CITY DEVELOPMENT PLAN – Morena Morena Municipal Council, District: Morena State: Madhya Pradesh

PREPARED BY DARASHAW & COMPANY PRIVATE LIMITED 6th floor, Express Building, Churchgate (W), Mumbai 400 020

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SUBMITTED TO URBAN ADMINISTRATION AND DEVELOPMENT DEPARTMENT

Government of Madhya Pradesh

PROJECT CO‐ORDINATION CITY MANAGER’S ASSOCIATION

MADHYA PRADESH

Conceptualization Assessment Strategy

City Development Plan, Morena

Table of Contents

EXECUTIVE SUMMARY

1 Project Background ...... 1 1.1 City Development Plan ...... 1 1.2 Approach and Methodology...... 2 1.3 Documentation of Stakeholder meetings and meeting with officials Approach and Methodology ...... 9

2 Town Profile ...... 14 2.1 Historic Importance of Morena ...... 14 2.2 District of Morena Information...... 14 2.3 Regional setting and network linkages...... 15 2.4 Physiographic and Landform ...... 17 2.5 Municipal Area and Planning Area ...... 17

3 Demographic Profile of Morena...... 18 3.1 Population Growth Trend ...... 18 3.2 Population Projection ...... 18 3.3 Population Density...... 20 3.4 Issues ...... 21

4 Socio-Economic Profile of Morena...... 22 4.1 Sex Ratio ...... 22 4.2 Literacy Rate ...... 22 4.3 Average Household Size ...... 23 4.4 Social Indices ...... 23 4.5 Work Force Participation...... 23 4.6 Industrial Activities...... 25 4.7 Trade and Commerce...... 25 4.8 Tourism ...... 25 4.9 Issues ...... 26

5 Physical Planning and Growth Management ...... 27 5.1 Spatial Growth Trends...... 27 5.2 Spatial Distribution of Population ...... 27 5.3 Municipal Level Map...... 28 5.4 Morena Ward Delineation Map. Error! Bookmark not defined. 5.5 Land Use Analysis ...... 29 5.6 Master Plan Provisions ...... 30 5.7 Present and Future Housing Scenario ...... 32 5.8 Illegal Colonies ...... 36 5.9 Future Growth and Possibilities...... 36 5.10 City Specific Strategies and Action Plans...... 37

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6 Physical Infrastructure ...... 38 6.1 Water Supply...... 38 6.2 Sewerage and Sanitation...... 44 6.2.8 Issues ...... 46 6.2.9 Sanitation Projects ...... 47 6.3 Storm Water Drainage ...... 48 6.4 Solid Waste Management ...... 51 6.5 Traffic and Transportation ...... 58 6.6 Street Lighting and Fire Fighting...... 63

7 Socio-economic Infrastructure ...... 69 7.1 Education...... 69 7.2 Health ...... 70 7.3 Recreational Facilities ...... 71 7.4 Other Amenities ...... 72 7.5 Comparative Analysis with UDPFI ...... 72 7.6 SWOT Analysis - Social Infrastructure ...... 73 7.7 Issues ...... 74 7.8 City Specific Strategies and Action Plans...... 74

8 Slums and Urban Poverty...... 76 8.1 Poverty in Morena Town ...... 76 8.2 Information on BPL and Slum Population ...... 76 8.3 Slums in Morena ...... 77 8.4 Land Ownership and Tenure Status...... 77 8.5 Unidentified Slums and homeless population ...... 78 8.6 Urban Basic Services in Slums...... 78 8.7 Social Security Schemes and Beneficiaries ...... 78 8.8 Present and Future Housing Demand...... 78 8.9 SWOT analysis...... 79

9 Housing ...... 81 9.1 Household size and Occupancy rate ...... 81 9.2 Housing Status Assessment ...... 81 9.3 Future Requirements ...... 84

