organized in town in which people come here from far away.
Agriculture and Agro-based working people
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Commercial activities with the main market and NH
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3.5 Gairatganj Mandi
Gairatganj Mandi
Agriculture mandi in Gairatganj has operated from date 22th Jan. 1978. The area of Mandi is about 8.745 hectare. This mandi comes under in ‘C’ category. Here soybeans and wheat have the highest inflow. On 19th December 2006 Silvani was created as a sub- mandi of Gairatganj. In the
last 5 years the main crops come in Bareilly is detailed below.
Year
other
Gram
Tivda
Lentil
Tuvar
Forest
Wheat
Linseed
Mustard
Peas and Peasand products
Soyabean
Black Gram Black Green gram/ gram/ Green 2007-08 13770 6878 2654 4867 590 286 319 23 32 311 71
2008-09 10450 7344 1732 7176 1038 494 306 42 32 282 190
2009-1 0 10796 17423 1497 5533 1121 393 417 147 28 237 274
201 0-1 1 30667 16258 1012 21080 762 922 177 646 43 243 346
201 1 -1 2 7396 6591 949 26724 1297 470 64 142 30 220 205
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Chapter 4. Urban Growth Management
Existing Landuse Spatial Growth Direction Future growth direction Housing Typology and Pattern Proposed Landuse
4.1 Existing Landuse Gairatganj town consists of four clusters 2% 0% namely Gairatganj, Tekapar at western side, 7% Gehram at southern side and Gairatpur at 35% north eastern side. The residential clusters are situated in pockets among these clusters 37% leaving numerous agricultural plots between them. The public and semi-public assemblage 16% can be seen to be scattered around the town. 3% The main movement corridor which is National highway 86A has commercial establishments on either side of them. The Residential Commercial Public Semipublic Agriculture town has 35% residential, 2% Transport Waterbody transportation, 16% public semi-public and Figure 4-1 Existing Landuse 3% commercial land use. Agricultural land is 37% and the rest 7% comprises of water bodies which are present in the town.
Gairatganj is having a good connectivity with other places around. The town is linked to other cities and towns by road. The town lies on the National highway 86A that connects Raisen and Sagar. The town has its bus stand located in the core area near the Tehsil Parisar office.
Bina River is passing from the town there is also one stop dam over Bina River. This plays a vital role in enhancing the proportion of water body in the town.
4.1.1 Housing
Most of the land of the city comes under residential land use as a result it affects the economic, social and cultural development of the city. It has been observed that the residential development is not in accordance with the increasing population of the city. The main reason behind emergence of slums and squatter settlements are the non availability of proper housing
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facilities for the economically weaker section of the society. Gairatganj not being an industrial and commercial city, there has not been development of high income housing areas in the city. The residential areas of the city can be broadly classified on economic basis into medium income and low income housing areas.
4.1.2 Residential density
High residential density has been found to occur in the central areas and old squatter settlements of the city whereas residential density is less in the outskirts of the city. Mixed land use has been found to occur along the sides of major roads. Most of the roads passing through the Wards 3, 4, 8, 9, 10, 13 and 15 have commercial activities on the ground floor and residential activities on first floor in the building.
4.1.3 Commercial
Being one of the important Tehsil and situated along National Highway which, Gairatganj could develop as a major commercial city. Gairatganj is one of the most developed mandi towns in the district. Other major commercial activities of the town are operated from ward 3, 4, 8, 9, 10, 11, 13 and 15 .Mandi in Gairatganj is located at the North western side of the town.
4.1.4 Public-Semi Public
Major public and semipublic assemblages can be observed to be located along NH86A and along State Highway 44. Tehsil office, NP office, police station, Govt. schools etc are located on the public semi public cluster in the core town.
4.1.5 Traffic and Transportation
The major modes of transportation in the city are cycle and motorcycle. Public modes of transport such as city bus, mini bus, tempo, auto rickshaw etc are not prevalent in the city. There is no railway station stand located in the town.
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4.2 Spatial Growth Direction
The spatial growth of the city of Gairatganj is strongly dictated by its physical setting as well as its location in the regional context. The town is regionally linked through movement corridors which form its vital structuring elements. NH-86 A connecting Sagar and Raisen is passing through the town forms the central movement spine, around which the town has been shaped. Movement corridors leading to other cities have triggered development along them. Apart from the main Gairatganjtown, 3 other villages namely Tekapar at western side, Gairatpur at nort eastern side and Gehram at southern side comprises of the entire ULB area. Due to conglomeration of several habitable pockets, there are a lot of areas which remain disjoint with each other Figure 4-2: Spatial arrangement of the settlement and this affects the overall level of service delivery.
4.3 Future Growth Directions
The growth trend of Gairatganj exhibits development triggered by movement corridors. Hence the city core is primarily concentrated around wards 3, 4, 8, 9, 10, 13 and 15 with prime commercial as well as dense residential areas located in this region. The major growth direction is witnessed along the road towards Raisen- Sagar NH86A. The town is surrounded by mountain, dam, river and lake. Northern part of town is having Bina river stop dam.
As the town is surrounded by physical barriers on two sides the growth of town can be occurring along Raisen-Sagar NH86A.
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4.4 Housing Typology & Pattern
The city of Gairatganjcan be characterized by a few predominant housing typologies and distinctive layouts for residential areas. The residential layouts in the city reflect different planning theories manifested in the city over the years. The housing areas in the city comprise around 35% of the total land use and have developed over a period of time. Significant change in typologies can be seen in residential areas developed in different eras within the city. The following are the different housing typologies which can be seen in the city.
4.4.1 Attached Mixed Use Units
The major movement spines of the city display a mixed use character with commercial on the ground floor and residential areas on the upper floors. The development in this area is high density with average height of the dwellings as G+1, G+2 storeys. This zone comprises of small grain attached housing units. The fabric of the precinct displays fine grain and coarse texture with organic street pattern. The irregular streets within the precinct define unevenly Mixed Use Housing along the distributed (varying in size) open spaces and housing blocks. Central Road Since the built form and open spaces have developed organically and in a piecemeal pattern, there exists no distinct open space structure within this precinct. Since the development is old and densely populated, the infrastructure remains insufficient leading to degraded quality of life.
4.4.2 Attached Housing in Residential Clusters:
Smaller streets and lanes form offshoots to the main roads of the city which lead to organically developed housing clusters. The penetration of commercialization minimizes in the inwards looking clusters away from the main streets. The attached housing units are laid in organically developed clusters with attached central open spaces. As the development is piecemeal and sporadic, the streets and open spaces are irregular offering interesting visual experience. Due to piecemeal growth, the open Inner Residential Precincts in the old spaces fail to integrate into a structured network. The city areas dwelling units are mostly single storey in height and are built to edge. As the streets are narrow and most structures no not possess a private open space, the street itself is treated as a shared open space which is active most of the times (such as kids playing, etc.) Hence, streets in the inner residential clusters form social spaces.
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4.4.3 Kuccha Houses:
As the hills, river and dam form a physical barrier to the city, it restricts the city’s spatial growth. The peripheral development of the city takes place along the main road and Bina River. Towards western side, these areas majorly consist of mud houses laid out in an organic pattern. The typological character of these precincts reflects the layout of a village with intertwining street network as well as irregular open spaces within clusters. Inner Residential Precincts in the old city areas
4.5 Proposed Land use
Gairatganjtown can be easily divided into parts according to its 2% settlement pattern. The town 2% consists of four clusters namely 7% Gairatganjtown, Tekapar, 42% Gairatpur and Gehram. The major 26% growth directions of the town are along the movement corridors. 16% The spatial growth of the town is happening along the Raisen- 5% Sagar (NH86A). Residential Commercial Public Semipublic Agriculture Transport Waterbody The town is having 35% of Recreational residential land use which is lesser than the UDPFI standards Figure 4-3 Proposed Landuse of Gairatganj of 40-45% and the transportation facilities are in a ratio of 2% which is also lesser than the standards of 10-12%. No major recreational facilities are available in the town. Commercial landuse in the town is around 3% which stays with the standard of 2-3%.
Table 4-1: UDPFI standards Sl No Landuse Category Percentage of Developed Area
1 Residential 40-45
2 Commercial 2-3
3 Public Semi-public 6-8
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4 Recreational 12-14
5 Transportation 10-12
6 Agriculture and water bodies Balance
Source: UDPFI Guidelines Residential proposals are made in two areas. The primary proposal is made on the huge agricultural plot at north western side of the town. These areas are small agricultural parcels left between residential clusters along the main movement corridor. Hence the ratio of residential landuse to total is raised from 35% to 42%. Road network is proposed in these areas to improve connectivity. Major commercial areas are located along the main movement corridor and hence more commercial areas are proposed on the junctions of the above mentioned roads.
A buffer zone ranging from 15-20 m is proposed on either side of the nallahs and river. Recreational facilities are proposed in the area near Bina River.
The proposals were made on agricultural fields around the town and hence the ratio of them declined from 37% to 26%. But in the calculation of ratios only the agricultural plots near settlements were considered. The total agricultural area around the town is massive with a ratio around 88%.
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Chapter 5. Stakeholder Consultations & Prioritization
Background Approach Workshop & Presentation Prioritization
5.1 Background
The initiation of a consultative process is seen as a pre-requisite for the successful preparation of the CDP. Consultations in the project are proposed to be conducted at all stages of the project preparation with all stakeholders for the purpose of understanding priority of the local people while developing a vision for the city and identifies the projects for the City Development Plan. For this, the project team had visited Gairatganj on several occasions and discussed the issues with officials of government departments and the local people. This chapter outlines the nature of consultation activities conducted by the project team in the overall CDP process.
Consultation with local communities, local government and state government was undertaken by the Consultants to provide an opportunity for community and government participation in the CDP process. These activities have aimed to form an open and cooperative communication process between the team of CDP preparation and all stakeholders.
The overall objective of the consultation process was to get the viewpoints of the stakeholders in the identification of issues as well as vision formulation. Specific objectives were:
To involve local residents in the CDP process
To enable stakeholders to express their views about existing problems and proposal;
To create a shared flow of information and
To enable local ownership of the city development plan
Role of Stakeholders in preparation of CDP
Exhaustive consultations were carried out with key stakeholders, both institutional and individual. These stakeholders included key representatives (both elected and administrative) of Gairatganj Nagar Parishad, The CDP therefore reflects a broadly shared understanding of the
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city's socioeconomic structure, constraints, and prospects and a shared "vision" for Gairatganj city with agreed goals, priorities and requirements.
5.2 Approach
Consultation with local communities, local government and state government was undertaken by the Consultants to provide an opportunity for community and government participation in the CDP process. These activities have aimed to form an open and cooperative communication process between the team of CDP preparation and all stakeholders. Given the diverse nature of the stakeholder group it was imperative that the consultation process must be a broad based and participative as possible. To ensure maximum participation, the following methods were adopted.
5.2.1 Stakeholder Consultations
Workshops were held to involve multiple stakeholders in the plan process. It proved to be an efficient and effective way of obtaining a range of public opinions on the CDP. Workshops and stakeholder consultations were conducted across the city during 26th Nov’2011, 02th April, 2011 and 3rd February 2013 The profile of stakeholders included Government Agencies, ULBs, NGOs, elected representatives, trade associations and the public. The objective of the stakeholder’s consultation was to ensure that the CDP reflect ground realities and the needs of the people as articulated by them are incorporated in the CDP. Various stakeholder meetings and workshops were carried out at different stages to derive a cohesive approach for the formulation of the CDP.
Table 5-1 Workshop / consultation meetings Workshop No. Objective Date I Kick-Off Workshop to discuss the scope, process, 26th November timeline and intentions of CDP 2011 II Stakeholder’s Workshop to discuss sector analysis 2th April 2012 and formulate city vision, sector goals, strategies, priority actions and projects III Stakeholder’s Workshop on the outcomes and 3th February 2013 findings of the draft CDP
The identified stakeholders comprised of people from all the walks of life including; the president of municipal council, ward councilors, elected and ex-MLAs, chief municipal officer, administrative & technical staff of the ULB, trade associations, social organizations, non- governmental organizations and other responsible citizens of the town. Consultations were carried out with the stakeholders in the form of workshops and one-on-one discussions to make them aware of city development plan, city’s vision, and strategy. The process helped in gathering the general perception about the city vision and later became the basis of project identification and developing specific strategies.
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Figure 5-1 Stakeholders Meetings
5.2.2 One-on-One Meetings One-on-one Meetings were held with prominent citizens, officials of different Government Agencies, and policy makers, to discuss the vision statement and the project proposals to be included in the CDP.
5.2.3 Structured Questionnaires
Structured Questionnaires were used to obtain feedback on the CDP from various stakeholders. A very large amount of archival feedback information is available with the City. A very large quantum of this material pertains to specific local issues and suggestions, which would be used by the agencies for designing specific projects. The consultations provided inputs on the Vision and Mission statements and on the priorities of the stakeholders groups and citizens.
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5.3 Ranking of Issues by the Stakeholders
Ranking of problematic Physical Infrastructure (High to low)
As per the response of the Water Supply stakeholders the most problematic 6 issue in the city of Gairatganj is that of 4 Strom Water Congestion Water Supply followed by Storm Drainage 2 Water Drainage and Sewerage. Solid 0 Waste Management is ranked 4th followed by condition of roads and Roads Sewerage Congestion.
Solid Waste Management
Ranking of problematic Social Infrastructure (High to Low) As per the response of the Heap of Waste stakeholders, Lack of health services is 4 the biggest concern. Lack of education 3 services is ranked 2nd followed by 2 Lack of employment opportunities. 1 Open Lack of Public Lack of Recreational activities is 0 Defecation toilets ranked last.
Over Flowing Drains Ranking of issues resulting lack of Hygiene(High to Low)
Lack of Health According to stakeholders, the heaps Services of waste lying all around the city are 4 3 the major issue pertaining to hygiene. 2 Lack of public toilets is ranked 2nd, Lack of 1 Lack of while overflowing of drains is ranked Recreational 0 Education 3rd. Open defecation is ranked at Activities Services number 4.
Lack of employment Opportunites
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5.4 CDP Presentation
The introductory speech was followed by a power-point presentation by the consultants, who tried to explain about the entire CDP process and the methodology which would be adopted for the report formulation. The idea of the presentation was to make the stakeholders aware about the CDP in general and to inform them about the due process. The presentation not only highlighted about how CDP’s have traditionally been implemented both at national and international level, but also gave an overview on how it is different from existing master plan and DPR’s. The Presentation comprised the following:
Components of CDP The process, methodology and framework Scope of work Support sought from the stakeholders
5.4.1 Stakeholder Opinion
After the presentation a session of discussion was followed with the stakeholders in an order to know the city better as well as to know the status of various sectors. The participants came up with several suggestions which paved way for further understanding of the issues and needs of the stakeholders. Following are the key points which were highlighted during the discussion.
Water Supply & Sewerage
The water supplied in the town is not simultaneous. Due to lack of storage capacity the water is supplied at odd hours in the city. Supplied through bore wells, there is availability of surface water from Bina river, but is not been utilized. Tankers are used to supply water when bore well dry up. Water is inadequate in summers; this is because of the decrease in the ground water level. Bina River exists in the city, need to revive it. Water loss shall be minimized with use of latest equipments and systems. Major repairs are needed to check leakage problems. Nearest source of surface water suggested by stakeholders: o Bina River, flowing in the vicinity of the town o Churakka Dam, 5 km. from the town o Jujharpur Dam, 10 km. from the town
Public-Private-Partnership shall be explored for these sectors. Treated water shall be used for irrigation purposes, gardens and fire fighting. System in practice for sewerage and sanitation is both soak pit and septic tank.
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(Present situation of water supply and sewerage)
Traffic & Transportation
Some parts of the town are facing major problems of congestion. Four wheeler vehicles cannot enter into the congested roads of Old Basti. No major public transport present in the city. A by-pass is needed which can divert the through traffic of NH. (Bus stand in the town) Bus stand shall be developed in a new area.
Solid Waste Management
No systematic manner of waste collection and disposal. The waste shall be disposed off in environmental friendly manner. At present, waste disposal is done beside cemetery at ward no. 6 A proper mechanism right from collection to disposal shall be in practice. Nagar Parishad has identified a trenching ground for development of landfill site.
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(Solid waste disposal near the river and in drains)
Heritage & Tourism
Neighboring dams can be developed as a tourist destination for water sports. Beautification and front development of Bina River should be done. Radiya temple is situated near the town which can be developed to attract tourists. Haat and Fair activities should be started again.
Urban Poor
Ayodhya basti in ward no. 7 is the biggest slum area in the city. Ward no 7 and 8 is having 3000 slum dwellers. Basic Infrastructure shall be developed in the slums area. Provision of public toilets shall be made for all to minimize open defecation. Places shall be identified where more public toilets are needed.
(Scenario of housing conditions and existing structures in slum)
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Social Infrastructure
Proper infrastructure shall be developed for the ‘108 Ambulance’ and Fire brigade service in the city, especially in old areas. Renewal of crematorium is needed. Sports and recreational facilities shall be developed. Vegetable market should be developed. Hospital, college and H.S. School for girls should be developed.
5.4.2 Stakeholder survey
During the workshop, a survey was conducted to assess the preliminary situation of the city as perceived by the stakeholders.
5.5 Prioritization
As per the response provided by the stakeholders it is understandable that the most severe conditions existing in physical infrastructure are related to Sewerage followed by Storm water drainage and then in Water Supply. Lack of adequate health facilities and employment were the most severe problems pointed out by stakeholders concerning social infrastructure. Open disposal of solid waste and lack of public toilets were considered as the most potent causes of unhygienic environment.
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Chapter 6. Vision & Goals
Background Methodology Adopted for formulation of Vision Vision as suggested by stakeholders Sectoral Goals & Objectives
6.1 Background
The consultation process and citizen feedback formed the key input basis to formulating the Vision and Mission Statements, and formulating the strategy for the CDP. Possible formats, statements and areas, including the vision statements of other cities in the country and abroad, were examined, and an elaborate consultation exercise was carried out to arrive at the final Vision and Mission Statements.
The city vision brings out clearly the need of the people to break out of the ordinary and to achieve an improved quality of life. The vision also represents the views/issues of all the stakeholders. This also means that the people are on the lookout for fresh opportunities that are not far away if only some issues of the city are ironed out effectively. While the poor were focused on their immediate issues of access to basic services, the traders wanted the city to have a greater economic vibrancy. Provision of sustainable infrastructure and efficient city management came across as a vision of nearly all the stakeholders.
6.2 Methodology adopted for formulation of Vision
For formulating the ‘Vision’ for Gairatganj city for the year 2035, consultants devised a 5 step methodology as follows: i) Data Collection and organization: Additional data regarding demography, economy, civic services, environment, physical features, heritage, and finance was collected from the ULB and other relevant stakeholders. A detail analysis was undertaken to assess the level of existing municipal services ii) Consultants organized the Stakeholder Workshops/Consultations for an in-depth break-up of issues and potential strategies/solutions for the same iii) A detailed Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis was conducted based on meetings with the ULB and detail surveys, structured interviews with the stakeholders and Focussed Group Discussions
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iv) Based on an understanding of the SWOT, detailed analysis was undertaken for the city. This exercise provides a clear understanding of the core problem of the city, the causes and effects of the various issues the city faces and finally the potential for development v) An inter-sectoral analysis of the feedback and expert reviews from consultants laid the foundation for formulation of goals for each sector and Vision for Gairatganj.
As already mentioned in the previous chapters on the issues, the people of Gairatganj have laid clear emphasis on improvement of basic urban services. Urban poverty reduction and slum upgradation are also high on the agenda. This means that a good quality of life should be accessible to all the sections of the population along with better employment opportunities which would be accelerated if new possible options are worked out for economic development.
6.3 Vision as suggested by the Stakeholders
Gairatganj should maximize on its proximity to its Industrial Town of Mandideep and state capital Bhopal.
Gairatganj should be clean, pollution free and peaceful city
Gairatganj of 2035 shall be competent enough to be marked as one of the top three cities in the District
To capitalize on the Highway town status of the city
Basic infrastructure shall be developed in the city
In the future, the city shall grow out of the core. The development shall not be in a haphazard manner and should be environment friendly
To provide superior district level and urban health care facilities to all its citizens
A city with opportunities for all
Everything shall be done which eventually makes Gairatganj a better place to live.