10 Environmental Status ...... 85 10.1 Flora and Fauna ...... 85 10.2 Pollution Level (Air, Water, Soil) ...... 85 10.3 City Green Spaces ...... 86 10.4 Water Front Development and Conservation...... 86 10.5 Urban Environment...... 86 10.6 Existing Environmental Regulations...... 87 10.7 SWOT Analysis...... 88 10.8 Issues ...... 88 10.9 City Specific Strategies and Action Plans...... 88

11 Heritage and Conservation ...... 89

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11.1 Heritage Structures ...... 89 11.2 Existing Stratus of Heritage Structure ...... 89 11.3 Existing Heritage Regulations...... 89 11.4 Heritage Issues...... 89 11.5 Tourism Potential of Morena...... 89 11.6 Possibility of Tourism Circuits at Regional Level ...... 90 11.7 Comparative Analysis with UDPFI Guidelines ...... 90 11.8 SWOT analysis...... 91 11.9 Issues ...... 91 11.10 City Specific Strategies and Action Plan ...... 91

12 Institutional Framework ...... 92 12.1 Morena Municipal Council Structure...... 92 12.2 Town and Country Planning Department ...... 95 12.3 Development Authority ...... 95 12.4 Public Health Engineering Department...... 95 12.5 Madhya Pradesh Housing Board...... 96 12.6 Madhya Pradesh Pollution Control Board ...... 96 12.7 Issues ...... 97 12.8 City Specific Strategies and Action Plans...... 97

13 Investment Plan and Financial Strategies...... 99 13.1 Revenue Account ...... 99 13.2 Revenue Income ...... 101 13.3 Revenue Expenditure ...... 105 13.4 Capital Income...... 107 13.5 Capital Expenditure ...... 109 13.6 Key Financial Indicators ...... 109 13.7 Key Issues and Conclusion...... 110 13.8 City Specific Strategies and Action Plans...... 110

14 Investment Prioritization Plan ...... 117 14.1 Project Identification...... 117 14.2 Basis for Project Identification...... 117 14.3 Projects for System and Infrastructure Augmentation ...... 118 14.4 Projects for System and Infrastructure Refurbishment ...... 119 14.5 Other Development Projects ...... 120 14.6 Sector-wise Project Identification and Costing ...... 121 14.7 City Investment Plan ...... 129 14.8 Financial Operating Plan ...... 130 14.8.1 Financial Sustainability...... 130 14.8.2 Outcome of Financial Operating Plan ...... 132 14.9 Revenue Account ...... 140 14.10 Key Assumptions...... 142 14.11 Non-tax Sources ...... 143 14.12 Revenue Expenditure ...... 143 14.13 Capital Income...... 145 14.14 Alternative funding options for the identified projects .....145

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15 Urban Reforms...... 152 15.1 Status of Mandatory Reforms ...... 152 15.2 Status of Optional Reforms ...... 154 15.3 Issues ...... 155 15.4 City Specific Strategies and Action Plans...... 155

16 City Vision...... 168

16.1 Summary of Sectoral Strategies ...... 168 16.2 Morena City Vision...... 170

SPECIAL PAPER-MORENA TRUCK TERMINAL

List of Tables Table 1-1: Vision statements expressed by stakeholders during consultation...... 11 Table 2-1: Morena district information and profile ...... 15 Table 1-1: Planning Area for Morena Development Plan ...... 17 Table 3-1: Population growth of Morena town...... 18 Table 3-2: Population projection (Master Plan)...... 18 Table 3-3: Population projection – by consultants ...... 19 Table 3-4: Ward wise population density – 2001 ...... 20 Table 4-1: Gender ratio and its comparison...... 22 Table 4-2: : Literacy levels and its comparison ...... 22 Table 4-3 : Household Size and Occupancy rate...... 23 Table 4-4: : Social Composition...... 23 Table 4-5: Occupational Pattern and its comparison – 2001...... 24 Table 4-6: Classification of Workers – 2001...... 24 Table 4-7: Major Industrial Units in Morena...... 25 Table 4-8: Tourist spots around Morena...... 26 Table 5-1: Residential density per ha as per income ...... 27 Table 5-2: Current Land use pattern ...... 29 Table 5-3: Proposed Land Use & additional land required for 2021 31 Table 5-4 : Household Size and Occupancy rate...... 32 Table 5-5: Future Housing requirements in Morena Municipal area and in Urban agglomerations ...... 35