All developments shall keep the interest of urban poor in the forefront
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6.4 Vision Gairatganj:
“The town is envisioned to serve as an important urban center, due to its strategic location with inclusive planning and basic infrastructure provision
for one and all.
6.5 Sectoral Goals and Objectives
In order to lay a roadmap to achieve the city Vision by 2035, the major sector performances need to be upgraded and some of the sectors even need a complete makeover. To lay this roadmap, formulation of sector specific goals becomes crucial which in turn can be translated into a set of objectives and acts as stepping stones towards attaining the sector goal. The objectives can be further translated into a set of projects which shall be discussed in later sections. Presented below are the sector specific goals and corresponding objectives to be met for Gairatganj City to achieve its city vision in long term by 2035.
Sector Goal Objectives Water Supply Supply of clean drinking water at adequate pressure To achieve 100% population to entire population as per standards coverage and ensure access to To minimize transmission and distribution losses safe, adequate and equitable To minimize the dependence on Ground Water drinking water supply for all Installing metering system to levy accurate water taxes according to consumption and usage. Sewerage and Sanitation Development of a planned and comprehensive To provide healthy and Sewerage and Sanitation System environmental system of Scientific treatment of waste water and sewerage to sewerage and sanitation by protect lake and ground water contamination ensuring effective treatment and Comprehensive sewerage system covering the entire disposal of waste water and to population of the city eradicate open defecation Treatment of waste water / black water and reclamation of treated water for non-potable purposes Adequate number of good quality Public Toilets at public places and slum neighbourhoods Solid Waste Management
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Initiating door-to-door collection system To ensure scientific and Initiating segregation at source environmentally safe solid waste Development of adequate and environmentally safe management system for a transportation system for collection and disposal healthy and clean city for future Designating site for disposal Development of proper treatment facility like Compost plant and land fill infrastructure for SWM adhering to national standards Capacity building and Community awareness program, Information, education & Communication campaigns To collect and dispose the entire volume of Solid Waste generated in the city To install a clean, economical & efficient method of waste collection To ensure segregation of waste and environment- friendly disposal Environment Conservation of River, green pockets, landscape features and natural drainage To upgrade the city environment Initiate measures like rain-water harvesting and for a better quality of life and ground water recharge at macro and micro level safe future for inhabitants To envision a green city future for Gairatganj and resolve to achieve the same To ensure strict enforcement of pollution norms for air, water, soil and noise levels. Transportation Decongesting the core city and Highway stretch To ensure easy and safe Upgrading the existing transport infrastructure accessibility through cost Envisioning a suitable public transport system in the effective public transportation city which is adequate, economical, sustainable, and good quality roads for efficient and safe. vehicular and pedestrian use Ensuring road safety- pedestrian and vehicular. Slum Development To provide basic services to urban poor at par with Integrate slums with the mainstream services of the city mainstream city with access to To develop employment opportunities for urban housing and basic infrastructure poor Tourism and Heritage Conservation To conserve and develop places of interest To promote development based To sensitize citizens towards conservation of on conservation of heritage and heritage and Bina River in Gairatganj cultural properties To develop supporting infrastructure for tourism
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Education Ensure access to comprehensive, inclusive and To ensure social equality and affordable schooling for all economic growth by imparting To improve the rate of literacy especially among quality education economically weaker sections. Improve female literacy rate Impart professional skills to meet the workforce requirements of local industries Promote non-formal education to achieve social equality Health Affordable, good quality general and specialized To provide better healthcare to health facilities for all all To ensure delivery of programs aimed at prevention of diseases To create awareness for good health practices
Urban Governance Create a citizen friendly and Ensure interdepartmental coordination accountable governance and Set performance targets for departments / staffs efficient institutional framework Roll out citizen charter responsive to citizens’ needs Create public awareness and enhance public involvement in city related issues Create accountability among municipal staff
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Chapter 7. Status of Urban Infrastructure
Introduction Water Supply Sewerage & Sanitation Solid Waste Management Traffic & Transportation
7.1 Introduction
Basic services are important to everyone’s survival and access to decent and standard life. All the people in urban areas ideally should have at least basic services they need in an affordable manner. The Nagar Parishad of Gairatganj is responsible for provision of basic services – water supply, sanitation, street-lighting and maintenance of roads, parks and recreational facilities in the town. The status of these infrastructure services based on preliminary site visit is documented below.
7.2 Water Supply
7.2.1 Existing Situation
In present scenario water supply is a major problem of town. Town was established as Nagar Palika on 2009 after the inclusion of 4 Gram Panchayat (Tekapar, Geratpura, Gehram and Gairatganj), which has increased the pressure suddenly on Nagar Parishad for the services. There was no significant drinking water system everywhere; the condition of water supply was very bad by less storage capacity water tank and old damaged pipeline. Due to these reasons Nagar Parishad is doing struggle in water supply, because the area of town has been quite large, and whole area is not connected through the pipeline. Pipeline and storage capacity are the main issue in water supply, due to which Nagar Parishad is unable to do water supply for the entire town. Water supply in most of the town is through the tube wells. Due to absence of pipeline in most of the part in town like Gehram people depends on hand pumps and wells for water. However, the situation is handled to enough extent by the Nagar Parishad, and provides syntax and plastic tank which are filled by water tankers and tube wells; these tanks are working as a public taps. In normal days water is distributed one in every alternate day in the city, in summer the situation becomes worse. In summer Nagar Parishad has to transport water
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and in last year the expenditure on transport the water was came around 1 lakh and 58 thousands.
SOURCE
River Bina flows through the centre of the town and a check dam is made across the river which helps in holding water so as to help recharge ground water. The town only depends on ground water for their needs and it is supplied daily through tube wells. There are 13tubewells serving the town out of which only 11 are working. Apart from this there are 25 public stand posts and 105 hand pumps provided at different locations of the town.
Table 7-1: Source of surface water around the town S.No. Source Distance
1 River Bina Passes through the town
Figure 7-1: Surface Water around Gairatganj
RELIABLE NH SOURCES OF 86 WATER AROUND 5 GAIRATGANJ Gairat Km. ganj Churakk a Dam Bina River 10 Km.
Jujharpu r Dam
There are a lot of small and medium nallahs which flows and meets the River Bina which in overall makes a good water flow network. And this system together with the check dam across the river helps in maintaining the ground water level.
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SUPPLY, DISTRIBUTION AND STORAGE
There are 2 OHTs present in the town, through which some of the wards are supplied with water. The remaining wards are supplied directly through the tube wells without storing. Only source being ground water, it is supplied daily through tube wells. There are 13tubewells serving the town out of which only 11 are working.
As per the stakeholders, availability of water is good in the town but, during summers the town faces problem regarding water supply. Supply during lean seasons is made possible through tankers by tender process.
Table 7-2: Location and capacity of OHTs S.No. Location Capacity 1 OHT- (ward no.1) 0.65 Lakh Liters 2 OHT-(ward no.13) 0.95 Lakh Liters
The total water supplied in the town accounts to almost 0.55 MLD. Out of this 1.6 lakh liters is supplied though OHT and about 3.9 lakh liters is supplied directly through the tube wells. Water is supplied once in two days for duration of 90 mins, except summer seasons.
Parameter Description Volume of water supplied at present 0.55 MLD Water supplied daily Approx 30 LPCD Duration of water supply 90 mins (alternate days) Estimated water loss per day 30-40% Wards supplied with OHT 1,4,5,8,9,& 13 Wards supplied directly by tube wells 2,6,7,10,11,12,& 15 Uncovered Wards 3 & 14
OPERATION & MAINTENANCE
There are in total 708 water connections registered with the Nagar Parishad, out of which 700 are registered as domestic connection and only 8 are registered as commercial connection. The one time connection fee is Rs. 1000 + Rs. 350.
Table 7-3: Water connection information S.No. Type No. of Connection Charges
1 Domestic 700 Rs 50 per month 2 Commercial 8 Rs 100 per month Source: Nagar Parishad
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Table 7-4 Detail of ward wise connection Ward No. Number of HH Total connections Coverage percentage 1 303 105 35% 2 396 27 7% 3 190 Nil 0% 4 97 30 31% 5 107 30 28% 6 180 14 8% 7 226 40 18% 8 283 74 26% 9 231 64 28% 10 305 09 3% 11 305 56 18% 12 318 123 39% 13 350 104 30% 14 287 Nil 0% 15 252 24 10% Total 3830 700
7.2.2 Demand Gap Assessment
The supply of water currently in year 2012 is 0.55 MLD, which is less than 20% of the desired quantity of 2.92 MLD since the existing supply of water is based on the absolute minimum standard of 70LPCD which is applicable to medium class town with no underground sewerage system. But for demand gap calculations we have considered 135 LPCD since a sewerage system would be envisioned for the town in later years. Therefore existing gap for water supply based on 135 LPCD (Plus losses and fire fighting requirement) comes out to be almost 2.37 MLD. In year 2025 the required quantity would be of 4.02 MLD which would increase to 4.82 MLD by the year 2035.
Table 7-5: Table showing water supply requirement
2011 2015 2025 2035 POP PROJ 18184 20002 25003 30004 CW Demand (135 LPCD) 2454840 2700324 3375405 4050486 Loss (17-18%) 438189 482008 602510 723012 Fire Fighting (1%) 28231 31054 38817 46581 Total Supply (in MLD) 2.92 3.21 4.02 4.82
The existing length of distribution network in Gairatganj is approximately 10.5 Kms which according to standards should ideally be around 27Kms. Thus there is huge gap between the required and existing length of water network system which needs to be strengthened further.
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Total Supply (in MLD)
4.82 6.00 4.02 2.92 3.21 4.00
2.00 0.00 2011 2015 2025 2035
Table 7-6: Table showing existing length and demand of water distribution lines Year Demand Existing Gap
2011 27.05 10.5 16.55 2015 29.75 19.25 2025 37.19 26.69 2035 44.63 34.13
7.2.3 Issues
None of the water supply infrastructure currently available in the city is capable of meeting neither short term nor long term demand. Absence of water treatment plant Old and damage pipeline Water storage capacity is less than demand Dependency on ground water 100% of supplied water comes from ground water sources. This needs to be minimized from long-term environmental perspective. Transmission and distribution losses and unaccounted for water needs to be minimized.
7.2.4 Identified projects and Strategies
Task > Steps Basis for Project Strategy/Status Status Identification Water Supply 1 Augmentation of Water To enable supply of Preparing a regional Supply Scheme 4.02 MLD of clear water scheme on River water by 2025; 4.82 Bina as opposed to a Development of small MLD of clear water local scheme to surface water sources near by year 2035 minimize burden on the town limits
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Task > Steps Basis for Project Strategy/Status Status Identification ULB AND Augmentation of clean water storage Recharge ground water by increasing the holding capacity of the existing ponds/lakes 2 Augmentation of clear water Outsource O&M to a distribution network private agency on a build & operate model. Replacement of cement pipes Installation of pressure To minimize gauges transmission and distribution losses and maintain pressure Installation of precision To enable accurate meters to measure water billing usage 3 Overhaul of O&M To ensure efficient mechanism delivery of service and collection of revenue
7.2.5 Investment Plan and Financial Strategies
WATER SUPPLY S.No WORKS REMARKS QTY UNIT COST(in Lacs) RATE Augmentation of Water 2015 2025 2035 Supply Scheme 1 Water Augmentation Based on already scheme. prepared DPR
2 Construction of Intake Intake well at 4.82 50 25 well and Raw water river Bina. Raw MLD pump stations water pump stations Additional raw water pump station in 2025
3 Laying of raw water 200m Raw water 12 100 200 and clear water pumping main kms pumping main 900m clear water pumping main
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4 Construction of Water Construction of 4.82 100 250 Treatment Plant Water Treatment MLD Plant and construction of 2 nos. clear water pump stations
5 Construction of ESR Capacity 280 Kl 2 100 150
Augmentation of Distribution System
6 Repair of existing 10.5 LS 100 150 water distribution pipelines(LS) 7 Providing and laying of Phase 13.13 13 170.64 267.35 96.71 pipeline having 1:Construction of 150mm, 200mm, 13.13 km 250mm, and 300mm distribution lines diameter for Phase 20.57 strengthening of 2:Additional 20.57 distribution network km of water in various Phase 7.44 parts 3:Additional 7.5 km 8 Installation of Phase 1: Required 1818.3 0.012 21.82 32.73 10.91 precision meters connections(Nos) 6 Phase 2: 2727.6 Additional 4 connections(Nos) Phase 3: 909.27 Additional connections(Nos.) 9 Installation of pressure gauges(1-1 at raw LS 25 20 and clear water pump station and remaining at various parts of city)LS
TOTAL 667.46 1095.08 107.62 TOTAL AMOUNT REQUIRED(Adjusted at current prices, including 2915.82 5% annual escalation)
Funding mechanism: The infrastructure requirement for augmentation of water supply scheme can be funded on UIDSSMT pattern i.e. 80% Central Govt. Grants, 10% State Govt. Grants and 10% ULB contribution whereas investment required for installation of water meter can be made either by ULB or a private player can be invited
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7.3 Sewerage and Sanitation
EXISTING Towards DRAINAGE river Bina PATTERN
Gairatganj Bina River
NH 86
Into river Bina
Figure 7-2: Figure showing existing drainage pattern in Gairatganj
7.3.1 Existing Situation
The municipal wastewater in Gairatganj primarily consists of sullage and waste water from individual households. Wastewater is mainly disposed through roadside box drains – of which some sections are covered and in a few places choked with solid waste. In a few cases, sewerage is discharge directly into the drainage. This therefore causes a situation where the drainage system serves a dual purpose of carrying domestic wastewater (mainly sullage and overflow from individual septic tanks) as well as rainwater runoff. This is not a desirable situation and needs to be improved. The preliminary observations of the existing sewerage and sanitation system in Gairatganj are listed below:
The area completely lacks in underground sewerage system for conveyance of household wastewater. Also there is no treatment facility in the form of STP in the town. The prevalent sewerage system generally practiced by the people in town is individual soak pit system which is privately maintained by the respective households.
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There are no public toilets in the town. 15-20 urinals are present but, are in extremely poor condition. In present scenario the condition of drainage system is bad. In Gairatganj most of the sever lines and nallah are directly meet in to Bina river. And most of the sever lines are constructed due to the town is new. Halali nallah is passes through the centre of the town and meet in Bina River and the mess of the town is meeting to the nallah through the drains, the Halali Nallah is totally kutcha, Chandoni nallah is flowing by making the town limits, which helps in carries the storm water. Another river named Gidham flows in the town and meets to the Bina River before bridge, now this river is getting converted as a drain. The number of individual toilets is very less in the city. because, majority of the population of the village which are newly added in the Nagar Parishad go to defecate in open, in Gairatganj the population of slums which are near the mandi, river and nallah go for open defecation. And according to the wards than ward no. 1 , 2, 3, 6, 7, 10, 11, 12, 13 and14 have only 20 % individual toilets. And in ward no. 4, 5, 8, 9, and 15 have 70-80 % individual toilets. Nagar Parishad does not have any machine for cleaning the septic tank.
The topography of the town and the surroundings is such that the natural drainage system generally slopes towards North. Domestic wastewater from the town is discharged into these natural drains and eventually is carried out to River Bina which flows through the town towards north direction.
Table 7-7 Ward wise details for individual Toilets Ward No. Number of HH HH wise number of toilets 1 303 61 2 396 79 3 190 38 4 97 87 5 107 96 6 180 36 7 226 45 8 283 255 9 231 208 10 305 61 11 305 61 12 318 64 13 350 70 14 287 57 15 252 202 Total 3830 1420
7.3.2 Demand and Gap Analysis
As per the CPHEEO guidelines, the volume of sewage is estimated to be 80% of the volume of water supplied in any area. In reference with the guideline, the quantity of waste water
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generated can be estimated to be around 0.44 MLD in the present scenario, but as the supply of water would increase in the future for the year 2015 the sewage generated would be 2.57 MLDs, this would increase to 3.21 MLD in year 2025 and would be about 3.86 MLD by the year 2035.
Table 7-8: Estimation for total sewage generation in the town Year Population Served (100%) Sewerage Generated(@ 80% water supply)
2011 18184 2.34 2015 20002 2.57 2025 25003 3.21 2035 30004 3.86 Source: Consultant’s analysis
Table 7-9: Demand and gap for sewage network Year Population Served Existing Length of Desired Length of network @ Gap(km) (100%) network(km) 80% of road length(km) 2011 18184 nil 25.46 25.46 2015 20002 28.00 28.00 2025 25003 35.00 35.00 2035 30004 42.01 42.01 Source: Consultant’s analysis
7.3.3 Issues
The town does not have any sewerage system Due to lack of maintenance, the overflow from septic tanks is directly discharged into the storm water drains which creates unhygienic environment The HHs which do not have septic tanks, directly discharge sewerage into the storm water drains
7.3.4 Project Identification & Strategies
Task 1 Providing toilet and sanitation facilities to one and all Basis for Project To minimize the high percentage of open defecation in the town Identification Strategy Provision of 1250 individual Household toilets Ensuring effective implementation of ongoing ILCS program Connecting toilets with small bore sewerage system Ensuring household level sanitation facilities for newly emerging areas
Task 2 Introduction of scientific collection and disposal of sewerage Basis for Project To protect the environment and maintain hygiene in the city Identification
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Strategy Preparing a comprehensive Sewerage Master Plan Option A – Proposing Decentralized Wastewater treatment system (DEWATS) Decentralized Wastewater treatment system (DEWATS) is a combination of the following treatment systems: Sedimentation and primary treatment in settlers, Septic Tanks or Imhoff tanks. Secondary Anaerobic Treatment in fixed bed filters or Baffled Reactors Secondary and tertiary aerobic/anaerobic treatment in reed bed / duckweed ponds/ constructed wetlands or Planted Gravel Filters
The proposed DEWATS under this assignment consists of the following units: Settler Baffled Septic Tank combined with filter Horizontal Gravity filter
DEWAT System is further explained under recommendation 7.3.5 Option B – Provision of Oxidation pond for the treatment of Nallaha water, considering the natural drainage pattern. The water from the oxiadation pond can later be used for irrigation purposes. Option C – STP for capacity of atleast3.86 MLD would be required to serve the purpose of the town till the year 2035.
Table 7-10: Various available options for waste water treatment System Advantage Disadvantage Capital O&M Intensity of Cost impact on environment Conveyance system Small Bore Less Expensive May not be Low Low Medium due to smaller suitable for size of sewers. large Suitable for small communities communities Shallow sewer Relatively less May not be Moderate Moderate Medium expensive as the suitable in sewers are laid at areas where shallow depth traffic load on with inspection roads is high chamber Conventional Can carry any Capital cost high High High Low Underground flows and Sewerage suitable for System medium and large population Treatment Waste Low operational Requires more Moderate Low Medium Stabilization cost land area ponds Treated waste
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water can be used for irrigation purpose Conventional Can handle any High Energy High High High Sewage organic loading Consumption Treatment and Plant maintenance requirement Anaerobic Useful for Periodical High High High baffled reactor smaller removal of (ABR) communities sludge require with no access to municipal sewers Source: Technology Options for Urban Sanitation in India, GoI, 2008
7.3.5 Recommendation
Proposing Decentralized Wastewater treatment system (DEWATS)
The DEWAT is a tailored System to improve sanitation conditions in densely populated urban areas and to provide reliable low-cost sanitation and wastewater treatment solutions.
Decentralized Wastewater treatment system (DEWATS) is a combination of the following treatment systems:
Sedimentation and primary treatment in settlers, Septic Tanks or Inhofe tanks.
Secondary Anaerobic Treatment in fixed bed filters or Baffled Reactors
Secondary and tertiary aerobic/anaerobic treatment in reed bed / duckweed ponds/ constructed wetlands or Planted Gravel Filters
The advantages of the system are
Water can be treated to CPCB discharge standards and recycled for irrigation
Operable with semi skilled/ unskilled labor
DEWAT Can be decentralized thereby reducing plumbing and pumping costs.
Adaptability to varying load conditions and to varying climatic conditions
DEWAT Can treat waste water with high fat, suspended solids and BOD.
No mechanical parts
Less expensive than comparable conventional treatment systems and
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Very low operational and maintenance costs
In this system sewage and sludge from toilet block is directed to a settler. The settled effluent is then transferred to subsurface baffled reactor. The effluent from the reactor is drained into a constructed planted filter. The resulting effluent can be used for agriculture or community garden or can be discharged into drain.
Figure 7-3 DEWATS (Basic Working)
7.3.6 Investment Plan and Financial Strategies
SEWERAGE S.No. WORKS REMARKS QTY UNIT COST(in Lacs) RATE 2015 2025 2035 1 Construction of Phase 1: 14.00 12.5 175.0175 262.535 87.5175 Under Ground Construction of 14 Sewerage Km Sewers network for new Phase 2: 21.00 and existing Additional 21 Km development Phase 3: 7.00 Additional 7 Km 2 Construction of Phase 1: 3 MLD 100 250 Treatment Aeration facility Pond+land development(3
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Ha) 3 Construction of Phase 1: 5 Nos. 5 11 55 0 0 public toilets (10 Phase 2: 0 Nos. seater per unit) Phase 3: 0 Nos.
4 Construction of Phase 1: 350 350 0.8 280 560 individual toilets Phase 2: 700 700 5 Sewer cleaning Phase 1: 1 small 30 Machines and machine of Rs. 2.5 additional lakhs each+LS equipments Phase 2: 1 small machines of Rs. 2.5 lakhs each and 1 nos. big size of Rs. 12+LS TOTAL 640.01 1072.53 87.517 TOTAL AMOUNT REQUIRED(Adjusted at current prices, 2790.77 including 5% annual escalation)
Funding mechanism: The infrastructure requirement for augmentation of water supply scheme can be funded on UIDSSMT pattern i.e. 80% Central Govt. Grants, 10% State Govt. Grants and 10% ULB contribution whereas investment required for in treatment facility can be made either by ULB or a private player can be invited
7.4 Storm Water Drainage
There are numerous nallahs in the town. River Bina flows through the town and numerous nallahs flows from different part of the town and meets the river. Normally these nallahs do not pose any threat to the settlement but during rainy season, the Halali nallah which passes through low lying areas aggravates to a scale that the water starts entering the town and its low lying areas. Halali Nallah flows across the town from east to west and hence during rainy seasons divides the town into two half’s. Similar problem is not observed in case of other nallah.
Apart from these, the town has about 17kms of storm water road side drains. Though there is no survey data available, but through visual survey it can be noted that storm water drains in Main town area are generally pucca drains with lesser
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% of kutcha drains but in the remaining parts almost 50% of the drains are pucca and 50% of them are kutcha.
In the existing situation, the major nallah which flows from South-Western side of the town has most of its section as Kutcha.
Table 7-11 Details of Existing Nallahs Sl. No. Nallah Name Length Status 1 Halali Nallah 2 Km Kutcha 2 Ganda Nallah 1.5 Km Kutcha Source: Nagar Parishad Gairatganj
7.4.1 Demand and Gap for Storm Water Drainage
Table 7-12: Demand and gap for storm water drainage network Year Population Existing Length of Desired Length of network @ Gap(km) Served (100%) network(km) 130% of road length(km) 2011 18184 17 Km 41.37 24.37 2015 20002 45.51 28.51 2025 25003 56.88 39.88 2035 30004 68.26 51.26 Source: Consultant’s analysis
7.4.2 Issues
Uncovered drains are subjected to disposal of solid waste resulting in clogging of drains and spread of malaria Water logging and flooding causes health hazards especially during monsoon
7.4.3 Project Identification & Strategies
Task 1 Rehabilitation of existing drains
Basis for Project To improve physical infrastructure and living environment Identification Strategy Improving coverage of drains in water logged areas Prohibitive measures to control encroachments and illegal constructions in natural streams/ nallahs and on drains Adapting Recycling and Reuse mechanism for treated wastewater Identified Project Conversion of 10.2Kms of kutcha drain in to pucca drain Channelizing of the Halali nallah for a length of 2kms
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Task 2 Construction of new drains
Basis for Project To improve physical infrastructure and living environment Identification
Strategy Developing city wide network of drains covering 100% of road length Connecting new developments with the existing network. Identified Project Construction of about 28.5kms of drains on both sides of the road by 2015.
7.4.4 Investment Plan and Financial Strategies
STORM WATER S.No. WORKS REMARKS QTY UNIT COST(in Lacs) RATE 2015 2025 2035 1 Up gradation of 17 6 50 55 existing Storm Water Drainage lines 2 Construction of Phase 1: 6.32 14 88.5118 247.79 159.28 new storm water 6.32 km drainage lines Phase 2: 17.70 17.7 km Phase 3: 11.38 11.38 km TOTAL 138.51 302.79 159.28 TOTAL AMOUNT REQUIRED(Adjusted at current prices, 1108.43 including 5% annual escalation)
Funding Mechanism: The infrastructure requirement for construction of Storm Water Drains can be funded on UIDSSMT pattern i.e. 80% Central Govt. Grants, 10% State Govt. Grants and 10% ULB contribution.
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7.5 Solid Waste Management
7.5.1 Existing Situation
Solid waste management is probably one of the most critical sectors for Gairatganj Nagar Parishad. The ULB is responsible for collection, transportation and disposal of all solid waste generated in the town. But presently the waste generated in the town is collected in the trolleys and dumped at open spaces directly without any segregation and treatment.
There are no specific locations for collection of solid waste as a result of which waste is found lying all around the town.
There is no trenching ground available for the town. The process of site selection is done but is awaiting allotment.
In present scenario Nagar Parishad have not sanitary workers and equipment in sufficient number according to its area, which affect the solid waste collection. Most of the area of town is in rural setting, where people are aware of cleaning, and this is reflect in the areas, but here people keep animals in homes, and animal waste, grass, straw which are generated by the animals are dump on a specific place, and after that these animal wastes
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are use as a manure for the farms. There is no trenching ground available for the town. The waste disposal is done on open land near to the brick industry along the river, which is a major problem of the town.
7.5.2 Waste Generation:
The primary sources of solid waste in the town are local households, commercial establishments, vegetable markets and construction waste markets. The total quantity of waste generated per day is about 4.55 MT @ 250gms per capita per day. Maximum share out of total waste generated is contributed by the households.
7.5.3 Storage and Segregation
Source segregation is an interesting activity observed in towns of this scale in District Raisen. Primarily, the organic part of domestic waste as well as residual organic waste from the livestock such as hay, cow dung etc is composted in a pit on regular basis which eventually converts into manure. This manure is extracted twice or thrice in a year which is utilized during farming.
Remaining part of the household waste is not segregated and is generally picked up by rag pickers or dumped by the generators in local dustbins or open ground from where collection is under taken by the Nagar Parishad.
7.5.4 Collection:
Waste generated is either dumped in dustbins/collection points or thrown on the streets. The predominant mode of primary collection is through street sweeping from where it is being taken to the collection points.
Nagar Parishad has placed about 15 open dustbins with capacity of3-5 cubic metre which are located in different parts of the town from where the waste is lifted. This implies that the dustbins are located at a distance of around 1.43 km. With sweeper staff strength of 25 the road length per conservancy staff is about 850 m. The distance of the road per conservancy staff indicates satisfactory level.
7.5.5 Transportation:
Waste from the collection points is either transferred to the tractor trolleys manually or is lifted by dumper placer. Difficulty is faced in collecting solid waste from various collection points through tractor trolleys since majority of the roads are narrow and congested. The waste
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collected from different collection points is transported to the trenching ground in open vehicles.
7.5.6 Processing and Disposal:
In the present scenario no trenching ground is available with the NP. But land is identified for trenching ground near river Bina.
Table 7-13: Summary of existing solid waste management No of Dustbins 15
Capacity of each bin 3 & 5 Cu.M
Frequency of collection 2 trolleys per day
No of sanitary workers 4 regular and 21 daily wages
7.5.7 Demand Gap Analysis
As per the UDPFI guidelines, the total waste generated by the small towns is around 250 grams per person per day. Based on the standards, it can be estimated that, at present in 2011 about 4.55 MT of solid waste is generated in the town. This is about 2.05 MT more than the amount of waste which is collected by the Nagar Parishad presently. With the increase in population, the amount of waste generated would reach a value of 6.25 MT in the year 2025 and would be about 7.5 MT by the year 2035.
Table 7-14: Demand and gap analysis for solid waste Waste Year (2011)MT Year (2015)MT Year (2025)MT Year (2035)MT generated per capita
Existing Demand Gap Demand Gap Demand Gap Demand Gap
Waste 2.5 4.55 2.05 5 2.5 6.25 3.75 7.5 5 collected
Source: Nagar Parishad Gairatganj
7.5.8 Issues
Compliance to MSW 2000 rules is minimal in terms of door to door collection, segregation, recycling/composting and disposal of solid waste Existing trenching ground lacks adequate infrastructure for composting, recycling and land filling Proximity of waste collection points to the public toilets is unhygienic practice Partial collection of solid waste from the collection points
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Transportation of solid waste in open vehicles to the trenching ground
7.5.9 Project Identification & Strategies
Task 1 Install a door-to-door collection system Basis for Project To provide a bin-less system of waste collection so as to enable 100% collection Identification and disposal of solid waste. Strategy Use P-P-P for collection, disposal, sorting and recycling of waste and collection of revenue. Upgrade existing vehicular fleet and personnel strength Pass resolution to make systematic disposal mandatory for citizens. Prohibit the use of polythene (less than 20 microns) Identified Project Solid Waste Generation (MT) 5 MT Required Sweepers 1 Sweeper for 650-750 m of road length 50 (assuming that road length will be remain same as 19 km) No. of Push Carts required –Max of no of Sweeper or 1 for 175 21 HHs No. of Closed Bins required - 1 Bin of 4 cum for 2000 persons 10 No. of Mini Waste collector 1 for 7 MT (1 Mini Waste Collector for 7 MT of MSW) Landfill site development As per the prescribed MSW manual
7.5.10 Investment Plan and Financial Strategies SOLID WASTE MANAGEMENT S.No. WORKS REMARKS QUANTITY UNIT COST(in Lacs) RATE 2015 2025 2035 1 Push carts Primary door to door 21 0.25 5.25 0 0 collection (150kg/trip) 4 trips Phase 1:21 Nos. Phase 2: 0 Nos 0 Phase 3: 0 Nos 0 2 Closed Bins Phase 1: 9 Nos. 9 0.5 4.5 0 0 Phase 2: Phase 3: 3 JCB Machine 2 LS 20 20 4 Mini waste Transportation to 1 8 8 0 0 collector Disposal Site (3T/trip) Phase 1: 1Nos.
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5 Decentralized @30-40% of total waste 4Nos.(4-5 LS 7.5 Vermi generated(Vermi MT Vermi Compost for Composting) composting biodegradable plant each) wastes
6 Landfill site LS 20 development TOTAL 65.25 20 0 TOTAL AMOUNT REQUIRED(Adjusted at current prices, including 109.43 5% annual escalation)
Funding Mechanism: The infrastructure requirement for SWM can be funded on UIDSSMT pattern i.e. 80% Central Govt. Grants, 10% State Govt. Grants and 10% ULB contribution and the investment required for setting up compost plant can be incurred the private party involved for treatment of waste.
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7.6 Traffic & Transportation
Gairatganj is a highway town situated along NH-86A.The majority of the town’s extent is concentrated along the main movement corridor. Heavy vehicular movement of the NH-86A generates lot of traffic in the town. Around 50-60 buses operate from the bus stand connecting Gairatganj with Bhopal, Raisen, Udaipura, Begamganj, Rahatgarg and other neighbouring towns. Tempos running on the major roads constitute the public transport facility for the town. The area north to the Highway has concrete roads with variable road cross sections which obstructs the smooth vehicular movement. These areas also have critical road junctions. There are also certain areas of the town along the major corridor where recently few residential clusters have been developed in planned way with proper road network.
Bina River originates from the center of town; there is a narrow bridge on the river, which affects the flow of traffic. Besides of this NH is also a problematic area of the town, many accidents took place on NH. For reduce the traffic on NH there is urgent need of a bye pass in town.
Figure 7-4: Figure showing existing road network and congested areas in Gairatganj
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7.6.1 Connectivity of the town:
Gairatganj has good road connectivity with surrounding town and cities. NH-86A towards the east connects the town with Sagar and to the west with Raisen and Bhopal. The road towards the South of the town (SH-44) connects the town with Silwani and Udaipura.
Railway station:
Gairatganj is not connected through Railway network. Vidisha is the nearest rail head available for the town at a distance of 55 Km.
Bus Stand:
No proper bus stand facility is available in the town. Buses halt along the NH near Veterinary Hospital. Gairatganj is having good road connectivity to surrounding towns and villages. The present location of bus stand is along the NH, the proposal for relocation of bus stand has to be made by the Nagar Parishad. The proposed location of bus stand is the veterinary hospital. The new bus stand will equipped with proper infrastructure and facilities.
Road Network:
The town of Gairatganj has a road network of about 21.5 Km including Tar, WBM, Kutcha and Concrete roads. The roads of Gairatganj main town are well planned with proper junctions, road width and good condition. The roads in other parts of the town such as inner areas have a mix of WBM, concrete and Kutcha roads. Though as per the standards prescribed, the desired length of road per capita is 1.75 meters. In the present scenario, Gairatganj has an existing length of 1.2 meters per capita which is close to the prescribed norm of 1.75 meters per capita. The demand for road till the year 2035 is also based on the same assumption. It is essential to make this assumption because the future requirement the length of roads will determine the requirements for other sectors like water distribution network, sewage network and storm water drains.
Table 7-15: Existing road length S.No. Type of road Length of road
1 Tar Road 4 Km
2 Cement Concrete 7 Km
3 Kuchha 10.5 Km
Source: Gairatganj Nagar Parishad
7.6.2 Demand Gap Analysis
The total road length in Gairatganj is calculated to be 21.5 km.
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Table 7-16: Existing and required per capita road length Existing Length / Desired length/Capita (as per standards) Appropriate length/Capita Capita (assumed) 1.2 meters 1.75 meters 1.75 meters
Source: Consultant’s analysis
Table 7-17: Demand and gap for road network Existing (Km) Demand (Km) Gap(Km) Existing (Year 2010) 21.5 31.82 10.32 Year 2015 35.00 13.50 Year 2025 43.76 22.26 Year 2035 52.51 31.01 Source: Consultant’s analysis
7.6.3 Mode of public transport:
The most commonly observed modes of public transport in the town are tempo, jeep and magic vans. These modes apart from serving the travel needs of the people of Gairatganj also acts as a means for the people to commute between nearby villages which are not served by buses..
7.6.4 Traffic generating nodes, Critical Junctions and inaccessible areas of the town:
Traffic congestions are proving to be one of the major problems inside the town, concerning the citizens. Four wheelers don’t have an access to major area inside the town. This situation is going to get worse in future with the increasing traffic and the increase in the number of four wheeler users in town. This situation could also prove fatal in case of emergencies. For example if there is a fire or a medical emergency, there is no chance for an ambulance or the fire fighting squad getting an access to these areas.
The major traffic generating nodes are primarily the active areas of the town such as bus stand, hospital, main market etc... Due to the nature of activities in these areas lot of to and fro movement is observed at these nodes which in turn increases the vehicular movement within the city. The critical junctions of the town are those which are located on the Highway near Bus stand and one near the PWD office.. Apart from these critical junctions there are certain areas of mainly inner areas which are quite inaccessible since it’s an old settlement with narrow lanes.
7.6.5 Parking
Parking woes is proving to be one of the major issues affecting the town. Lack of necessary parking space near the major commercial centre of the town is hampering the business. This also compels people to park their vehicles on the road. This creates more congestion. All the shops have a good set back, but the parking in front of them is not organized.
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7.6.6 Issues
On street parking reduces the actual carrying capacity of the road Movement of heavy vehicles such as buses, tractor trolleys, bullock carts etc increases the problem of traffic congestion Disruption in traffic due to movement of cattle
7.6.7 Project Identification & Strategies
Task 1 Construction and Repair of Roads
Basis for Project To provide essential road length with good quality surfaces so as to ease Identification the flow of traffic and ensure commuters safety. Strategy Construction of new asphalt and concrete roads. Replacement of existing Kutcha roads with asphalt surfaces Identified Project Roads Construction of additional 10Kms of roads by 2015 Converting 10kms of kutcha roads in to pucca surface by 2015 Congestion Installing a traffic management plan which may be revised every year and every six months later which includes a layout for traffic signals, one-way routes, no entry zones, etc. Parking Construction of parking lots near public places, market areas etc. and along the major roads by removing encroachments.
7.6.8 Investment plan and Financial Strategies
ROADS S.No. WORKS REMARKS QTY UNIT COST(in Lacs) RATE 2105 2025 2035 1 Construction of Required road length by 8.64 40 345.47 695.54 350.07 additional road 2015(Km) length(Km) Additional road length by 17.39 2025(Km) Additional road length by 8.75 2035(Km) 2 Road widening As mentioned in Master LS 50 50 Plan 3 Conversion of 10.50 50 100 kutcha into pucca road 4 Repair of existing 21.5 20 150 280 roads(Km) SUB-TOTAL 595.47 1125.54 350.07
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TOTAL AMOUNT REQUIRED(Adjusted at current prices, including 3549.29 5% annual escalation)
TRAFFIC MANAGEMENT, STREETLIGHTS AND TRANSPORT NAGAR S.No. WORKS REMARKS QTY UNIT COST(in Lacs) RATE 2015 2025 2035 1 Construction of Development of required LS 20 30 parking lots -Bus infrastructure Stand area Development of parking lots near markets Development of Parking and commercial and development of Hawkers Corners/bi-weekly Haath at existing Bus stand area 2 Design of Public Transport System 0.3 15 20
3 Implementation of Management Committee LS 30 40 Traffic Management Zebra crossings Plan Development of pedestrian zones Removal of encroachments Traffic calming measures TOTAL 95.00 90 0 TOTAL AMOUNT REQUIRED(Adjusted at prices, including 5% annual 261.94 escalation)
STREETLIGHTS AND FIREFIGHTING S.No. WORKS REMARKS QUANTITY UNIT COST(in Lacs) RATE 2015 2025 2035 1 Streetlights (50% Requirement till 2015 - 100.00 130 tubelights, 30% Additional 650 Solar tubelights and 15% SV Lamp and 2025 – Additional 100% High Mast) Solar 2035 – Additional 100% Solar 2 Establishment of Procurement of rescue LS 25 Fire Station/Sub van and fire brigades Station Advanced fire equipments(Hose pipes, search lights, gas cutters, generators, life jackets, wireless sets etc) Installation of fire hydrants at different locations TOTAL 125.00 130 0
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TOTAL AMOUNT REQUIRED(Adjusted at current prices, including 5% annual 364.17 escalation)
Funding Mechanism: The requirement investment for construction of roads can be funded on UIDSSMT pattern i.e. 80% Central Govt. Grants, 10% State Govt. Grants and 10% ULB contribution
URBAN RENEWAL S.No. WORKS REMARKS QTY UNIT COST(in Lacs) RATE 2015 2025 2035 1 Development and beautification of LS 25 30 Intersections 2 Beautification along roads LS 50 50 3 Beautification of area around river LS 30 30 s as recreational spot and their beautification 4 Clearing of encroachment along LS 100 200 the roads and development of commercial spaces 7 Development of hawkers zone and Construction LS 25 weekly market of raised platforms, provision basic infrastructur e facilities TOTAL 230 310 TOTAL AMOUNT REQUIRED(Adjusted at current prices, including 5% 789.41 annual escalation)
Funding Mechanism: The requirement investment under Urban Renewal can be partly funded on UIDSSMT pattern i.e. 80% Central Govt. Grants, 10% State Govt. Grants and 10% ULB contribution and rest of it can be met by the ULB alone.
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Chapter 8. Poverty & Urban Poor
Slums Profile Poverty Status Issues Development Strategies
8.1 Slums in the Town
A slum/squatter settlement can be defined as a residential area which has developed without legal claims to the land and/or permission from the concerned authorities to build; as a result of their illegal or semi-legal status, infrastructure and services are usually inadequate. According to Nagar Parishad, there are in total 7 areas in Gairatganj which have been declared as slums.