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Table 6-1: Water Supply system in Morena ...... 39 Table 6-2: Performance Indicators ...... 40 Table 6-3: Demand assessment for Water Supply sector...... 40 Table 6-4: Goals & Service Outcomes for Different Horizon Years ... 42 Table 6-5: Demand assessment for Sewerage sector ...... 45 Table 6-6: Goals & Service Outcomes for Different Horizon Years ... 47 Table 6-7: Length of drains in Morena ...... 48 Table 6-8: Performance Indicators Regarding Storm water Drainage49 Table 6-9: Goals & Service Outcomes for Different Horizon Years ... 50 Table 6-10: Vehicles deployed for secondary waste collection & disposal ...... 52 Table 6-11 Performance Indicators ...... 52 Table 6-12 Requirement of solid waste containers ...... 53 Table 6-13 Requirement of pushcarts ...... 54 Table 6-14: Goals & Service Outcomes for Different Horizon Years . 56 Table 6-15: number of vehicles in Morena district ...... 58 Table 6-16: number of vehicles in Morena municipal council ...... 59 Table 6-17: number of vehicles in Morena municipal council ...... 59 Table 6-18: Existing road details ...... 60 Table 6-19: Demand assessment for Traffic and Transportation sector ...... 61 Table 6-20: comparative guidelines with UDPFI ...... 61 Table 6-21: Goals & Service Outcomes for Different Horizon Years . 62 Table 6-22 : Connected load details ...... 63 Table 6-23 : Demand assessment for Street lighting sector ...... 64 Table 6-24: Performance Indicators regarding Street Lighting...... 64 Table 6-25: Investment analysis and payback (150 W HPSV lamps) 65 Table 6-26: Investment analysis and payback (250 W HPSV lamps) 66 Table 7-1: List of Higher Secondary Schools in Morena ...... 69 Table 7-2: : Literacy levels and its comparison ...... 69 Table 7-3 : List of Higher Secondary Schools in Morena ...... 70 Table 7-4 : List of Hospitals in Morena...... 70

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Table 7-5: Demand assessment for Health facilities...... 72 Table 7-6: Demand assessment for Recreational facilities...... 73 Table 7-7: Demand assessment for Recreational facilities...... 73 Table 8-1 : Slum and BPL Details in Morena ...... 77 Table 8-2: Future Housing requirements in Morena Municipal area and in Urban agglomerations ...... 78 Table 9-1: Household Size and Occupancy rate...... 81 Table 9-2 : Future Housing requirements in Morena Municipal area and in Urban agglomerations ...... 84 Table 10-1: Urban Environment Quality Check...... 87 Table 11-1: Tourist spots around Morena...... 90 Table 13-1 : Municipal Finances of Morena (in Rs. Lakhs)...... 99 Table 13-2: Municipal Revenue of Morena (Rs. Lakhs) ...... 105 Table 13-3: Department wise salary expenses of Morena (In Rs.)..106 Table 13-4: Cost Recovery for water supply services (In Rs.)...... 109 Table 14-1:: Estimated Project Cost of various works under Water Supply ...... 121 Table 14-2: Goals and Service outcomes related to Water Supply sector ...... 121 Table 14-3: Project implementation schedule for water supply ...... 122 Table 14-4: Estimated Project Cost of various works under sanitation services ...... 122 Table 14-5: Goals and Service outcomes related to Sewer and sanitation services...... 123 Table 14-6: Project implementation schedule for Sewer and sanitation services ...... 123 Table 14-7: Estimated Project Cost of various works under municipal solid waste management ...... 123 Table 14-8: Goals and Service outcomes related to Municipal solid waste management ...... 124 Table 14-9: Project implementation schedule for municipal solid waste management ...... 124

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Table 14-10: Estimated Project Cost of various works under Roads, Traffic and Transportation Works ...... 125 Table 14-11: Goals and Service outcomes related to Roads, Traffic and Transportation Works...... 125 Table 14-12: Project implementation schedule for Roads, Traffic and Transportation ...... 126 Table 14-13: Estimated Project Cost for street lighting ...... 126 Table 14-14: Project implementation schedule for street lighting...127 Table 14-15: Estimated Project Cost for socio-economic infrastructure ...... 127 Table 14-16: Project Implementation Schedule for socio-economic infrastructure...... 128 Table 14-17: Estimated Project Cost for socio-economic infrastructure ...... 128 Table 14-18: Project Implementation Schedule for socio-economic infrastructure...... 128 Table 14-19: Estimated Project Cost for Slum development in Morena ...... 129 Table 14-20: Key Reforms ...... 130 Table 14-21:: Financial Operating Plan for Base Case Scenario (Rs.Lakhs)...... 132 Table 14-22 : Sector Wise Investment for the next 30 years (Rs. in Lakhs) ...... 134 Table 14-23:: Sector Wise Investment for the next 5 years (Rs.in Lakhs) ...... 135 Table 14-24 : Sector Wise Investment for the next 5 years (Rs.in Lakhs) ...... 136 Table 14-25: Financial Operating Plan after taking up all the projects ...... 137 Table 14-26 : Estimation of Project Contributions from ULB...... 139 Table 14-27 : Funding for the new projects ...... 139

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Table 14-28 : Key assumptions for forecasting income from Property Taxes ...... 140 Table 14-29 : Key assumptions for forecasting income from income from Water Charges ...... 141 Table 14-30 : Key assumptions for forecasting income from from Sewerage Charges...... 142 Table 14-31 : Assumption for Income...... 143 Table 14-32 : Assumption for Revenue Expenditure ...... 144 Table 14-33 : Key assumptions for forecasting O & M - existing & proposed assets ...... 144 Table 14-34 : O&M Expenditure for the years 2011-12 to 2015-16 144 Table 14-35 : Financing Pattern for Proposed projects ...... 145 Table 14-36 : Operational Efficiencies after appointment of Private Sector ...... 148 Table 14-37 : PPP Projects implemented under JNNURM ...... 149 Table 15-1: Reform Status and Action Plan ...... 153 Table 15-1: Optional Reforms ...... 154 Table 15-B: Suggested Property taxes Reforms ...... 157 Table 15-C:Suggested Accounting Reforms ...... 159 Table 15-D:Areas of Privatization...... 162 Table 15-E: Reforms in Urban Governance:...... 165 List of Figures Figure 2-1: Regional setting and Network Linkages - Morena ...... 16 Figure 5-1: Land use plan for development area ...... 28 Figure 5-2: Land use pattern for Morena...... 29 Figure 5-3: Land use pattern for Morena...... 30 Figure 5-4: Proposed Land use pattern for Morena ...... 31 Figure 5-5 : Census Housing classification...... 33 Figure 5-6 : Occupied census housing stock and its usage...... 33 Figure 5-7 : Ownership pattern ...... 34 Figure 5-8 : Housing quality...... 34 igure 5-9 : Households and Housing size (No. of rooms) ...... 35