Table 8-1: Population of slums in Gairatganj S No. Location Population 1 Ward No.02 2 Ward No.05 3 Ward No.06 4 Ward No.07 4860 5 Ward No.09 6 Ward No.10 7 Ward No.12
8.1.1 General Characteristics of the Slums
Slums are often termed as pressure relief valves of present society. However, most of the slums of the urban areas does not even have the basic amenities and have the following common problems: No legal sanctity of the land Does not have the basic services like water supply, sanitation, roads etc The social insecurity prevails looking to the shabby roads, no street lights, garbage flooding everywhere. This prevents the local residents to invest to improve the conditions of their houses.
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8.2 Poverty
Gairatganj Municipal Council conducted a survey to find the Below Poverty Line population in Gairatganj. As per the NP survey of the BPL population of the town stands at approximately 33.4% of total city population. Apart from this, the city also has a population of pavement dwellers of homeless population, who are among the poorest in the city – there is no available estimate of the size of this population.
A total of nearly 1911 families and 7636 persons in Gairatganj have been identified as those living Below Poverty Line (as per the NPC)
Table 8-2: BPL Families in Gairatganj Year Number of Poor/BPL (Estimated) Total Population
2011 5588 18184
Table 8-3: Ward-wise number of persons holding various ration cards Ward No. APL BPL AAY
1 86 83 48 2 140 122 39 3 69 45 33 4 47 10 8 5 71 23 4 6 111 26 15 7 111 49 14 8 136 21 10 9 107 43 23 10 77 90 39 11 124 38 28 12 171 22 11 13 145 23 6 14 116 63 30 15 131 43 7 Total 1642 701 315 Source: Nagar ParishadGairatganj
In Gairatganj there are around 701 BPL card holder families which make a population of 3855 persons. Also, 9031 persons are in the category of APL and 1733 people come under AAY. This indicates that more than 30% of the population of Gairatganj falls under the category of BPL. Ward numbers 2 & 10 have a majority of population with BPL families. These are also the wards with major slums, so these areas shall be labelled as priority areas for socio-economic development.
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8.2.1 Access to housing and municipal services for Urban Poor as per JnNURM’s 7 Point Charter
As mentioned, at present, a large share of the total population of the city resides in the slums which do not have access to the social and physical infrastructure. The slums are highly dense, consisting of temporary shades, Kutcha houses or hutments and other low quality shelters. Most of the slum areas are occupied by the people from informal sector.
The areas lack in tap water supply and drinking water is provided in these areas by tankers for a certain period of time through the year. There is neither underground drainage system nor the provision of septic tanks. Also, these areas are in the state of neglect in terms of sanitation facilities like public toilets and urinals. In many slum areas, solid waste and garbage is not collected regularly. It is dumped on the available open lands inside the neighbourhoods. The open scavenging and carrying the sewage by hand carts is degrading the public health and environment. Thus, these localities are underprivileged lacking in quality of life resulting in the absence of vigorous urban environment.
Water Supply:
The slum dwellers spent on an average 2-3 hours to fetch water. The number of sources itself is very low (one source for almost 75- 100 households) and far from the standards defined by the Urban Basic Services to the Poor programme (one public tap for 30 households or one hand pump for 20 households). Figure 8-1: Slums in the flood plains near the Nallah
Water connection is present only in a very few households in the slum. Even though water line is present people tend to use the common well as the water supply through the line is very irregular. The irregularity in water supply discourages new users to apply for water connection. Because of the irregularity in the pressure of water, the slum dwellers do not get access to the water all the time. Also, the situation of water supply gets drastically affected in the summer season; even then the person has to pay a flat charge of Rs 60 per month for over a period of 4 months without actual supply. Because of these reasons the slum dwellers prefer not to take connections even after the presence of water supply line. In absence of water from the tap connection, the slum dwellers depend on getting water from the public source like that of hand pump, stand-post and public bore wells. As per the residents of Balwantpura basti, since they have access to just 2 hand-pumps, they draws water at all times of the day through these hand- pumps as it is the only reliable source of water for majority of slum dwellers.
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Housing:
The slums are generally present near the areas which are discarded by the others, like the flood prone areas and places near the nallahs. This is also the case for the slum in ward no. 4, 5, 6, 7 & 8 which is right next to an open nallah through which the sewage of the whole town flows. This poses a serious health threat to the slum dwellers.
When we look at the condition of the dwellings present in the slums, the houses were Kutcha but were not in so bad structural conditions. The roads inside the slums were surprisingly good. Even though, if the road was just 2 ft. wide, the condition of the road was good and was made of cement concrete. There were open drains which ran along the side of the road and poured into the nallah. There wasn’t any proper drainage facility. There were proper street lights along the roads inside the slums, but due to the insufficient supply of electricity the street lights were not functional. People who reside there draw water from the common well which is present inside the slum.
Figure 8-2: Different sources of water for slum dwellers
Sanitation
The current sanitation alternatives in Slum area essentially comprise an individual pour flush latrines and to a much lesser extent, public latrine blocks. If residents do not have access to one of these sanitation facilities then the common practice is defecation in an open space or along a drainage nallah. The pour-flush latrines and toilet blocks are usually connected to a conventional leach pit or are usually connected to a septic tank and then to a nallah.
Figure 8-3: Street and drain condition in slums
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Roads
Only few slums have reasonable good access roads on periphery largely asphalt. In the internal areas of the slums there are largely stone paved, WBM Kutcha roads.
Street-Lights
Street lights are widely available in most slum areas since in terms of ease of construction, this is one of the simplest items of technical infrastructure to provide. It is usually provided at the early stages of development of the slum.
Social Infrastructure
The condition of public utilities and services is dismal. Lack of drainage, choked drains, filth, muck, garbage, pigs and stray dogs together make many of these locations easy prey to water born diseases like malaria, typhoid, gastro enteritis etc.
The community facilities in the slums generally comprises of school only. No other facilities are available apart from this. Education facility is also restricted to few Aanganwadi’s or Nursery/Primary Schools.
Power:
The houses have an electric meter which is quite new. This would ensure that the people in the slums would get better and safe electric connections, which otherwise resulted in unauthorised connections.
Major part of the slum population are vendors, both food and commodities, who go to the nearby villages for selling their product. The females of the family work as maids in the city. On an average the slum dwellers have a monthly income in the range of Rs 1000-Rs 2000.
8.2.2 Programmes& Schemes for Slum Improvement and Urban Poor
The government has taken an initiative for the betterment of the urban poor and people below poverty line (BPL) through various schemes and programmes. These schemes facilitate and ensure the urban poor the educational, health facilities as well as income sources. Few of the schemes and programmes outlined are:
Urban Self Employment Program (USEP): Facilitating the loan up to Rs. 50,000/- for persons below poverty line for self employment. Development of Women and Children in Urban Areas (DWCUA): Provision of loan up to Rs.2.5 Lacs for group of women and children below poverty line.
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Information education and Communication (IEC): Giving information about the various government schemes and programs for the welfare of urban poor. Janashree Bima Yojana: Facilitating the Life insurance for the people ranging in between the age group of 18 to 60 and below poverty line. National slum Development Program (NSDP): Facilitating the funds and grants for the provision of basic services in the notified slums Urban Wage Employment Program (UWEP): Generating Employment opportunities for urban poor Environment Improvement Program: Facilitating grants to the Urban Local Bodies (ULBs) for provision of basic services in notified slums Mid day Meal Scheme: Providing mid day meals free of cost in the primary schools in order to increase the literacy rate in urban poor. Integrated Housing and Slum Development Programme (IHSDP): The basic objective of Integrated Housing and Slum Development programme is the holistic slum development with a healthy and enabling urban environment by providing adequate shelter and basic infrastructure facilities to the slum-dwellers who do not possess adequate shelter and reside in dilapidated conditions as identified by ULB.
8.3 Issues
Physical
Bad conditions of Housing Stock (deterioration, precarious materials hazardous living conditions in central areas) Absence of sewerage network Inefficient water supply system. Lack of paved roads in slum areas (access, tracks, and spurs, irregular narrows and lack of sidewalks) Inadequate solid waste collection and treatment. Congestion & Overcrowding Drainage deficiency Insufficiency of green areas, open spaces and sport places. Poor basic services Environment Poor living conditions Bad sanitation conditions (inadequate disposal of liquid waste) Lack of environmental culture and tradition Garbage pollution
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Built environment degradation. Unsafe water due to inadequate sanitation system
The main demands and needs felt by the community in slum areas are primarily related to housing (improvement and new units) and sanitation conditions. At present the housing and sanitation continues as a high community demand.
The health problems are controlled by the poly clinic doctors pro health campaigns and services. Built environment deterioration is one of the main environmental problems in slum areas. The housing stock is quite affected and living conditions are the worst within the City.
Other cause of environmental pollution is also that a lot of settlements and neighbourhoods are using the fibres and drainage system as a collector of their black waters mainly disposed without any kind of deputation treatment. Septic tanks, grease traps etc. are used in a very rudimentary and improper way so they classify as low-efficient deputation methods and generally do not contribute to the reduction of waste water aggressiveness.
In general the garbage collection system for the majority of the unstable settlements is inefficient due to the lack of adequate roads and garbage containers producing polluted points and dump focuses. On the other hand the lack of environmental culture and tradition in authorities, institutions and population has created a narrow scope about environmental matters.
Housing
The Housing conditions are very shabby in the selected pockets. The majority of the houses in the selected slum pockets are made of mud and wattle with iron sheet roofs. This is a carry-over from rural housing and its so-called “semi permanent” houses (tin roofs, plastered/un-plastered floors with the occasional plastered mud wall or wood and bamboo). Many of these houses lack basic amenities such as toilets, power, water and security.
Sanitation
Sanitation in slums is very poor as 90% per cent defecate in the open, and only 5% per cent of slums have individual toilets and that too in miserable conditions. Others have mixed provisions. Inadequate numbers of toilets lead to long waiting times. Overuse and poor maintenance makes them unhygienic especially in areas where the user group is undefined. Inadequate water supply and the absence of electricity connections further limit the use of public toilets. Women and small children face great difficulties due to inadequate and poorly maintained toilets.
Sewerage
In the existing scenario, underground and protected sewerage is absent in most of the town areas as well as in the slums. Sewage, sullage and storm-water flow in open Kuchcha drains, causing serious health and safety risks.
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Solid waste management
The Nagar Palika is responsible for collection and removal of solid waste in the town as well as slums. The prevalent system in slums is limited to placing portable refuse receptacles or constructing garbage bins in or near the slums, accessible to the municipal vehicles for clearance. There is no organized system of solid waste collection and slum residents generally dump garbage in any open place, including lanes and railway tracks.
Inadequate numbers of garbage bins/receptacles, lack of awareness amongst people about ill effects of indiscriminate dumping and inefficiency of local bodies are some of the reasons for poor solid waste management in slums.
Drainage
Most of the settlements do not have any drainage system. However many drains get blocked and become non-functional. Dumping of garbage in drains is the main cause for blocking. Slums located in low-lying areas or in the tidal range face serious problem of flooding during the monsoon. Poor sanitation is due to low levels of awareness among slum dwellers about its impact on their health.
Tenure Options
Tenure arrangements and tenure security in slums are very poor. As mentioned earlier all the 6 slums are notified, but the Pattas have not been given. Thus there is no legal tenure-ship. The land ownership is under GNP.
Education
Educational levels of slum dwellers are marked by diversity. The majority of the older generation over the age of 60 had no formal education, whilst the middle aged slum dwellers had completed primary school education and the majority of slum dwellers’ children attended the nearest Municipal school that offered free schooling. Post-schooling education however, is negligible. The overall literacy rate as found in base line surveys in slums is 38 percent which is lower than the city average.
Health
The most frequent diseases reported were malaria, dysentery, cholera, jaundice and typhoid, which are closely related to poor environmental conditions. However use of private medical facilities is more common than government or municipal medical facilities.
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8.3.1 Swot analysis
Table 8-4: Table showing SWOT analysis for Urban Poor URBAN POOR
STRENGTH Report prepared under IHSDP programme Involvement of NGO’s for slum improvement activities
WEAKNESS Increasing levels of poverty Coverage of poverty alleviation programmes is inadequate Increasing number of slums Poor infrastructure facilities in both regularized and un- regularized Slums Diminishing legal security of tenure Lack of access to suitable mechanisms of finance Low rate of in-situ up gradation Lack of suitability of relocation sites
OPPORTUNITY Availability of funds under various govt. schemes Channelize all programmes and activities for various government agencies for urban poor through the special purpose vehicle The state is focused on provision of basic services to the poor that will help in development of the city.
THREATS Some slums have come up along the drains, which have increased the vulnerability of the residents living there. Infrastructure provision in the slums is inadequate that can lead to poor living conditions.
8.3.2 Identified projects and Strategies
Urban Poor Tasks Criteria Strategies Improvement of housing To meet the housing A. Cross-linking the infrastructure and civic needs of the city and employment schemes amenities in slum areas improve the quality of with housing Proposal for slum improvement living in slum improvement neighbourhoods programme to ensure Business Incubation centre for To create perennial slum-dwellers assistance in enterprise sources of income for involvement in development and setting up of the economically weak. development co-operative societies
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8.3.3 Investment plan and financial strategies
BASIC SERVICES FOR URBAN POOR S.No WORKS REMARKS QTY UNIT COST(in Lacs) . RATE 2015 2025 2035 1 Construction of LIG/EWS Nos. 384 1.5 150 420 qtrs 2 Upgradation of houses Nos. 176 0.25 20 45 3 Cement Concrete Road(Km) Km 8.84 13.5 75 50 4 RCC Drain(Km) Km 11.03 8.8 40 60 5 Community Hall(No) Nos. 1 6.5 6.5 6 School Building(No) Nos. 1 2.3 2.3 7 Primary Health Centre(No) Nos. 1 2.7 2.7 8 Sewer Line(Km) Km 7 4.82 15 20 9 Water Supply Pipeline(Km) Km 7.5 3.6 27 10 Electric pole with essential Nos. 150 0.16 24 LT line(No) 11 Sulabh Complex(No) Nos. 3 11 33 TOTAL 395.5 595 TOTAL AMOUNT REQUIRED(Adjusted at current prices, including 1461.84 5% annual escalation)
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Chapter 9. Heritage &Tourism
Historical Importance of Raisen Scope for Tourism in Gairatganj Strategies in Project identification Implementation Framework
9.1 Historical Importance of Raisen
The origins of the fort go back to 1200 AD. Up to the 15th century it was under rulers of various Hindu lines, including the Rajputs. In 1543 Sher Shah Suri captured it from Puranmal. Subsequently in 1760 Fiaz Mohammad Khan, the third Nawab of Bhopal occupied it. As a result, up to India's independence in 1947, Raisen remained part of the Princely state of Bhopal. After India's independence, it, along with most of the Bhopal princely state, became part of the new Bhopal state of India, which was merged into Madhya Pradesh on 1 November 1956.
During the Mugal period Khamkhera was the headquarter of the area noe falls in Gairatganj Tehsil. It receives its present name during the same Mugal rule. Shahpur was the headquarter of the Pargana. Later on it was shifted to Sagoni, which falls in Begamganj Tehsil.
After Bhopal State became a part ’C’ State of the Union of India, the present district came into existence on 5th May, 1950, with headquarter at Raisen. It was decided to retain only seven Tehsils in the district
9.2 Scope of tourism in Gairatganj
Gairatganj is not a most significant tourist destination as no major tourist attractions are present within the town. But it provides accommodation facilities for those tourists who are visiting nearby tourist places and religious spots. Gairatganj is well connected with surrounding cities and towns by road. Due to the strategic location of Gairatganj it acts as a transit stop for the tourists.
The town does not have any significant Architectural Heritage nor have any tourist attractions inside its municipal limits. Major Tourist attractions near and around Gairatganj are listed below:
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Radiya Mandir in the middle of Bina River As such there is no prominent recreational area or tourist place in Gairatganj town and hence the town doesn’t have any remarkable tourism activity. Apart that, those areas can be developed as Regional tourism or recreational areas which have a potential to attract people from other towns. The areas which are identified for the development as tourism center are:
Area near the River
9.3 Strategies & Project Identification
Task 1 Development of tourist spots and recreational areas
Basis for Project To develop better outing and relaxation places for the people of Identification Gairatganj
Strategy Development of tourist spots
Development of Radiya Mandir recreational areas, with development of, parks, picnic spot along the River Front
Clear encroachment and improve accessibility
Improve Streetscape
Install signage’s, maps to assist in way finding systems.
Install street furniture to improve urbanscape.
Sensitize citizens towards conservation and hospitality
For lasting preservation of tourist spots and a healthy interaction between the citizens and the visitors
Incentives for formal and informal hospitality initiatives like bed breakfast lodging etc, restaurant and catering businesses.
9.3.1 Investment plan and financial strategies
HERITAGE AND TOURISM S.N WORKS REMARKS QTY UNIT COST(in Lacs) o. RATE 2015 2025 2035 1 Conservation of historical Radiya temple LS 50 50 and places of Archaeological importance
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2 Infrastructure Development of LS 50 25 development of places of view point tourist interests - Area Development of near the river Mela Ground Development of Information centers 3 Improvement of Street Furniture LS 50 75 Streetscape Way finding systems Signage’s Entry Gate 4 Procurement of tourist 1 LS 20 buses and vehicles 6 Improvement of lodging Expansion of LS 20 20 facilities at existing guest guest house from house 9 Funds for Branding and LS 20 30 Advertisements 10 Public Awareness and LS 10 Training
TOTAL 220 200 TOTAL AMOUNT REQUIRED(Adjusted at current prices, 592.40 including 5% annual escalation)
Funding Mechanism: The funding of projects based on conservation of historical or heritage structure can be done by Dept. Of ASI and tourist places can be developed by M.P. Tourism deptt. The development of local recreational places, public gardens, parks can be funded from ULB’s account.
9.4 Implementation Framework
Upgradation of Transport Network: Creating proper access to the site as well as establishing efficient public transport network connecting tourist spots to the main city area is the basic step required to promote tourism.
Infrastructure Upgradation: Installation of basic services such as water supply, sanitation, sewage disposal, power supply and waste management are basic infrastructural inputs required to develop an area into a tourist precinct.
Provision of Basic Amenities: Installation of basic tourist amenities such as rest areas, accommodation, restaurants, information centres etc.
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Creation of Recreational Spaces around these precincts would help in attracting people to these areas and cater to their recreational needs.
Enhancing the environmental attributes of the city—the state of pollution, traffic chaos and disorder, cleanliness of the public domain and the legibility in a city accounts for a city’s environmental attributes. As the city of Gairatganj scores low in all these domains, there is a dire need to enhance its environmental attributes by taking measures to lower traffic congestion, chaos, disorder and ensure cleanliness.
Roads with poor infrastructure leads to chaos and disorder
Installation of way finding systems and appropriate signage is a must to enhance legibility in the city and make the city tourist friendly.
Enhancing the image of NH-86 as a gateway to the city of Gairatganj would help in improving the imageability of the city. There is also a need to render an appropriate image to the other approach roads to the city.
Ownership and Maintenance: As the nature of ownership / ownership pattern in a city reflects the status of maintenance of structures and places, it becomes essential to work out a clear ownership pattern of important structures and precincts in the city. Ownership disputes often lead to negligence in the maintenance of the areas and structures adding to the precinct’s illegibility.
Organization of cultural events such as light and sound shows, fares, pilgrimage walks etc. would promote visits to such places in the city.
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Chapter 10. Social Infrastructure
Health Health Facilities Education Education Facilities Socio cultural Infrastructure
10.1 Health
10.1.1 District Health Action Plan:-
District Health Action Plans are planned so as to evolve through a participatory and consultative process with involvement of a wide range of stakeholders. It was proposed to engage the community through interface with Panchayati Raj Institutions and other stakeholders like representatives from relevant Departments like Women & Child Development (ICDS), PHED (Water & Sanitation), Rural Development, and NGOs to ascertain their specific health needs, problems in accessing health services and possible solutions as relevant to local population, especially poor women and children. The objectives and strategies were formulated keeping in mind, sound evidence based and cost effective interventions which are responsive to local needs. The plan emerge from an assessment of current preventive, curative and promotive interventions, barriers in accessing services and role of various other and existing wide range of providers.
The district planning process uses a bottom up approach with planning of health actions at village level being guided by the Block level Action Plan as the first level of integration. Following consultations at each level a plan is developed which feeds into the next level of plan i.e. a Village Plan feeds into the respective Block Health Plan which then coalesce into the District Plan. Much of the solutions for addressing problems at District level emerge from Block level and Village consultations.
10.1.2 Indian Public Health Standards
India’s Public Health System has been developed over the years as a 3-tier system, namely primary, secondary and tertiary level of health care. District Health System is the fundamental basis for implementing various health policies and delivery of healthcare, management of health services for define geographic areas. District hospitals is an essential component of the district
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health system and functions as a secondary level of health care which provides curative, preventive and primitive healthcare services to the people in the district.
Table 10-1: Table showing Indian Public Health Standards for different health institutions in India
Centre Population Norms Plain Area Hilly/Tribal/Difficult Area District Health Centre 1 per District Community Health Centre 1,20,000 80,000 Primary Health Centre 30,000 20,000 Sub Health Centre 5000 3000
Figure 10-1: Figure showing hierarchy of different health institutions in India
1. District Health Centre
Every district in India is expected to have a district hospital linked with the public hospitals/health centres down below the district such as Sub-district/Sub-divisional hospitals, Community Health Centres, Primary Health Centres and Sub-Health centres. The district hospitals caters to the people living in urban (district headquarters town and adjoining areas) and the rural people in the district.
2. Community Health Centres (CHCs)
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CHCs are being established & maintained by State Govt. under MNP/BMS programme. It has 30 in-door beds with 1 OT, X-ray, Labour Room & Laboratory facilities. It serves as a referral centre for 4 PHCs.
3. Primary Health Centres (PHCs)
PHC is the first contact point between village community and the Medical Officer. The PHCs were envisaged to provide an integrated curative and preventive health care to the rural population with emphasis on preventive and primitive aspects of health care. It has 4 - 6 beds for patients.
4. Sub-Centres (SCs)
The Sub-Centre is the most peripheral and first contact point between the primary health care system and the community. The Sub-Centres are provided with basic drugs for minor ailments needed for taking care of essential health needs of men, women and children.
Table 10-2: Table showing no. of health institutions in Raisen District Sr. No. District No. of Blocks District Hosp. Civil Hosp. CHC PHC SHC
1 Raisen 7 1 0 04 21 175 Source: Development and Planning Division, Directorate of health services(2007), Madhya Pradesh
Table 10-3: Table showing bed capacity of different health institutions in Raisen district Sr. No. District Hospital and Civil Hospital and No. Community Health Centre No. Of sanctioned Of beds available and No. Of beds available /available beds 1 Raisen, 132 Sanchi - 30 Udaipura – 30 Bareli – 30 Gairatganj – 30 Begumganj – 30 Silwani – 30 Mandideep - 30 Source: Development and Planning Division, Directorate of health services(2007), Madhya Pradesh
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10.2 Health Facilities in Gairatganj
The health care facilities available in town are inadequate. There is one PHC in the town which provides basic health care services. Gairatganj is situated on the centre of the district, and District Hospital is located at great distances from the city, in the view of regional setting Gairatganj is close to the other cities like Silwani, Begamganj, Udaypur, Bareli, etc. therefore Gairatganj is suitable location for given the medical services in time of accident and emergency condition, which will reduce the time and easily accessible, So medical facilities in Gairatganj should be arranged and expand into a civil hospital which will give the benefit to the city along with the other nearest cities in the case of emergency. Most of the population depends on district hospital for infectious and other diseases.
Table 10-4: Type of health facilities and number of beds
Sl. No. Name of health facility Govt./private No of beds No of Doctors 1 PHC Govt. 30 -
Demand and Gap Analysis for Health Facilities in Gairatganj
There is one PHC in the town which is sufficient to cater the population for next 25 years. There is more number of medical institutions than what are required as per UDPFI guidelines but the quality and infrastructure in this institution needs to be upgraded.
Issues
The health care facilities available in town are inadequate. There is only one PHC in the town which provides basic health care services. Most of the population depends on Bhopal for infectious and other diseases.
Also, there are no programmes which are introduced as a preventive measure to keep a check on the spread of diseases.
10.3 Education
10.3.1 Education Structure in Madhya Pradesh
The structure of education in the state is based on the national pattern with 12 years of schooling, consisting of eight years of elementary education, that is five years of primary and three years of middle school education for the age groups 6-11 and 11-14 years respectively, followed by high and higher secondary school education of two years each besides three years of pre-primary education. Schooling education is administratively managed by Directorate of
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Public Instruction, Madhya Pradesh, Bhopal. At district level, office of District Education Officer and at block level, office of Block Education Officer manages and coordinates schooling.
10.3.2 Right to Education Act-2009
The Right of children to Free and Compulsory Education Act came into from April 1, 2010. This was a historic day for the people of India as from that day the right to education has been accorded the same legal status as the right to life as provided by Article 21A of the Indian Constitution. Every child in the age group of 6-14 years will be provided 8 years of elementary education in an age appropriate classroom in the vicinity of his/her neighbourhood.
Any cost that prevents a child from accessing school will be borne by the State which shall have the responsibility of enrolling the child as well as ensuring attendance and completion of 8 years of schooling. No child shall be denied admission for want of documents; no child shall be turned away if the admission cycle in the school is over and no child shall be asked to take an admission test. Children with disabilities will also be educated in the mainstream schools.
10.4 Education Facilities in Gairatganj
The City of Gairatganj has 1 degree college, 2 higher secondary schools, 5 middle schools and 6 primary schools. The degree college provides education in the field of Arts, Commerce and Science. There is a demand of more schools and degree colleges in line with the growing population of Gairatganj.
Student teacher ratio is one of the indicators used to describe the quality of education received in any education unit, be it a school, schools in a city or all schools in the country. Educationists have often stressed on the low student teacher ratio set-ups. The higher the ratio the lesser is the focus received by individual pupil. The average Pupil Teacher rate comes out to be around 1:41 for primary schools and 1:68 for high schools. This ratio is close to the national ratio of 1:42.
As per the UNICEF global campaign for education report, Teacher absence is more correlated with daily incentives to attend work: teachers are less likely to be absent at schools that have been inspected recently, that have better infrastructure, and that are closer to a paved road. Absence rates are generally higher in low-income states.
Table 10-5: No. of educational institutes in the city
S.No. Type Total number 1 Nursery and primary schools 9 2 Middle schools 7 3 Higher secondary/ high schools 2 4 Colleges 1
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5 Technical and other institutes -
Source: Nagar Parishad
14 12 12 10 9 10 8 7 7 8 6 Primary School 5 6 4 4 3 4 4 3 2 3 3 Middle School 1 1 1 2 0 00 0 00 0 00 0 0 00 0 High Secondary School 0 -2 College -1-1 -1 0-1 -1 -1 -1 -4 -2 -2 -3 -6 -3 Technical Institute
Figure 10-2: Figure showing existing Demand and Gap of educational institutes in Gairatganj
3.5 3 3 3
2.5 2 2 2 2 2 Primary school 1.5 1 1 HS school 1
0.5
0 2011 2015 2025 2035
Figure 10-3: Figure showing demand for educational institutes in Gairatganj
10.4.1 Issues
There are ample of nursery/ pre- primary, primary and middle schools which can even serve the growing population up to the year 2025. But there is a serious lack in higher secondary/ high schools. There are not enough high schools to even serve the population demand today. But again if we take a look at the colleges, there is sufficient number of colleges to serve the population till 2035. But according to the standards, there isn’t a need of the any technical institutes. In view of developing the city as an “agro- based town”, there is a need of providing vocational training which would support the primary sector of the economy of the town. So the present technical institute needs to be developed, more services need to be allocated to the
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present institute in order to provide the vocational training. More such institutes need to set up to provide training to the present population.
10.5 Socio cultural Infrastructure
Table 10-6: Types and numbers of socio-cultural and recreational activities
Social and Cultural 1 Hall/ Community hall and City Hall 01 3 Crematorium 03 5 Kanji House 00 Recreational 1 Parks 01 (Proposed) 2 Play grounds 01 3 Market 01 Source: Nagar Parishad
10.5.1 Issues
• Lakes and water-bodies have been encroached at various places
• Parks, footpaths and market places are impaired with encroachment
• Existing sports and recreation infrastructure lacks maintenance
• Urgent need for a Community hall for hosting cultural events and conducting administrative events
10.5.2 Identified Projects and Sector Strategies
Table 10-7: Strategies for Social Infrastructure sector Health
Task Criteria Strategy
Quality improvement of To improve the state of medical A. Employing P-P-P in hospital existing health facilities health in Gairatganj management to ensure better service delivery Augmentation of medical facilities
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Setting up of action To ensure the delivery of group for disease programmes for disease prevention prevention
Education
Task Criteria Strategy
Setting up of schools of To improve the quality of school A. Expansion of courses and excellence education and make learning a fun intake capacity of vocational process college
Promoting avenues of To combat social issues and achieve B. Introduction of industry informal education social equality sponsored programs for specific industry Expansion of vocational To meet the workforce requirements training platforms requirements of local industries and to check out-migration of youth
10.5.3 Investment Plan and Financial Strategies
Table 10-8: List of Project for Social Infrastructure SOCIAL INFRASTRUCTURE S.No. WORKS REMARKS QTY UNIT COST(in Lacs) RATE 2015 2025 2035 1 Construction of Hospital on 50 50 PPP, Development of land 2 Construction of LS 25 Community Hall 3 Construction of Library LS 35 4 Up gradation of play LS 20 30 ground to stadium 5 Upgrading educational LS 50 100 facilities (Primary, secondary , higher, vocational training institutes 6 Development of mela LS 20 30 ground and hawkers zone Total 200 210 TOTAL AMOUNT REQUIRED(Adjusted at current prices, 586.04 including 5% annual escalation)
Funding Mechanism: The requirement of investment for construction of social infrastructure is primarily dependent on ULB’s funds and partly on the involvement of private party.
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10.5.4 Implementation Strategies / Action Plan
PPP Model for enhancing health care facilities:
To address emerging need of health, new forms of action and partnership are needed. There is a clear need to break through traditional boundaries within government sectors, between governmental, nongovernmental organizations, and between the public and private sectors. There are several levels at which the contracting out can be done depending on the degrees of freedom given to the NGOs and Private agencies. They are like:
OPTION 1: To augment the medical facilities in the city and to improve its provisioning of health care services, Municipal Council Gairatganj can develop a hospital providing quality affordable health care for all in the city. A Design, Finance, Build, Operate and Transfer (DFBOT) structure for a concession period of 25-30 years can be developed. The land, hospital buildings and ancillary facilities can be reverted back to council at the end of concession period. The hospital can provide quality healthcare services with defined service level parameters but flexibility given to the private developer in determining the final technical configuration.
OPTION 2: Government hands over the existing physical infrastructure, equipment, budget and personnel of a health unit to the selected agency.
OPTION 3: Government hands over the physical infrastructure, equipment, budget but give freedom to the selected agency to recruit personnel as per their terms and conditions but following the government norms such as one ANM per 5,000/3,000 population.
OPTION 4: Government hands over the physical infrastructure, equipment, and budget but gives freedom the select agency to have their own services delivery models without following the fixed prescribed pattern
OPTION 5: Government hands over the physical infrastructure, equipment, budget and gives freedom to the select agency to have their own personnel, service delivery models, freedom to expand types of services provided and freedom to introduce user fee and recover some proportion of costs.
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Chapter 11. Environment
Environmental Action Plan Green House Emission Water Pollution Waste Management Implementation Strategies
11.1 Environmental Action Plan
The environmental action plan outlines the actions that the council and the community can take over the next 5 years to improve the local environment in the city of Gairatganj. The action plan addresses the six environmental themes that have been identified for the area. They are
Greenhouse emissions
Water management
Waste Management
Natural resources and open sources
Land use planning and heritage
Air quality and noise
The strategies and actions for both municipal council and the community are presented, that when completed will help to improve the local environment. For each action, information is presented on the potential benefits of the actions, as well as cost and resource implications, responsibility, targets for improvement and performance measures to allow council and the community to gauge their success in improving the local environment.
11.2 Greenhouse emissions
A natural ‘greenhouse’ effect keeps the Earth’s surface at a temperature suitable for life. This effect is now being enhanced by increasing levels of greenhouse gases being emitted into the atmosphere from human activities. This enhanced greenhouse effect has the potential to lead to global warming and climate change, both of which could cause long term changes to the environment resulting in an overall negative impact on human and other life on our planet. The main greenhouse gases that are influenced by human activity are carbon dioxide, methane and
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nitrous oxide. These gases do not remain in the atmosphere indefinitely but are subject to various chemical processes. For example, carbon dioxide is absorbed by plants as they grow, and oceans.
The greenhouse effect is a process by which radioactive energy leaving a planetary surface is absorbed by some atmospheric gases, called greenhouse gases. They transfer this energy to other components of the atmosphere, and it is re-radiated in all directions, including back down towards the surface. This transfers energy to the surface and lower atmosphere, so the temperature there is higher than it would be if direct heating by solar radiation were the only warming mechanism
Local Body Role
The role of the Gairatganj Municipality or other identified suitable agency is to quantify the greenhouse gas emissions and develop action plans to reduce greenhouse gas emissions within their community. Strategies should framed to reduce the greenhouse emissions through following measures
Establish a base year emissions inventory and forecast for the community sectors
Set a greenhouse emission reduction goal
Develop a greenhouse reduction strategy (Local Action Plan)
Implement. Monitor and report on the Local Action Plan measures
11.2.1 Strategies and Action Plan
The following strategies and actions aim to address the key environmental pressures in relation to the green house emissions in the city of Gairatganj. These strategies will help in achieving the goals of reduction in the emission of greenhouse gases.
Table 11-1: Table showing Strategies and action plan to address green house emission in Gairatganj
S. Strategy Responsibility Target Potential benefits Performance no measure
Strategy 1: Improve the capacity of the planning system to incorporate energy efficient design in development
1 Incorporate good Town Compl Reduction in Percentage of residential design Planning, ete by energy use (and new and energy Municipality 2015 greenhouse gas developments efficient housing emissions) from with energy design the community efficiency sector incorporated in design
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2 Promote energy Environment Start Reduction in Number of saving concepts officer by energy use (and requests for for building new year greenhouse gas information houses and 2014 emissions) from making the community refurbishments sector
Strategy 2: Raise business and community awareness on energy minimization
3 Publicize the Environ Complete Educates Number of methods to ment by year community on people visiting reduce officer 2015 latest energy case study sites greenhouse efficient design emissions. principles Develop and establish local energy case study sites
4 Encourage local Environ By 2015- Provide local Percentage of schools and ment creation of schools and schools colleges to officer youth colleges with base involved become involved groups in line data to which in energy conserving they can compare minimization and earth future energy use efficiency programs
Strategy 3: Work with the community to minimize energy usage on residential and commercial businesses
5 Encourage Environ Complete Reduction of CO2 % of residential residents to use ment by year emissions properties the solar power officer 2015 normally required installing the for their daily for heating system needs by providing information on the existing rebates
6 Lobby for the Municipa Complete Decreased % of residential compulsory lity by year reliance on power properties installation of from non- installing the
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solar hot water 2015 renewable system systems sources
Strategy 4: Minimize emissions from the transport sector – Encourage use of alternative forms of transport
7 Develop separate Town Complete Reduction in Number of new lanes for bicycle planning, by year greenhouse gas road movement in the Municipa 2015 emissions from developments city lity, PWD the transport with bike lanes sector
8 Encourage and Environ Completed Promotes a Number of support ment by year healthy people using alternative officer, 2015 community. alternative transport options Municipa Reduction in transport including walking, lity, greenhouse gas public transport Transpor emissions from and car pooling t the transport departm sector ent
Strategy 5: Reduce energy consumptions from council and public buildings
9 Introduce solar Municipal Completed Reduced energy Number of units lighting system in ity by year use. installed Municipal Council 2015 Building Gives motivation to residents
10 Introduce a Administr Completed Reduced energy Number of program to ation by year use. buildings retrofit all public officer, 2015 completed buildings with Municipal Monitory saving energy efficient ity in a longer period lighting
11 Review timings Environm Completed A reduction in Energy saved program for ent officer by year hours of operation for street council street 2014 of streetlights lighting lights and placing would result in for street lights reduced energy use
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11.3 Water Pollution
India’s huge and growing population is putting a severe strain on all of the country’s natural resources. Most water sources are contaminated by sewage and agricultural runoff. India has made progress in the supply of safe water to its people, but gross disparity in coverage exists across the country. Although access to drinking water has improved, the World Bank estimates that 21% of communicable diseases in India are related to unsafe water. In India, diarrhea alone causes more than 1,600 deaths daily.
As the water crisis continues to become severe, there is a dire need of reform in water management system and revival of traditional systems. Scientific and technological studies need to be carried out to assess present status so as to suggest suitable mitigative measures for the revival to traditional system/wisdom. Revival process should necessarily be backed by people's initiative and active public participation.
Figure 11-1: Figure showing Ground Water Resource Map of Madhya Pradesh
11.3.1 Strategies and Actions
The following strategies and actions aim to address the key environmental pressures identified in the collection of background information in relation to the water management in the Gairatganj area. The actions outlined may be refined over time as new information is gathered.
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Table 11-2: Table showing Strategies and Actions to address environment pressures in Gairatganj
S no Strategy Responsi- Target Potential benefits Performanc bility e measure Strategy 1: Reduce water use in council maintained parks, gardens and landscaped area
1 Undertake water Financial Completi Identify Number of audit for all parks and on of opportunities for parks and and gardens to administrat audit by reduced water use, reserves accurately ive 2013 highlight any audited quantify the services, potential water water use Municipalit leaks y 2 Develop planting Infrastruct Completi Reduced water use % of parks guidelines that ure & on by Improved landscaped incorporate plant Technical year biodiversity/natura according to species with low Services 2013 l resources watering water requirement requirements s 3 Investigate Infrastruct Completi Reduced water use % of civic options for the ure & on by centre
installation of Technical year watering rain water tanks Services 2013 requirement to collect roof s met by runoff from rainwater public toilets and reusing it Strategy 2: Work with the community to conserve water in private households
4 Promote Environme Completi Reductions in water % reduction initiatives to nt officer on by use in the in reduce water use year community community in the community 2015 water use such as residential, commercial and industrial 5 Investigate Environme Completi Reductions in water % reduction options for nt officer on by use in the in incentive year community community schemes to 2015 water use encourage householders to retrofit their houses with water saving
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technologies
Strategy 3: Minimize water use in council buildings and commercial & industrial buildings
6 Undertake water Municipalit Completi Reduced water bills % of taking audit from y on by buildings all local body year audited operated 2012 buildings 7 Provide Environme Completi Reduced water use % of information on nt officer on by in the municipal businesses the potential year area that have benefits of 2013 completed a
reduced water water audit use and options for instillation of water saving technology Strategy 4: Identify opportunities for the use of alternative water supply
8 Encourage the Environme Completi Reduced reliance Number of installation of nt officer on by on river and ground rainwater rainwater tanks year water tanks in existing 2015 installed households, through information packages on rates rebates Strategy 5: Reduce the impact of council operations on storm water quality and quantity
9 Develop an urban Environme Completi Reduced storm % of plan storm water nt Officer on by water pollution complete master plan for year Infrastruct the city of 2015 ure & Gairatganj technical services 10 Groundwater Environme Completi Increase in Number of recharge pits in nt Officer on by groundwater level pits all types of year completed Reduce in storm properties 2015 water runoff
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11.4 Waste Management
Providing clean and healthy surrounding in and around the city and townships through well managed Solid Waste Management is one of the obligatory functions of the ULBs. Presently, the solid waste management techniques are not very satisfactory. No storage of waste is done at the source. Domestic, commercial and institutional wastes are thrown on the streets, open drains and water bodies. There is no mechanism to generate the recyclable waste at the source. The town lacks a system of primary collection of waste and there are no waste storage depots. Open sides or cement concrete bins and metal bins are used for temporary storage of wastes. The bins used are very unhygienic and due to the rigorous treatment they receive, most of the bins are broken or in a bad state.