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Figure 8-1 : Urban Poor...... 76 Figure 9-1 : Census Housing classification...... 81 Figure 9-2 : Occupied census housing stock and its usage...... 82 Figure 9-3 : Housing Classification ...... 82 Figure 9-4 : Ownership pattern ...... 83 Figure 9-5 : Housing Quality ...... 83 Figure 9-6 : Households and Housing size (No. of rooms)...... 84 Figure 12-1 Organization chart for Morena Municipal Council ...... 93 Figure 13-1: Break-up of Municipal Taxes and fees for the last five years...... 101 Figure 13-2 : Arrear and Current Property Tax Collection ...... 102 Figure 13-3: Break-up of Income from water connections ...... 104 Figure 13-4: Average break-up of municipal revenue for last five years...... 105 Figure 13-5: Average break-up of expenditure...... 106 Figure 13-6 : Grants and Transfers for 2008-09...... 108 Figure 14-1 : Sector wise investment for Morena City developmen 135 Figure 14-2 : Sector wise investment for Morena City development for the next five years ...... 136 Figure 15-A: A possible approach for the Property tax reform ...... 158 Figure 15-B: Benefits of consumer grievances redressal system ....161 Figure 15-C: Possible approach of the Reforms for the User charge164 Figure 16-1 Development Vision Model for Morena Municipal Area .170

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EXECUTIVE SUMMARY

1 Background

Urban Administration and Development Department, GoMP has initiated City Development plans for various cities in Madhya Pradesh. Amongst those cities Morena has been identified as the one of project cities for City Development Plan.

The goals of a CDP include a collective city vision and action plan aimed at improving urban governance and management, increasing investment to expand employment and services, and systematic and sustained reductions in urban poverty. It is expected that the CDP will result in strategic platform which facilitates development, decision-making, investment programming, the engagement of out side partners and the efficient allocation of resources and, in city ownership of their own economic and social development process.

2 City Profile

Morena is a city and a municipality in Morena district in the state of Madhya Pradesh. It is also known as Muraina and is the administrative headquarters of Morena District and of Chambal Division. Morena is 39 km away from Gwalior.

The Morena City was formerly known as “Bada Gaon”. The surrounding region is occupied by Sheopur and Tonwarghar princely states. The lower Chambal River basin consists of an alluvial tract in the north, cut by numerous ravines, and a forested area toward the south.

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3 Land Use and growth management

Morena Municipal Council has an area City at a glance of 12 sq. km, whereas the total Morena Parameters development area is 115.39 sq. km. MC Population 2001 150959 The developed land in Morena is Household Size 6.6 11.54% (1322 ha) undeveloped land Municipal area 12 (agricultural area, water bodies and in Sq. Km unusable land) is approximately Literacy rate 77.5% 1.59% (192 ha) and land for Male Literacy rate 65.5% agricultural use is 86.87% (10025 ha) Female literacy rate 59% of the total land in Morena Number of slums 26 development area. % of Slum population 81% The Study of current landuse is the Total WFPR 24.0% major aspect in order to assess the No. of Wards 39 future stance of the city and to Major River Chambal prepare the development plan. Under the section 15(4) of Madhya Pradesh Town and Country Planning Act, 1973 following is the current landuse has been adopted.

Out of total 11539 hectares, 3010 hectares is proposed to be developed under various usage namely residential (50.0%), commercial (8.3%), industrial (5.0%), public and semi public (4.0%), public use (3.0%), recreation (10.0%), and transportation & communication (19.7%).

4 Demography

As of 2001 India census, Morena had a population of 150959, having male population of 82305 and female population of 68654. There are total of 39 wards in Morena municipal area and the total municipal area is 12 sq. km.

From the beginning of 20th Century, the population of Morena has increased by almost 75 times. From a small village having a population of 2099 (1901), Morena has transformed into an industrial city having a population of 150959 (2001). The population growth rate has been the highest in 1921 (77.81%), 1941 (73.02%) and 1991 (110.54%). This phenomenal growth rate being higher when compared to the nearby districts has been instrumental in the development of Morena as an economic hub.

Since Population projections done by any other source other than master plan is not available for Morena Municipal area, the population projections done by the consultants is cross verified with Voter’ s list for determining the method to be adopted for population projection. Considering the current population of 2010 as arrived by no of total voters in Morena, it is analogous

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with the Geometric increase method in the projections done by the consultant.

Table 1: Population projection by various methods for Morena

Arithmetic Geometric Incremental Least Graphical Year Increase Increase Increase Squares Method 1991 147095 147095 147095 147095 147095 2001 150959 150959 150959 150959 150959 2010 178549 192710 174929 188988 165465 2015 193877 220708 186765 206360 180010 2020 209204 252773 197542 223732 195400 2025 224532 289498 207260 241104 209585 2030 239860 331557 215920 258476 230500 2035 255188 379728 223522 275848 248000 2040 270515 434897 230066 293220 268750 Source : Analysis by consultants

5 Economic Profile

The primary economic activities in the town are mainly agriculture and trade / commerce. Morena being an important centre for agricultural produce has enabled the emergence of agri-industry related activities. Apart from the people who are into administration, majority of people are involved in agricultural produce, business, commerce and small scale industries

Wholesale business of agricultural produce is one of the most important activities of Morena town. Surrounding towns and villages depend on Morena APMC market for trading of their agricultural produce. Sarson, wheat, bajra, turaiya, masoor, chana, tuar daal etc are major agricultural produces of Morena.

The total land available for industrial usage is 59 Ha which is 4.5% of the total developed area..

The work force participation rate in Morena is 24 percent which is lower than the Morena district urban and MP state urban WFPR.

6 Physical Infrastructure: Water Supply

The water supply of Morena town is supplied to the major part of the town through 65 borewells. There are around 516 hand pumps in the Morena council area to cater to uncovered areas. There are 8 elevated service reservoirs (ESR) in Morena which supply water to different areas. Apart from the ESRs there is direct supply of water from 56 borewells through pumps. There are 9,884 household service connections and 102 commercial connections in Morena. Water is being supplied twice a day for one hour

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each. The total water provided to the town is 114 lakh liters per day (11.4 MLD) resulting in per capita supply of 76 lpcd.

7 Physical Infrastructure : Sewerage

Morena town has no comprehensive underground sewerage scheme as of today. Dirty water flows from septic tanks in households to the gutters thereby polluting the underground water. Some parts of the city have the closed drainage system (kaccha form). No connection charges are levied by the council from the users as on today.

8 Physical Infrastructure: Storm Water Drainage

Road length covered with pucca storm water drainage is about 6 kms. The length of the kutcha drains 7.5 kms, for water drainage, there are few small open nallahs in Morena town which are not properly maintained.

9 Physical Infrastructure: Solid Waste Management

Morena Town generates around 40 ton of Garbage per day at the rate of 210 grams per capita per day. There is no door to door collection and waste segregation practices.

10 Physical Infrastructure requirements

The following table gives the population and future demand assessment for different infrastructural facilities. Demand Supply Gap – Future Assessment

Particulars 2010-11 2015-16 2025-26 2035-36 2040-41 Morena projected population 192710 220708 289498 379728 434897 WATER SUPPLY DEMAND Water Supply MLD 2010-11 2015-16 2025-26 2035-36 2040-41 Morena water demand @ 70 lpcd for towns less than 50,000 population (15% loss considered) 29.92 34.26 44.94 58.95 67.52 Existing and proposed Supply(MLD) 11.4 11.4 11.4 11.4 11.4 Gap 18.5 22.9 33.5 47.6 56.1 SEWERAGE DEMAND Sewage generation 2010-11 2015-16 2025-26 2035-36 2040-41 Morena sewage generation 23.9 27.4 36 47.2 54 Morena proposed Sewage Collection 0 0 0 0 0 Gap 23.9 27.4 36 47.2 54

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SOLID WASTE MANAGEMENT Solid waste generation 2010-11 2015-16 2025-26 2035-36 2040-41 Per capita waste in grams per day 156 169 186 205 227 Morena waste generation in MT 30 37.2 53.9 78 98.6 Growth rate assumed 2.00%

ROAD NETWORK DEMAND Road network in Kms 2010-11 2015-16 2025-26 2035-36 2040-41 Existing road network in Kms 78 78 78 78 78 Road length demand 78 165.5 289.5 379.7 434.9 Gap 0 87.5 211.5 301.7 356.9

11 Traffic and Transportation

Morena is well connected by rail and road network with the major Indian cities. It is located on the important North-South corridor of the road network. Air services are not available in the town and the nearest airport is situated at a distance of 40km in Gwalior.