Transportation of the waste is done through vehicles ranging from hand carts, three wheelers, tractors and trucks, but most of the transport vehicles are loaded manually. There is no processing of waste done on or away from the site. There is no trenching ground available and all the waste is disposed off randomly in the surrounding forest area and near the fort area.
Table 11-3: Table showing waste generation and collection in Gairatganj
Particulars Unit Quantity Total Solid Waste generated MT/day 2.57 MT Total waste collected by Municipality MT/day 1.5 MT (55%) No. of waste bins No. 2 Capacity of each bin cu.ft 3.5 sq. m. Frequency of collection no. of trolley/day 2 No. of sanitary workers 4 Sanctioned, 2 Vacant 27 daily wages Disposal Site There is a trenching ground
Source: Nagar Palika Parishad, Gairatganj
11.4.1 Strategies and Actions
The following strategies and actions aim to address the key environmental pressures identified in the collection of background information in relation to the waste management in the Gairatganj area. The actions outlined may be refined over time as new information is gathered.
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Table 11-4: Table showing waste management strategies for Gairatganj
S. Strategy Responsibility Target Potential benefits Performance no measure
Strategy 1: Improve the diversion rate of recyclable materials from going to landfill
1 Promote the Environment Completion Improved rates of Diversion rate recycling system Officer By 2014 recycling through print Reduced material media at public to landfill places and events (therefore reduced cost pf disposal to landfill and reduced greenhouse emissions). Reduction in contamination levels of recyclable materials Improved diversion rate 2 Educate the Environment Completion Reduction in Volume of community on best Officer By 2015 contamination rate waste to practice recycling of recyclables recycle Municipality (i.e, what can and can’t be recycled) 3 Provide Infrastructure Completion Reduction in waste Tonnes of commercial sector and Technical By 2013 to landfill from the cardboard with a cardboard services commercial sector recycled recycling collection service 4 Undertake waste Environment Completion Enables Audit audit to identify officer By 2014 identification and completed sources of waste Municipality reduction in Diversion rate going to landfill amounts of
from council potentially operations and recyclable or also identify reusable material potential re-use or going to landfill, recycling thereby improving opportunities the transportation 5 Ensure that all Environment Completion Ensures that No. of council contractors officer by 2013 contactors to the contracts
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recycle all green Administrative City undertake with organic material and Financial activities in an appropriate where appropriate Services environmentally clauses through the sustainable manner inclusion of appropriate clauses in tender contracts. Strategy 2: Improve public place recycling and waste minimization
6 Provide a permanent Environm Completion Decrease street Use of public public place recycling ent officer by 2014 litter; enhance place service for collection of Municipali environmental recycling bottles, cans, drink ty awareness and diversion cartons and other improve diversion rate recyclable materials at rate public venues (eg. Parks, Bus stands, Mela grounds, markets) Strategy 3: Reduce the use of paper within the administration area
7 Encourage the Environment Completion Reduced paper use Number of implementation of officer by 2014 paper reams Reduction in the cost the paper purchased for purchasing paper minimization and used policy throughout council offices
11.4.2 Investment Plan and Strategies
Table 11-5 :- List of projects identified under Environment ENVIRONMENT S.No. WORKS REMARKS QTY UNIT RATE COST(in Lacs) 2015 2025 2035 1 Up gradation of nallahs in LS 20 40 the town Desilting of the bed Construction of retaining wall and making it fully pucca 2 water body conservation LS 40 85 including de-silting, prevention of sewage and waste water getting discharged into the river
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3 Development of parks LS 20 30 4 Trees plantation along roads LS 10 10 and nallah 5 Ground water recharge(LS) LS 10 15 TOTAL 100 180 0 TOTAL AMOUNT REQUIRED(Adjusted at current prices, including 419.44 5% annual escalation)
11.5 Implementation Strategies and Action Plan
Table 11-6: Strategies for Environment Sector
Environment Task Criteria Strategy Policy initiatives The Green Gairatganj resolution shall list Adoption of a “Green To keep environment the environment-linked objectives of Gairatganj” resolution and sustainable growth Gairatganj city along with tangible targets at the forefront of all like deadline for making Gairatganj a development initiatives polythene-free town. Prohibit/discourage To limit the use to non Water harvesting techniques should be use of polythene bio-degradable material promoted through awareness campaigns. and promote recyclable materials Make water- To effectively recharge harvesting ground water compulsory for households/ colonies Conservation of green To maintain ecological Build parks and promenades along natural spaces, natural equilibrium drain to rejuvenate the water body landscape and natural Encourage tree plantation interspersed drainage with future development Sorting of solid waste, To mitigate the negative composting of organic impact of solid waste on components and health, environment and recycling of glass, aesthetics. plastics etc.
Environmental Management
The negative environment impacts of construction and operation will be minor if Municipal Council, Gairatganj adopts an Environment Management system. The Municipal Council should adopt the draft Environment Management plan to ensure that all future works are implemented
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in environmentally acceptable manners and adequate measures are taken to mitigate the anticipated adverse impacts on the project affected population.
Action Plan/ Tasks
• Preparation of action plans for control of water and air pollution in the city
• Effective transportation planning to avoid congestion on roads and road margins to be properly paved
• Conservation of water bodies
• Mixed land use to be accepted to reduce unnecessary movement of vehicles
• Development and regeneration of city parks and Regional parks
• Green belt provision and plantation of Trees
Action plan for cleaning and revitalizing important water bodies in the Gairatganj
Water bodies are an integral part of city open spaces and connected to various traditions and religious functions. At the same time it provides at time larger open space to the city. It also maintains eco-system. It provides immense potential to tourism in the city. Many times human interface with the water-front tends to contaminate water bodies and cause pollution. Therefore it is necessary to preserve and develop these large open spaces – water bodies. On the basis of analysis, the action plan can be formulated for all the water bodies in the Gairatganj to check the pollution levels and measures towards the maintenance and revitalization shall be suggested. The plan shall also explore various options of maintenance; like developing recreational activities etc. based on the plan.
• Improving Condition of Existing Parks and Development of Regional Park & City Park in the City
The execution plan can be formulated for developing all the city level parks and regional parks. The growing urban area needs establishment of parks in the residential colonies, lake front parks, and temple parks, drives way parks as lung spaces and to improve the aesthetic value. This programme will help in protection of the open areas in urban conglomeration and improvement of urban living.
• Effective monitoring of water bodies and quality control
The Municipal Council shall initiate a dialogue between various agencies including MPPCB, to collect and maintain data on important parameters of water bodies like BOD, COD, species present, extent of silt, sewerage outfalls, industrial discharges etc. on a regular basis. This forms an important aspect of monitoring the quality of water bodies.
• Integrated Transportation Planning and create Green Belt along roadways:
Since a high concentration of pollutants is observed at junctions and in the form of SPM along roads, it is imperative to integrate air pollution mitigation measures with those of traffic
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improvement. Hydrocarbon related emissions and particulate matter are the major pollutants on the roadside. The greenery would help in reducing the air pollution of this nature besides
• Prevention of sewage and waste water discharge into the lake and Nallah:
At present, sewerage is one of the most critical issues in Gairatganj. Sewerage and hygiene has been identified as one of the most pressing urban environment issues by the stakeholders during consultations since there is no underground sewerage system in the city and the drain which carries household waste empties directly into the open drains in front of the house which eventually connects to the Nallah, thus creating unhealthy conditions and breeding ground for the mosquitoes. At some places household sewage is directly discharged into the lakes which need to be prevented.
• Ground Water Recharge:
Currently the need for water in Gairatganj is met with tube-wells and hand-pumps and there is no provision to recharge the ground water system which would probably deplete the existing ground water resources. So compulsory rain water harvesting can be adopted at individual dwelling unit level at the time of new construction to recharge ground water.
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Chapter 12. Institutional Set up and Financial Status
Background Effective Municipal Governance Existing Institutional Setup in Gairatganj Institution and Organization Urban Reforms Issues/ Goals/Objectives/ Strategies Recommendations to improve urban governance in Gairatganj Municipality
12.1 Background
'Good governance' is the overarching objective of public administration in the civic arena. In virtually all sectors of public intervention and service delivery, it is now agreed that unless and until the state of governance is 'good', service or product delivery will not be proper. In the recent past, a large number of people and organizations have given a variety of definitions of what governance is all about. Governance is defined differently in terms of the context. According to one definition, “the ways in which stakeholders interact with each other in order to influence the outcomes of public policies " is public governance. According to the World Bank, “the manner in which power is exercised in the management of a country's economic and social resources for development " is good governance. There are today dozens of definitions of what governance and good governance is. However, if one has to summaries and list downs the ten characteristics of good governance, they would be:
Citizen involvement, participation and satisfaction Transparency in all decision making Accountability of actions taken Equality and social inclusion Ethical and honest behaviour Ability to compete in a global environment Efficiency of service delivery Respect for democratic values
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Respect for the rule of law Use of appropriate technology and environmental sustainability
12.2 Effective Municipal Governance
The effectiveness of municipal governance depends on a wide range of factors: political, social and economic. It also depends upon the skills and motivations of its political leaders, officers, staff and other stakeholders. But structures, processes and resource bases are themselves factors contributing to effectiveness. The institutional characteristics of urban government play a part in determining its effectiveness, along with the people who run it and the environment within which it operates” [Davey (1993)]. Thus, the key factors affecting municipal performance would include: the innate strength of municipal institutions, the relationship of municipalities with other institutions: parastatal, State Government, civil society organizations, etc., inter- institution operational conditions and factors and the effectiveness of the municipal leaders and staff.
In the above background the critical areas that need to be addressed in order to promote effective municipal governance with transparency and accountability as its hallmarks are as follows:
Institutional Framework: Constitutions, laws, byelaws, rules, regulations, power sharing and reporting relations between formal and informal institutions or organisations;
Organisation Building: . Strategy – mission, vision and shared goals, Structure - roles and responsibilities, authorities, coordination and convergence mechanisms, Systems – planning, decision-making, budgeting, information management, accountability and quality control systems, Skills, Style– allocation of leadership attention to key priorities and Staffing – recruitment, promotion, performance development and appraisal, career planning, etc.
Human Resource Development: Development of quality personnel, upgradation of knowledge and skills, designing incentives and disincentives, facilitating orientation and attitude changes, motivation, etc.
Source: Dr. P.K. Mohanty, “Transparency and Accountability in Municipal Governance: Role of Institution Development, Performance Management and Citizen Charters”, Centre for Good Governance
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12.3 Existing Institutional Setup in Gairatganj
Nagar Parishad, Gairatganj is a class III town which was established as Nagar Panchayat in 2009. Presently the town has a population of about 18186 which in divided into 15 wards with approximate Municipal area of 5 Sq Km. Gairatganj was forms by merging 4 Gram panchayats listed below.
ULB Name of Village Gairatganj Gairatganj Gairatpur Tekapaar Gehuras Source: Nagar Parishad Gairatganj
The ULB comprises of an elected wing and an executive wing. The elected wing consists of councilors elected from each ward headed by the President of the Municipal Council who is elected directly by citizens. The elected wing performs as a deliberative unit in the form of advisory committees. The composition o f these committees and their functions are governed by the provisions of the Madhya Pradesh Municipalities Act, 1961.
The executive wing of the municipality comprises of various departments headed by the Chief Municipal Officer appointed by the State Government. The staff requirement is approved by the State and revised periodically. The State statute also lays down guidelines for expenditure on establishment as a percentage of ULB’s total expenditure.
Table 12-1: Summary of establishment as on March 2012 S No. Category (Class 1, 2, 3 and Designation Department Sanctioned Vacant 4) Posts Posts 1 2 CMO General 1 - Administration 2 3 Assistant grad 2 General 1 - Administration 3 3 Assistant grad 3 General 1 - Administration 4 Cashier Account 1 5 3 ARI Revenue 2 - 6 3 Pump Attendant Water Supply 1 - 7 3 Plumber Water supply 1 - 8 3 Line man Water supply 1 - 9 3 Sanitary Sanitation 1 1 Inspector 10 4 Sanitary Worker Sanitation 4 - 11 4 Peon Various Department 3 - 12 4 Watchman 1 - MUSTER S No. Department Number of Employees
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Muster employees are appointed as per requirement
Table 12-2: Department classification with number of employees and their responsibility S.No Department Number Responsibility
1. General 12 Works related to the department. Administration
2. Accounts Office 1 Looks after the accounts of the department.
3. Revenue 5 Recovery of all types of taxes.
4. PWD 1 Looks after the various public/civil works. 5. Water supply dept 13 Supplies water to the city
6. Sanitation 56 Looks after the cleanliness of the city.
7. Electrical 1 Supplies electricity to the city. department
9. Education/School 0 Providing educational facilities.
10. Medical store 0 Providing medicines and other medical facilities.
Source: Nagar Parishad, Gairatganj
12.3.1 Observations Existing Establishment Structure shows that there is a deficit of top level management staff almost for all the departments which ultimately decreases the efficiency of service delivery in the Municipality
Departments like Education and Hospital have almost become redundant in Gairatganj since all the posts are lying vacant
12.4 Institutions and Organizations
Urban development in the city of Gairatganj like other small-sized cities in Madhya Pradesh takes place through the actions of a hierarchy of organizations which are responsible for planning and enforcement
12.4.1 Urban Administration and Development Department
With the enactment of the 74th Constitution Amendment Act, major urban related tasks have been transferred to Local Bodies. The Government of Madhya Pradesh (GoMP) through its Urban Administration & Development Department (UADD) is responsible for overseeing urban
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sector reforms, in terms of capital investment in basic infrastructure for the Urban Local Bodies (ULB’s).
The UADD is also responsible for implementation of various public welfare schemes sponsored by the Central and State Governments. Some such schemes include Conversion of Dry Latrine Program, SwarnaJayanti Urban Employment Scheme, National Slum Development Program, Social Security Group Insurance Scheme, Janashri Insurance Scheme etc. These schemes are implemented through the District Urban Development Agency.
Being the parent organization of Municipal Corporations, UADD monitors the functioning of all municipal corporations and municipalities in the state.
12.4.2 Town and Country Planning Department
The activities of Town and Country Planning Department (TCPD) are guided by the provisions of the Madhya Pradesh Nagar Tatha Gram Nivesh Niyam, 1973 (the Rules). The State Government, as per provisions of the Rules declares a region including major urban areas and its surrounding settlements as a planning area, and orders the preparation of a development plan for the region.
The implementation responsibility of the development plan proposals vests with the Gairatganj Nagar Parishad within the jurisdiction of municipal limits. Enforcement of development control regulations and other guidelines also lies with the municipal council.
12.5 Urban Reforms
The main thrust of the revised strategy of urban renewal is to ensure improvement in urban governance so that the Urban Local Bodies (ULBs) and parastatal agencies become financially sound with enhanced credit rating and ability to access market capital for undertaking new programmes and expansion of services. In this improved environment, public-private participation models for provision of various services would also become feasible. To achieve this objective, the State Government, Urban Local Bodies and parastatal agencies will be required to accept the implementation of an agenda of reforms. The proposed reforms shall broadly fall into two categories
Mandatory reforms Optional reforms All the mandatory and optional reforms shall be implemented by the State/ULB/Parastatal within the stipulated time.
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12.5.1 Mandatory Reforms
There will be two sets of mandatory reforms. Core reforms at ULB/Parastatal level aimed at re- engineering the process of governance through deployment of technology to enable more efficient, reliable, timely services in a transparent manner. The other set of reforms are framework related at State level.
Reforms at Urban Local Body/Parastatal
Adoption of modern, accrual-based double entry system of accounting in Urban Local Bodies/Parastatal. Introduction of system of e-governance using IT application like, GIS and MIS for various services provided by ULBs/ Parastatal. Reform of property tax with GIS, so that is becomes major source of revenue for Urban Local Bodies ( ULBs) and arrangements for its effective implementation so that collection efficiency reaches at least 85% within next seven years. Levy of reasonable user charges by ULBs/Parastatal with the objective that full cost of operation and maintenance or recurring cost is collected within next seven years. However. Cities/towns in Northeast and other special category States may recover at least 50% of operation & maintenance charges initially. These cities/towns should graduate to full O & M cost recovery in a phased manner. Internal earmarking within local body, budgets for basic services to the urban poor. Provision of basic services to urban poor including security of tenure at affordable prices, improved housing water supply, sanitation and ensuing delivery of other already existing universal services of the Government of education, health and social security.
Reforms at State Level
Implementation of decentralization measures as envisaged in 74th constitution Amendment Act. Stated should ensure meaningful association/engagement of ULBs in planning function of parastatal as well as delivery of services to the citizens. Repeal of Urban Land Ceiling and Regulation Act. Reform of Rent Control Laws balancing the interests of landlords and tenants. Rationalization of Stamp Duty to bring it down to no more than 5% within next seven years. Enactment of public Disclosure Law to ensure preparation of medium-term fiscal plan of ULBs/ Parastatal and release of quarterly performance information to all stakeholders. Enactment of Community participation Law to institutionalize citizen participation and introducing the concept of Area Sabha in urban areas.
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Assigning or associating elected ULBs with "city planning function" Over a period of seven years, transferring all special agencies that deliver civic services in urban areas to ULBs and creating accountability platforms for all urban civic service providers in transition.
12.5.2 Optional Reforms (State and ULB/ Para-statal level)
Revision of bye-laws to streamline the approval process for construction of buildings, development of sites etc Simplification of legal and procedural frameworks for conversion of agricultural land for non-agricultural purposes Introduction of property Title Certification System in ULBs Earmarking at least 20-25% of developed land in all housing projects (both public and private Agencies) for EWS/LIG category with a system of cross subsidization Introduction of computerized process of registration of land and property Revision of bye-laws to make rainwater harvesting mandatory in all buildings and adoption of water conservation measures Bye-laws for reused of recycled water Administrative reforms, i.e. reduction in establishment by bringing out voluntary retirement schemes, non-filling up of posts falling vacant due to retirement etc., and achieving specified milestones in this regard Structural reforms
Encouraging Public Private Partnership.
Note:
Any two optional reforms to be implemented together by State & ULBs/ Parastatals in each year
If the ULB do not undertake reforms in true spirit, it will be difficult to achieve the vision and goal set in the city development plan
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12.6 Issues/Goal/Objectives/Strategies
Sector: Urban Governance
ISSUES: The NP is incapable of implementing the powers and functions provided under 74th constitutional amendment.
SECTORAL GOAL: To make Gairatganj with a sustainable e-governance system for citizen services
SECTORAL OBJECTIVES: Up gradation of administrative toolkit and personnel skills To equip ULB with the latest technology and skill-sets and accurate base data of various sectors to ensure delivery of superior urban services Creating forum for citizen involvement Training modules for ULB staff to enable e-governance and active update of database Setting up a special cell within the ULB management focused on P-P-P
STRATEGIES: Preparation of a digital map of Gairatganj with different layers for various services and infrastructure. Training modules for ULB staff to enable e-governance and active update of database. Physical surveys like OD surveys for traffic, BPL population survey etc. for latest and most accurate findings. Adoption of accounting reforms. Setting up a special cell within the ULB management focussed on P-P-P Creating forum for citizen involvement as an extension of roles for the Steering Committee into the execution stage of CDP
12.6.1 Investment Plan and Financial strategies
URBAN GOVERNANCE S.No. WORKS REMARKS QTY UNIT COST(in Lacs) RATE 2015 2025 2035
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1 Procurement of computers, LS 10 10 5 printers, Xerox machines etc for preparation of a digital map of Gairatganj with different layers for various services and infrastructure
2 Training modules for ULB staff LS 15 and enabling of e-governance and active update of database 3 Physical surveys like OD surveys LS 20 for traffic, BPL population survey etc. for latest and most accurate findings
4 Creation of Geographic LS 20 30 Information System for the city
6 Setting up of a collaboration cell LS 15 for managing PPP Projects in Gairatganj TOTAL 80 40 5 TOTAL AMOUNT REQUIRED(Adjusted at current prices, including 5% 173.98 annual escalation)
12.7 Recommendations to improve urban governance in Gairatganj Municipality
12.7.1 Performance Management System
Background
Municipal governance is much broader than what municipal governments do. Cities are increasingly becoming multi-governmental and the effective management of cities requires multi-pronged partnerships and the involvement of many stakeholders. The key stakeholders in the urban context include: municipal elected officials and non-officials, Council and Committees, employees and their trade unions, parastatal, Government departments, ratepayers’ associations, resident welfare groups, Chamber of Commerce, business associations, NGOs, CBOs, neighborhood committees, self-help groups, professional organizations, the media and the like. Thus effectiveness of municipal governance depends on how the interactions between various stakeholders are managed to produce the desired goals of providing civic infrastructure and services to the citizens in a transparent and accountable manner.