The total road length in Morena municipal area is approximately 78 km as per the data given by the officials. The bus stand is located on NH-3 over an area of around 1 Ha. It is approximately at a distance of 3 kms from the railway station.

12 Slums and Urban poverty

All the wards of the Morena Municipal Council have been declared as slums. Hence the entire population of Morena falls under slum category. Morena has very large amount of population living below poverty line (BPL) under which 77% of the population is living below poverty line. Some of the houses in slum have individual pour-flush toilets and rest depend on public toilets. The slum pocket does not have a proper drainage system.

Under IHSDP programme rehabilitation and redevelopment of slum in ward no 14, was proposed to be taken up. The settlement is a notified slum having population of 1260 and is spread over an area of 5.41 ha.

13 Housing

There are around 23021 households in the city with an average HH size of 6.6. The residential stock is around 20428. . There are total of 25990 census houses out of which only 20428 are used for residence and residence cum other use. This reflects that approximately 21% of census houses are being used for other purposes. An assumption is made that the household size will reduce to around 5.2 by 2040 and every household will have a

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single independent house. Additional houses required will be 13314 till the year 2040.

14 Financials of Morena Municipal Council

The Financials of Morena Municipal Council have been analyzed for five years i.e. 2004-05 to 2008-09.

Morena Municipal Council has shown deficit funds in the last five years. The revenue has grown at a CAGR of 7.21% while the expenditure has grown at a CAGR of 8.39% in the last four years.

Municipal Taxes and fees account for 57% of the total income of Morena Municipal Council (MMC). The municipal tax and fee collections have grown at a CAGR of 6.21% from 2004-05 to 2008-09. The Municipal taxes and fees levied include Property Tax, Electricity Tax, Passenger Tax, Entertainment Tax, Market Fees, Development Fees and Stadium Fees.

The non tax income of Morena has been growing at a CAGR of 8.60% over the last five years. The shop rent income has been growing at a CAGR of 178% over the last five years i.e. between 2004-05 and 2008-09.

Grants account for 26% of the total income of the Municipal Council and it has been growing at a CAGR of 24% in the last five years. Grants and Aids account for only 14% of the total income on an average in the last five years.

Expenditure on capital works account for about 7% of the total municipal expenditure of Morena Municipal Council on an average over the last five years. Roads and Drainage Expenses account for about 30% of the total expenditure on an average for the period between 2005-06 and 2008-09.

15 Cost Recovery of Services

Cost recovery for the municipal services is the major indicator for the sustainability of the service provision in terms of efficient operation and maintenance of these services. For water supply services, about 60% of the total electricity bill is assumed to be contributed by water supply. The cost recovery for water supply for the last five years is presented below:

Cost Recovery for water supply services (in Rs. Lakhs) Water Supply 2004-05 2005-06 2006-07 2007-08 2008-09

Cost incurred in 350000 362198 382182 483046 Cost incurred in service provision service provision Direct recoveries 2091030 2038393 2857260 2053404 Direct recoveries % cost recovery 42% 78% 58% 64% % cost recovery Source: compiled from Municipal Accounts, Morena Municipal Council

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16 Institutional Reforms

Implementation of Reforms is critical for achieving self sustainability for the ULB and hence mandatory and optional reforms need to be implemented in a phased manner within the scheme period. The broad area of reforms along with the action plan is presented below:

Reforms and Action Plans for Morena Municipal Council Particulars Presents Proposed status Property Tax Nil • Online payment of Tax • Property Tax calculator with the help of which Assessee can work out the tax rate applicable for his/ her Property. • Defaulter’s list to be posted on website to ensure greater compliance • Kiosks at various places to pay taxes online • Listing of collection centres,Facilitation centres for Property tax collection online • Online information for administrators for better monitoring Water Supply and Nil • Online payment for water tax Other • Filing request for new water connection Utilities • Online request for water tanker if required.