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Performance Management System
Performance management is a strategic approach, which equips leaders, managers, workers and stakeholders at different levels with a set of tools and techniques to regularly plan, continuously monitor, periodically measure and review performance of organizations, territorial jurisdictions and functionaries in terms of indicators and targets for economy, efficiency, effectiveness and impact. The performance management system model is shown below:
The strategic objectives behind performance management are:
To create a performance culture and ethos across public service in terms of “shared” values, “outcome” orientation and “best” practices; To promote accountability of employees and organizations in using resources and ensuring that implementation objectives are met; To empower citizens to generate pressure for change and transformation; To guide capacity building development for better governance; To contribute to overall development agenda
The performance management system links development goals, policies, priorities, plans, programmes, projects, budgets, action plans and performance towards achieving the desired objectives. The system involves performance indicators, performance monitoring, performance measurement, performance-based evaluation, performance-based review and evidence-based policy-making.
Performance monitoring is a continuous process of collecting and analyzing data to compare how well a project, programme, or policy is being implemented with reference to expected
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results. It is an ongoing process to assess whether targets are met and broader development objectives are achieved.
Performance measurement refers to analysis and measurement of results in terms of performance indicators and targets.
1. Key Performance Indicators
Key Performance indicators are measurable factors of extreme importance to any organization in achieving its strategic goals, objectives, vision and values. These indicators are required to be designed carefully so as to be in a position to:
Indicate the progress made towards the goal Provide a common framework for gathering data for measurement and reporting Capture complex concepts in simple terms Enable review of goals, objectives and policies Focus the organization on strategic areas Provide feedback to organization and staff
Performance-based evaluation is an assessment, as systematic and objective as possible, of a planned, ongoing, or competed intervention. The aim of evaluation is to determine the relevance of objectives, economy (minimising cost of obtaining resources), efficiency (using resources efficiently), effectiveness (achieving the desired socio-economic impacts), and sustainability so as to incorporate lessons learnt into the decision-making process.
Performance-based review involves periodic review to identify broad trends and assess the likelihood of outcomes being achieved – whether the programmers or projects are “on track”. It aims at effecting correction mechanisms to ensure that programmes or projects do not deviate from the central goals and objectives for which they were created.
The performance management cycle involves policy-making, planning and budgeting leading to programme implementation followed by assessment and feedback and then going to the policy- making.
Performance Tracking by Govt. of Andhra Pradesh
The Government of Andhra Pradesh has been focusing on performance management as a key instrument for improving the delivery of services and infrastructure to the people. The performance management, monitoring and evaluation experiment undertaken by
Andhra Pradesh is based on a performance tracking system which envisages the participation of all stakeholders at all stages, starting from and ultimately feeding into the planning and performance budgeting processes. The entire process begins with the identification of the input- output-outcome linkages. The most important and challenging tasks are the selection of
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performance indicators, setting measurable targets and monitoring and evaluating performance by the use of composite criteria.
Table 12-3: List of performance indicators set by Govt. of Andhra Pradesh S.No. Outcome S.No. Performance Indicators Units Indicators(Goal) 1 1 Finalization of Accounts No. of account Effective Mobilization years of Financial Resources 2 Tax and Non Tax Collection Rs in Lakhs 3 Establishment Expenditure as Rs in Lakhs ratio of Revenue Receipts 2 1 Street lighting (Avg. no. of lights Nos. Providing Clean and glowing per day) Safe Environmental 2 Urban water supply (MLD water MLD Condition through supplied per day) effective service 3 Urban water supply (Leakages Nos. delivery arrested) 4 Solid Waste Disposal in MT MT 3 1 Roads upgraded Kms Providing adequate 2 New drains provided Kms Civic Infrastructure 4 Providing adequate 1 Trees Plantation Nos. greenery 5 Effective Water 1 Lakh Cu M Conservation 6 Accountability to the 1 Implementation of citizen's Nos. public charter(complaints redressed against received) 2 e-Seva centers constructed against % of target construction
7 Poverty Alleviation 1 Swarna Jayanti Shahri Rozgar Rs in Lakhs Yojana (SJSRY) 2 National Slum Development Rs in Lakhs Scheme(NSDP) 3 Integrated Low Cost Sanitation No. of units (ILCS)
Table 12-4: Grading and Score for Non-revenue earning departments Indicator % of target achieved Grade Score =/> 100% A 4 90-100% B 3 75-90% C 2 <75% D 1
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Table 12-5: Grading and Score for Revenue earning departments Indicator % of target achieved Grade Score
=/> 100% A 4
95-100% B 3
90-95% C 2
Performance Reviews
A thorough review of performance of all departments, public sector undertakings and institutions is held by the Chief Minister and Ministers every month, leading to tracking of progress and recommendations for performance improvement. Reports on action taken for performance improvement (ATPI) by the respective departments /functionaries are reviewed in such meetings. These open meetings act as pressure mechanisms to drive performance at various levels.
RECOMMENDATION 1 – PERFORMANCE ASSESSMENT FOR GAIRATGANJ NAGAR PARISHAD
A list of indicators has been worked out to assess the performance of Gairatganj Nagar Parishad. Below table shows the service level/Coverage and Financial indicator which needs to filled by the Municipality which can later be compared with the benchmarks. The ultimate point of this exercise, however, is not simply to assess the performance but to interpret this information in a way such that it informs policies and future programming of resources as well.
Table 12-6: Proposed service level/coverage and Financial Indicators Service Level and Coverage Indicators Desired(compiled from standards Gairatganj such as UDPFI, CPHEEO etc) NP Water Supply 1 Daily per capita supply 135 LPCD 2 Treatment Capacity 100% 3 Present supply as a % of total 100% demand 4 Distribution length as % of road 85% length 5 % of assessments covered by 100% house service connection 6 Slum population per Stand post 150% Sewerage and Sanitation 1 Sewerage network length as % of 80% road length 2 Storm Water netwok length as % 130% of road length 3 person per unit of public convenience 4 % of roads with pucca open drain 70%
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Solid waste Management 1 % of solid waste collected against 100% generated 2 No. of dustbins/HH 15% Roads 1 % of surface roads 100% 2 per capita road length 1.75m 3 O&M cost per Km Street lighting 1 Street light spacing 30m 2 O&M cost per light
Financial Indicators
Resource Mobilization - General 1 Share of own resources in revenue income 2 Growth rate of own sources 3 Per capita Income 4 Share of non-tax own income Resource Mobilization – Property Tax 1 Growth Rate Property Tax 2 Collection % against demand 3 Assessment as % of occupied residences Expenditure Management 1 Share of establishment expenditure 2 Operating Ratio 3 Per capita expenditure 4 Property tax assessment per collection staff Debt Management 1 Outstanding loan per capita and overdues 2 Overdue liability as % of total outstanding
RECOMMENDATION 2 – SETUP E-GOVERNANCE APPLICATION IN GAIRATGANJ NAGAR PARISHAD
Aim-Development of transparent public services using Information technology with ultimate aim of paper less governance
Objective
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1. Development of relevant software’s for various services provided by the Nagar Parishad.
2. Development of GIS based services for Gairatganj Nagar Parishad
Mapping of service coverage, road network, socio-economic survey, urban poor, social amenities etc
RECOMMENDATION 3 - ROLE OF PRIVATE SECTOR PARTICIPATION FOR PPP
Public-private partnerships (PPP) are potentially important means of involving private sector in the provision of civic infrastructure services. The partnership model ensures leveraging public sector strengths with those that of private sector. PPP refers to a spectrum of possible relationships between public and private sectors for a cooperative or joint provision of infrastructure services. Private sector may include private businesses/firms, non-government organizations (NGOs) and community based organizations (CBOs). Table below shows sharing of various aspects of service generation between public and private sectors
Table 12-7: Levels of partnership under different PPP options S.No Option Asset Operations Capital Commerci Duration . Ownership and Investment al Risk Maintenance 1 Service Public Private & Public Public 1-2 years Contract Public 2 Manageme Public Private Public Public 3-5 years nt Contract 3 Lease Public Private Public Shared 8-15 years 4 Concession Public Private Private Private 25-30 years 5 Build Private & Private Private Private 20-30 years Operate Public Own 6 Divesture Private or Private Private Private Indefinite(ma Private & y be limited Public by license) Source - World Bank
Private sector participation in civic service delivery could help to bring technical and managerial expertise, improving operating efficiency, large scale injection of capital, greater efficiency in using the capital, rationalization/ cost based tariffs for services, better responsiveness to consumer needs and satisfaction. Table shown above provides an account of how these strengths are built into various PPP models/options discussed above.
Gairatganj Nagar Parishad should also explore the possibilities of PPP in the provision of municipal services like metering of water supply, SWM, collection of bills etc. A separate PPP cell is recommended to be constituted at ULB level to manage all the PPP projects in the town.
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Chapter 13. Municipal Finance
Structure of Municipal Finances Financial Profile of Gairatganj Municipality Revenue Account Capital Account Summary of Revenue and capital amount Key Financial Indicator
13.1 Structure of Municipal Finances
Local governments have been assigned a range of functions related to the provision of the public services. They strive to meet the costs of constructing and maintaining urban facilities and services. Revenues must be raised to cover capital investments and recurrent-revenue expenditures, as well as employee’s salaries and debt services.
Figure 13-1 Basic Structure of Municipal Finance
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The raised revenues must be utilized to attain the needs of the public as well enhance the development of the city as a whole. This Section reviews the finances of Gairatganj Municipality. Review of finances includes the income and expenditure of the Municipality to ascertain the trends and the major sources and uses of funds. The finances are reviewed based on the annual account of the accounting period 2009-10 to 2011-12. It includes financial status of ULB, source of funding, availability of funds from different financial institutions, operating efficiency of the ULB etc.
13.2 Financial Profile of Gairatganj Municipality
The Income – Expenditure Accounts of the Gairatganj Municipality for the last three financial years i.e. year 2009-10, 2010-11 and 2011-12 were obtained and have been analysed for the assessment. The current accounting system is cash-based i.e. income & expenditure heads are maintained on cash receipt/ payment basis. This single entry system of accounting followed by the ULB, does not distinguish revenue heads and capital heads of income and expenditure. For the purpose of analysis, expenses on new projects are treated as Capital Expenditure and expenses towards maintenance are treated as Revenue Expenditure. Likewise, the cash received for capital expenses from various sources is classified as capital income as opposed to the income from various taxes levied by the ULB, counted as revenue income. The review of finances involves a time-series analysis of the income and expenditure of the municipality to ascertain the trends and the major sources and uses of funds. In addition to this, certain key financial indicators relating to property tax, water tax, per capita income, per capita expenditure and debt servicing; have been considered to assess the financial performance of the Gairatganj Municipality.
Table 13-1: Table showing Summary of Municipal Finances Gairatganj Financial Status At A Glance Items 2009-10 2010-11 2011-12 CAGR Actuals In Rs. Lakhs % Gairatganj Nagar Palika Revenue Account Income 68.8 126.1 128.5 36.6 Expenditure 33.9 80.8 178.7 129.5 Surplus/ Deficit 34.9 45.3 (50.2)
Receipts 27 90.3 103.7 95.8 Payments 1.1 23.8 98.8 832.1 Surplus/ Deficit 25.9 66.4 4.8 Overall Status Incl. O.B. 213.1 327.2 285.1
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13.3 Revenue Account
The revenue account comprises of the operating income and expenditure items of the Municipality. These are generally recurring items viz. income from taxes (octroi, property, commercial and other direct taxes), non-tax income (rents on municipal properties, charges, fees), grants, etc. and expenditure on establishment, repairs and maintenance, debt-servicing, etc. Gairatganj Municipality has not maintained a reasonably good revenue account during the last three years 2009-10 to 2011-12. Sources of Revenue Revenue Income 150.0 1% 18% 12%
100.0
Tax Revenue 50.0 Non Tax Revenue
- Assigned Rev 2009-10 2010-11 2011-12 69% Revenue Income Revenue Grants
Figure 13-2: Chart showing Revenue Income Figure 13-3: Chart showing composition of Trend for Gairatganj Municipality Revenue Income (in lacs)
13.3.1 Source of Fund – Revenue Income
Section 132 of Madhya Pradesh Municipal Corporations Act, 1956, mandates the Urban Local Bodies (ULB’s) to levy and collect following taxes: Property Tax; Water Tax (for connection taken from the water pipeline); General Sanitation Surcharge/Tax; General Lighting Tax; General Fire Tax; and Other Local Bodies Tax, approved by the State Government and notified in the Official Gazette.
The income sources of the municipal fund may be categorized as own sources (octroi, tax and non-tax sources) of the Municipality, general grant and contributions. Below table presents the summary of income under the different categories of source. The revenue income of Gairatganj Municipality has increased from Rs 68.8 Lakh in 2009-10 to Rs128.5 Lakh in 2011-12. Revenue income consists of the following major sources:
Own Sources-Tax
Municipality’s Own Sources-Tax comprises of income primarily sourced from consolidated property tax (general purpose tax, water tax, lighting tax and sanitation tax) and cess on education and city development. On an average, through the assessment period, Own Source- Tax income constitutes 1 % of the Gairatganj Municipality’s revenue income. The average CAGR under this category has increased at the rate of 241.8%
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Own Sources- Non Tax
This category comprises of income from municipal properties, fees on municipal services (building permission, etc.), user charges (water and sewerage tariffs) and income from special services (educational and medical). On an average, through the assessment period, Own Source- Non tax income constitutes 12 % of the total revenue income. The CAGR for income through non-tax (own sources) of the Gairatganj Municipality has grown at the rate of 56.7 % over the 3 assessment years.
Assigned Revenues
This category comprises of income from Government of Madhya Pradesh (GoMP)/State transfers of municipal income collected by the state line department. The income items include surcharge on stamp duty, octroi compensation, motor vehicle tax, and other transfers. Octroi was levied on the goods entering within the municipal limits for use, consumption or sale. But octroi has been removed now and whatsoever is received is in the form of arrears In order to compensate for the loss of the removal of octroi, the State government has made an assessment of octroi compensation to be sanctioned to the urban civic bodies on the basis of 2001 census and instituted a grant. Assigned revenue constitutes about 69 % of the Municipality’s total revenue income of which only octroi compensation is 80-85% and has declined at a CAGR of about 18.8% over the assessment period.
Revenue Grants and Contribution
This category comprises of SFC grants, special establishment grants and other special grants that the State Government may transfer from time-to- time to the Municipality. In case of Gairatganj a, Grant component accounts for an average of about 18 % of the total revenue income over the assessment period. Income under this head has declined at a CAGR of about 124.7% over the assessment period.
Table 13-2: Table showing Revenue Income from various sources for Gairatganj Municipality Revenue Income A Own Sources 2009-10 2010-11 2011-12 Tax Revenue 1 Property Tax - - 0.3 2 Integrated tax - - 0.1 3 Export Tax 0.2 1.34 1.75 4 Education cess - - 0.1 5 Other Taxes - - 0.8 Sub-Total (Tax Revenue) 0.2 1.3 2.3 Non Tax Revenue 1 Building and land rent - - 0.1 2 Water charges 1.6 1.8 1.8 3 License Fees 0.6 0.9 1.3 4 Development Charges - - - 5 Building Permissions 0.2 0.7 0.8
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6 Others 3.7 17.6 11 Sub Total (Non Tax) 6.1 21 15 Total Own sources (Tax+ Non-Tax) 6.3 22.4 17.3 B Assigned Revenue and Compensations 1 Octroi Compensation 55 78.6 75 2 Stamp Duty Fees - - 4.1 3 Passenger Tax ( By Road) - - - 4 Income under special acts 1.3 1 0.3 Sub Total (Assign Revenue) 56.2 79.6 79.4 C Revenue Grants, Contributions and Subsidies 1 Road maintenance 4.4 6.1 8.8 2 Public Security Pension and Vradhawastha Pension - - - 3 State Finance Commission 1.9 18.1 23 4 Mid-day Meal - - - 5 Other grants - - - Subtotal (Grants & contribution) 6.3 24.2 31.8 Sub total Revenue Income 68.8 126.1 128.5 D Extra ordinary (Advances, investment and deposits) 1 Deposit Works 4.4 7 8.2 2 Recoveries of Loan & Advances from staff - - - 3 Others - - - Sub Total Extra Ordinary 4.4 7 8.2 Total Revenue Income (A+B+C+D) 137.9 69 94.9
Revenue Income
90.0
80.0
70.0 60.0
50.0 Tax Revenue Non Tax Revenue 40.0 Assigned Rev 30.0 Revenue Grants 20.0
10.0
- 2009-10 2010-11 2011-12
Figure 13-4: Chart showing Revenue Income trend in Gairatganj Municipality (In Lacs)
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13.3.2 Revenue Expenditure
The revenue expenditure of Gairatganj Municipality have grown from 33.9 Lakhs in 2008-09 to 178.7 Lakhs in 2010-11. Revenue expenditure comprises broadly of three categories of expenditure – establishment, operation and maintenance and debt servicing.
Items of Expenditure Salaries/ Wages Revenue Expenditure & Allowances 200.0 0% 9% 0% Administrative Expenses 150.0 Operation & Maintenance 100.0 Programme 50.0 36% Expenses
39% Repayment of - Loans
2009-10 2010-11 2011-12 Other 16% Miscellaneous Revenue Expenditure expenditure
Figure 13-5: Chart showing composition of Figure 13-6: Chart showing trend in revenue Revenue Expenditure expenditure
1. Salaries/Wages and Administrative Expenses
This head comprises expenditure on pay and allowances of elected representatives, salary and other operational expenses related to general administration and revenue collection, pension and gratuity payouts and provident fund contributions. The annual expenditure under this head contributes accounts for about 55 % of the revenue expenditure which is very high in case of Gairatganj. 2. Operation and Maintenance:
This category comprises of the expenditures incurred in operations and maintenance for service delivery like water supply, solid waste management, street lights etc. It includes salaries if supervisory and field staff, operation and maintenance of fleet of vehicle, maintenance of equipments and machineries etc. It accounts for 36% of the total revenue expenditure in Gairatganj for the 3 assessment years which is also quite high.
3. Programme Expenses:
This category comprises of the expenditure incurred in running various govt. Programmes and schemes like midday meal, public security pension schemes etc. In case of Gairatganj for the assessment years the expenses under this category have accounted only 0 % of the total revenue expenditure which has grown at a CAGR of 16.5%.
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4. Other Services and Miscellaneous Expenditure Heads:
Expenditure on other services accounts for less than 9 % of the revenue expenditure.
5. Debt Servicing:
Gairatganj Municipality has taken very less amount as loan which accounts for only 0 % of total revenue expenses.
Table 13-3: Table showing Revenue Expenditure of Gairatganj Municipality Revenue Expenditure 2009-10 2010-11 2011-12 A Salaries/ Wages & Allowances 7.6 49.6 59.9 B Administrative Expenses 12.7 6.5 6.8 C Operation & Maintenance 11.8 16.9 91.8 D Programme Expenses - - - E Repayment of Loans 0.2 - - F Other Miscellaneous expenditure 1.7 7.8 20.2 Sub total Revenue Expenditure 33.9 80.8 178.7 G Extra ordinary (Advances, investment and deposits) 1 Deposit Works 1.1 4.6 5 2 Loans & Advances to Employees - - - 4 others - - - Subtotal Extra ordinary 1.1 4.6 5 Total Revenue Expenditure 35 85.4 183.7
100.0 Salaries/ Wages & Allowances 90.0 80.0 Administrative Expenses 70.0
60.0 Operation & Maintenance 50.0 40.0 Programme Expenses 30.0 20.0 Repayment of Loans 10.0 - Other Miscellaneous expenditure 2009-10 2010-11 2011-12
Figure 13-7 Chart showing trend in Revenue Expenditure in Gairatganj Municipality (Amount in Lacs)
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Summary - Revenue Amount 200.0 180.0 160.0 140.0 120.0 100.0 80.0 60.0 40.0 20.0 - 2009-10 2010-11 2011-12
Revenue Expenditure Revenue Income
Figure 13-8: Figure showing Revenue account: Income expenditure The above graph clearly indicates not so healthy status of Gairatganj Municipality’s Revenue account during the year 2009-10 to 201-121 owing to a stagnant condition in income in 2010- 11 and 2011-12 whereas revenue expenditure has had a considerable increase which resulted in a widening gap, thus representing a deficit economy.
13.4 Capital Account
13.4.1 Capital income
The sources of capital income comprise largely of grants under state/central government schemes, loans, and own sources including consumer contributions towards one-time connection charges for water and UGD connections and lease of municipal capital assets. The annual accounts statements of Gairatganj Municipality indicate that the 99% of the capital income comes from Govt. Grants and contributions and only 1% from repayments of loans, public contribution and other sources. The overall capital income has reduced during 2008-09 due to decrease in amount received under grants and contribution category.
Table 13-4: Table showing Capital Income for Gairatganj Municipality (Amt. In Lacs) Capital Income 2009-10 2010-11 2011-12 A Income from sale of asset 0.1 0.3 0.2 B Loans - - - C Grants & Contributions
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1 Special projects - 39.3 - 2 Basic Services 26.9 50.7 33.5 3 UIDSSMT - - - 4 IHSDP - - - 5 Flood relief /NRCP - - - 6 12th Finance Commission - - 14.3 7 Other Grants - - 55.7 Total Grants & Contributions 26.9 90 103.5 D Public Contribution - - - E Other Capital income - - - TOTAL CAPITAL INCOME(A+B+C+D+E) 27 90.3 103.7
Capital Income Sources of Capital Income
120.0 0% Sale of asset 100.0 80.0 Loans 60.0
40.0 Grants & 20.0 Contributions - 100% Public Contribution 2009-10 2010-11 2011-12 Other Capital income Capital Income
Figure 13-9: Chart showing Trend of Capital Figure 13-10: Figure showing Composition of Income for Gairatganj Municipality Capital Income in Gairatganj Municipality
13.4.2 Capital expenditure
Capital expenditure comprises all capital expenditure on creation of infrastructure systems and purchase of plant, equipment and machinery. Most of the capital expenditure incurred during the assessment period has been towards capital and project works. The overall capital expenses have increased for 2010-11 due to additional spending in capital work.
Table 13-5: Table showing Capital Expenditure for Gairatganj Municipality Capital Expenditure 2009-10 2010-11 2011-12 1 Capital work in progress 0.2 23.8 98.8 4 Swarna Jayanti Yojna - - - 5 MLA Fund / Parliament Fund and Town Municipal - - - Beautification (UIDSSMT) 6 B.R.G.F. / Ayodhya Basti - - -
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7 IDSMT - - - 9 Reserve funds - - -- 01 Purchase of fixed assets 0.9 - - 11 Public Contribution - - - Total Capital Expenditure 1.1 23.8 98.8
Capital Expenditure Capital Expenditure
120.0 100.0 Capital Work in 80.0 Progress 60.0 Purchase of fixed 40.0 assets
20.0 74% Other Capital - Expenditure 2009-10 2010-11 2011-12 Reserve Fund
Capital Expenditure
Figure 13-11: Chart showing Total Capital Figure 13-12: Chart showing Composition of Expenditure Capital Expenses
Summary - Capital Account
120.0
100.0
80.0
60.0
40.0
20.0
- 2009-10 2010-11 2011-12
Capital Expenditure Capital Income
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13.5 Summary of Revenue and Capital Accounts of Gairatganj Municipality
The scenario in revenue account has changed in 2011-12 as account from being a surplus one has gone deficit with considerable increase in the expenditure. As far as capital account is concerned the situation is more or less same but the gap between income and expenditure has reduced and almost getting equalized. Following graph clearly explains the municipal account of Gairatganj Municipality:
200.0 180.0 160.0 140.0 120.0 100.0 80.0 Revenue 60.0 40.0 Capital 20.0 - Income Expenditure Income Expenditure Income Expenditure
2009-10 2010-11 2011-12
Figure 13-13: Figure showing account summary for Gairatganj municipality 13.6 Key Financial Indicators
A set of key financial indicators have been derived using the financial data of Gairatganj Municipality for the assessment period. These indicators are used to assess the municipal performance with regards to resource mobilization, fund utilization, financial performance and collection efficiencies.
13.6.1 Resource mobilization indicators
These indicators summarize the performance of the Gairatganj Municipality with regards sources of funds. Based on the financial analysis for the 3 assessment years, on an average Gairatganj Municipality derives about 75 per cent of its revenue income from grants and assigned revenues, while own sources account for 25 per cent of the revenue income. This clearly indicates very high reliability of Gairatganj Municipality on grants for operations.
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Table 13-6: Table showing resource mobilization details for Gairatganj Municipality S. No INDICATOR Unit Value Min Max Average A Resource Mobilization 1 Per Capita Income Rupees 68.8 128.5 98.65 2 Source of Funds i Share of Taxes % 0.3 1.8 1.05 ii Share of Non-Taxes % 8.9 16.7 12.8 iii Share of Assigned Revenues % 61.8 81.7 71.75 iv Share of Grants & Contributions % 9.2 24.8 17
13.6.2 Fund application indicators
These indicators are a measure to ascertain the utilization from the municipal fund. About 50% of the revenue expenditure is incurred to meet salaries which and administrative expenses and about 37% is spent on operation and maintenance of services. Very little amount i.e. around 2% is spent towards debt expenses.
Table 13-7: Table showing fund application indicator details for Gairatganj Municipality S.No Indicator Unit Value B Expenditure Management Min Max Average 1 Per Capita Expenditure Rs 33.9 178.7 106.3 2 Functional Allocation i Share of Salaries & Wages % 22.5 39.1 30.8 ii Share of Administrative expenses % 3.8 16.4 10.1 ii Share of O & M Expenditure % 20.9 51.4 36.15 i iv Share of Programme expense % - - - v Share Repayment of loan % 0 0.1 0.05 vi Other misc expenditures % 5.1 11.3 8.2
13.6.3 Overall financial performance indicators
These indicators are a measure to assess the overall financial performance of the municipality with regards operational performance and effective growth in revenue income and expenditure. The average operating ratio during the assessment period was a healthy 1.0 and the capital utilization ratio was 0.9 indicating that the capital is underutilized. The overall summary of revenue and capital account for Gairatganj Municipality shows an average surplus of Rs 48 Lacs only which is a very small amount.
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Table 13-8: Table showing overall financial performance indicator for Gairatganj Municipality Performance 2009-10 2010-11 2011-12 Average Operating Ratio 0.49 0.64 1.39 0.84 Capital Utilisation Ratio 0.04 0.26 0.95 0.42 Overall status of incl. O.B. 213.1 327.2 285.1 275
13.6.4 Efficiency indicators
These indicators are essentially measured to assess municipal efficiency with regards revenue base coverage and realization. The collection performance for property tax in Gairatganj is around 65-70% for the assessment period which needs to be increased which in turn will be reflected in increased tax collection.
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Chapter 14. Financial Operating Plan
Financing Strategies for the CIP Investment Capacity/ Sustenance Financial Operating plan
The sustainable investment capacity of Gairatganj Nagar Parishad is assessed through a Financial Operating Plan (FOP), which gives a yearly forecast of finances for the short term i.e. year 2012-13 to year 2015-16. A salient feature of the FOP is that all outstanding dues, including debt and non-debt liabilities if any, have been taken into account.
The accounts data of Gairatganj Nagar Parishad between the years 2008-09 to 2010-11 are used as the basis for determining past trends in revenue and expenditure and arriving at appropriate growth assumptions for each of the income and expense items. After forecasting the revenue account, the capital investments proposed under the CIP are added to the forecast. The FOP is generated to assess the investment-sustaining capacity of Gairatganj Nagar Parishad.
The project funding structure comprises grants under the CMUIDS framework (accounting for 90 per cent of the funding); internal resources and loans accounting for the rest. The level of investment that Gairatganj Nagar Parishad can sustain is determined by studying the overall surpluses/ year-to-year opening balance and debt service coverage ratio. If the debt service coverage ratio - DSCR (amount of surplus available to pay interest and to repay principal that is due) falls below 1, then the investments are reduced gradually till the DSCR exceeds 1 in all the years in the forecast period.
The main items of income and expenditure, classified into the revenue account and the capital account, are projected in the FOP under the following categories.
Categories of FOP Projections
1. Revenue Account Receipts: a. Taxes, Non Tax Sources, Assigned Revenue and b. Grants, Contribution and Subsidies 2. Revenue Account Expenditure: c. Establishment d. Operation and Maintenance e. Debt Servicing- Existing and New Loans f. Phasing of non debt liabilities, and g. Additional O&M
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3. Capital Income and 4. Capital Expenditure
14.1 Financing Strategies for the CIP
In determining a long-term financial strategy, Gairatganj Nagar Parishad plans to raise resources and fund the CIP through:
Grants available under the CMUIDS Framework (as percent of investment proposed for funding by 2015 in Urban governance and infrastructure sectors - 80 percent Central Govt. Grants and 10 percent State Govt. Grants). In this CMUIDS grant is not considered for capital cost towards projects identified for Economic development and Urban Governance.
Available internal resources and improving upon the same through Revision of the Unit Area Value at certain levels, which would lead to revision in Annual letting Value (applicable for Gairatganj Nagar Parishad Revision of Water charges at specific intervals Introduction of Sewerage Charges in 2013-14, after implementing the Sewerage Project Maintenance of the collection performance of taxes and charges at certain minimum levels for current and for arrears Borrowings from market or financial institutions
14.1.1 Finance Projections
Current revenue sources are projected under built-in growth assumptions for income and expenditure items, to assess the impact of each such revenue enhancement measure being suggested. The projections also aim at estimating the surplus that will be available for servicing new debt. Part of the surplus, after meeting the additional O&M expenses on newly created assets and infrastructure, is translated into debt size and project size (grant component plus debt component) based on certain assumptions regarding interest rate, repayment method and loan-grant mix.
A spreadsheet FOP model has been customized to depict the financial position of Gairatganj Nagar Parishad; the investment sustaining capacity of Nagar Parishad is assessed based on the FOP assumptions. The model was used to calculate future surpluses under various scenarios involving combinations of internal revenue improvement, state support, financing terms, etc.
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14.1.2 Municipal Account – Growth Projections and Assumptions
The standard assumptions under which the projections are carried out and certain expenditure control and revenue augmentation measures proposed in line with the mandatory and optional reforms under the CMUIDS framework are presented below.
Table 14-1 Important assumptions made in the projections Head Assumptions
Guiding Factor for Assessing the Sustaining Capacity Surplus Positive surplus - year on year basis DSCR Greater than 1 Project Financing – for admissible Components under JNNURM Project Costing Unit Cost, with 5 % Cost escalation factor and 10% Physical contingency New/Additional O & M and from second year of investment 5% growth is considered for the additional O & M 5% of Capital cost Grant from GoI 80% of Proposed Projects Grant from GoMP 10% of Proposed Projects If Loan for Balance funding Repayment in 12 years, with 3 year principal moratorium @ 8 % interest rate Old Outstanding loans As per existing terms and conditions Revenue Expenditure Growth in Expenditure Actual average growth with a minimum 8% and maximum of 12% (based on last five years trend) Pay Commission Revision Pay Commission revision- additional 10% from 2013-14 every five years Assumption for assessment of Gairatganj Nagar Parishad ’s sustainability Income Items Growth in revenue income Actual average growth with a minimum 8% and maximum of 12% (based on last five years trend) Property Tax: Propose to introduce from FY 2008-09 Annual growth in Assessment 2.30% per annum Collection Performance 85% or current average whichever is higher by 2015 Assumption for assessment of PHED sustainability Income Items- Water Supply Annual growth in Water Connection 2.27% per annum Initial revision in water tariffs by 100% in FY 20011
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Head Assumptions
Next Revisions in water tariffs by 25% every four years Initial revision - new Connection fee by 100% in FY 20011 Future revision - new Connection fee by 10% every four years Collection Performance 85% by 2015 Income Items- Sewerage Sewerage Charge 50% of water charges Initial revision - new Connection fee Rs. 1000 per connections Future revision - new Connection fee by 25% every four years Collection Performance 85% by 2015
14.2 Investment Capacity/ Sustenance
Given the existing financial position of Gairatganj Nagar Parishad, the revenue and capital accounts are projected against the growth scenario and assumptions presented above. The FOP is generated from the sustainable investment point of view in line with current growth trends against the identified investment for Nagar Parishad of Rs. 41.22crores at constant prices till 2015. The results of the FOP are presented in Annexure 8 and the same is summarised below.
14.2.1 Impact of Reforms on Investment Capacity of Gairatganj Nagar Parishad
Following are the four cases considered and sustainability was checked.
Investment Capacity (Rs. Crores)
Base Investment Capacity CMUIDS Grants and Reforms, 26.01 PT Improvements & Sector reforms CMUIDS Grants and Reforms
PT Improvements & Sector reforms 5.85 Base Investment Capacity, 2.18
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Case 1: Base Investment Capacity
Base Investment Capacity is estimated considering business as usual case, where Gairatganj Nagar Parishad has not taken any grant under CMUIDS scheme and has not done any reforms to increase their revenue income. At this scenario BNPP will sustain 5.29 % of the total investment identified for year 2015, which is about Rs. 2.18crores at constant price.
Case 2: With reforms in Property Tax, Water Charges and Sewerage charges
This case assumes the reforms in property tax, Water and Sewerage have been implemented and accordingly the investment capacity increases to Rs. 3.67crores of total investment required. These reforms will sustain 8.90 % of the total sustainable capacity.
Case 3: Reforms and CMUIDS grants along with debt Funding
This case assumes that all the reforms suggested above are being implemented and CMUIDS grants and debt funding are also availed. In this scenario Nagar Parishad’s sustainable capacity will increase to 57.81 %. Now Nagar Parishad will be able to sustain investment of about Rs. 23.83crores at constant price.
14.2.2 Fund Requirement
For the identified investment for Nagar Parishad of Rs. 41.22 crores and Rs. 8.91crores is sustainable at current price.
Table 14-2 CIP Funding Pattern S. No Mode of Funding Source Amount (Rs. % of Total Crore) Investment
Gairatganj Nagar Parishad Total Identified Investment till 2015 (constant) 41.22 Sustainable Investment (constant) 8.24 Sustainable Investment (current) 8.91 1 Grants CMUIDS 8.57 96 2 Loans Open Market/ FIs 0.10 1 3 Own sources Nagar Parishad 0.28 3
From the above analysis, it is very clear that ULB alone even with the grant support under CMUIDS scheme and reforms will not be able to implement 100% of the projects identified under the City Investment Plan (CIP). But they can substantially increase their sustainable capacity with these reforms. So, it is recommended that ULB along the support from UADD, GoMP should try to develop few projects at PPP model and additional grant support from GoMP.
It is also recommended that on the same lines of the National Urban Information System (NUIS) programme for strengthening of information system at Municipal Corporation level, GoMP
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should also provide support to all the local bodies in Madhya Pradesh, which are not covered in the mentioned programme.
Table 14-3 Sector wise Investment S.NO SECTORS AMOUNT(in Lacs) Percentage 1 Water supply 2915.82 19.28 2 Sewerage 2790.77 18.45 3 Storm water 1108.43 7.33 4 Solid waste management 109.43 0.72 5 Roads 3549.29 23.47 6 Traffic management, streetlights and 261.94 1.73 transport Nagar 7 Streetlights and firefighting 364.17 2.41 8 Heritage and tourism 592.40 3.92 9 Basic services for urban poor’s 1461.84 9.67 10 Environment 419.44 2.77 11 Municipal governance 173.98 1.15 12 Social infrastructure 586.04 3.88 13 Power 14 Urban renewal 789.41 5.22 TOTAL 15122.94 100.00
WATER SUPPLY SECTOR WISE INVESTMENT SEWERAGE 0% 1% STORM WATER 3% 5% 4% SOLID WASTE MANAGEMENT 19% ROADS
10% TRAFFIC MANAGEMENT, STREETLIGHTS AND 0% TRANSPORT NAGAR 4% STREETLIGHTS AND FIREFIGHTING 2% 18% HERITAGE AND TOURISM 2% ECONOMY
BASIC SERVICES FOR URBAN POORS 24% 7% ENVIRONMENT 1%
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Table 14-4 Phase wise Investment
Investment Investment Investment Total S. No. Sector of Investment by 2015 by 2025 by 2035 Investment (In Crore) (In Crore) (In Crore) (In Crore)
1 Water Supply 7.75 18.46 2.95 29.16
2 Sewerage 7.43 18.08 2.40 27.91
3 Storm Water Drainage 1.61 5.10 4.37 11.08
4 Solid Waste Management 0.76 0.34 0.00 1.09 5 Road 6.91 18.97 9.61 35.49
6 Traffic & Transportation 1.10 1.52 0.00 2.62 Street Lighting and fire- 7 1.45 2.19 0.00 3.64
fighting 8 Heritage and Tourism 4.59 10.03 0.00 14.62 Basic Services for Urban 9 1.16 3.03 0.00 4.19
Poor
10 Environment 0.93 0.67 0.14 1.74
11 Urban Governance 2.55 3.37 0.00 5.92 Social Infrastructure & 12 2.32 3.54 0.00 5.86
Other Projects
13 Urban Renewal 2.67 5.23 0.00 7.89 TOTAL 41.22 90.53 19.48 151.23
Table 14-5 Responsible Agencies S. No. Sector of Investment Total Responsible Investment agency/deptt. (In Crore)
1 Water Supply 29.16 PHE/GNP
2 Sewerage 27.91 PHE/GNP
3 Storm Water Drainage 11.08 PHE/GNP
4 Solid Waste Management 1.09 GNP/PPP 5 Road 35.49 PWD/GNP
6 Traffic & Transportation 2.62 MPRTC/GNP
7 Street Lighting and fire-fighting 3.64 GNP 8 Heritage and Tourism 14.62 ASI/MPT
9 Basic Services for Urban Poor 4.19 GNP/PPP
10 Environment 1.74 GNP
11 Urban Governance 5.92 GNP
12 Social Infrastructure & Other Projects 5.86 GNP/PPP
13 Urban Renewal 7.89 GNP/PPP Total 151.23
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14.3 Financial Operating plan
Based on all the assumption discussed on assumptions for projections and the implementation of the strategies to improve sustainability of Gairatganj Nagar Parishad, the FOP has been prepared. However, the summary of final revenue model is presented in exhibit below.
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Table 14-6 Final Revenue Modal for Gairatganj
Financial Year ------> 2012-13 2013-14 2014-15 2015-16 Figures in Rs. Lakhs Estimate Projection Gairatganj Nagar Parishad SUMMARY i Opening balance 285.08 328.63 412.24 501.02 ii Revenue Receipts 125.82 142.81 149.78 219.20 iii Revenue Expenditure 127.08 136.19 146.03 163.60 iv Municipal receipts 201.59 380.97 404.03 492.31 v Municipal expenditure 158.03 297.36 315.26 341.29 New Debt Servicing Exp. - - - - New O&M Exp. 44.17 48.59 53.45 58.79
vi Revenue Surplus/ Deficit for the year (1.26) 6.62 3.75 55.60 vii Municipal Surplus/ Deficit for the year 43.56 83.61 88.77 151.02 viii Closing balance 328.63 412.24 501.02 652.04 ix Performance Indicators A DSCR - - - - B DSR 0.0% 0.0% 0.0% 0.0%
C PT Collection Performance 0.5% 0.5% 34.3% 51.2%
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