Citizens’ Nil • Status of complaint and action taken report to be Grievance made online Monitoring • Citizen Service centers and call centers to be setup for processing of all application forms and address grievances. • Categorization of complaints in the online format department wise for speedy action – Drainage, encroachment, health, roads, water, street light, solid waste, tax, illegal construction etc. Procurement and Nil • Display of tenders by department, including the Monitoring of tender documents, online submission of tenders. E-tendering for all tenders to ensure transparency Projects • E-procurement for empanelment, registration and • E- selection of vendors for various works, goods procurement • Online Project Monitoring system to check planned • Project/ward vs. achieved progress of work from various sites to works control time overruns • Integration with the Financial Management system to control cost overruns

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Building Plan Nil • Online status of building plan approval, layout approval Approval • Request for survey, reconstitution of plots • Formats for AutoDCR in website and automatic approval of the plans using software to facilitate speedy approval of building plans. Users shall upload the AutoCAD drawing of the plan on the website. • Formats for alteration to the existing buildings Advertisement Nil Details of advertisement boards/ hoardings in each ward with the details about the agency name, dimension of the board, status of the approval, cost of advertisement based on the zones and area, termination date, and facility for online auction of advertisement space.

Public Health Nil • Online filing and processing of D&O, PFA trade Management license

• Request for sullage lorry • Licenses Complaints and request for street sweeping, • Solid Waste dustbins by citizens • Management

GIS Mapping Nil Mapping of the following:

• ULB and ward boundaries • Road and street layer • Property layer • Household & demographic • Water supply network • Sewerage network • Street lighting • SWM • Storm water drains Source: compiled from Municipal Accounts, Morena Municipal Council

17 Stakeholder Consultation

The Consultant had consultations with administrative members, senior citizens and with members of various para-statal agencies. Further, the Consultant had interviewed corporators, random surveys and interviews with slum dwellers to understand ward level issues and identifying projects for the same.

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18 SWOT Analysis of City

Strength: • Morena is located near the growing metropolis of Gwalior. • The Regional connectivity by rail and road is very well developed. • Morena is rich in ground water resources. • Existence of Morena as an agricultural trade centre.

Opportunities • Morena is strategically located and has direct connectivity to Agra, Delhi and Bhopal by Rail and road. • High per capita income of the residents. • Development of Morena as a satellite town of Gwalior • Development of Logistics hub

Weakness: • Town has no treatment facilities for solid Waste management. No Door – Door collection and Waste segregation adopted • Town has no comprehensive water supply and sewerage system as on today. • Low Household Service Connections resulting in loss of revenue. • Poor financials deters Municipal Council from taking Capital Intensive projects. The Council has been showing a deficit in their accounts for the past 5 years. • Lack of updated property survey resulting in low tax collections.

Threats: • Health hazard due to absence of proper sewerage, sanitation and storm water drains • Solid waste being dumped without treatment and in close proximity to habitable areas. • Haphazard growth and unplanned development. • Encroachment of Government land

19 Vision Statement

Stakeholder’s Consultations and Focus Group Discussions held in Morena municipal council have resulted in identifying and formulating City Vision for future development.

Development Vision Model for Morena Municipal Area

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Stakeholder’s view for Short Term Vision Stakeholder’s view for Long Term Vision

•Development in accordance with •Provision of basic services like road, projected population. water supply, sewerage system. •Proper road development and electric •Need for the water conservation. supply. •Removal of encroachments, •Balanced and sustainable development. developing gardens, •Development of city with community •establishment of community toilets. participation.

Arrived Short Arrived Mid Term Vision Term Vision Attain balanced and self Provision of Basic Services as per sustainable growth for the City with the standards effective and proper community participation techniques Long & Overall Town Vision

To Develop a City with effective and efficient infrastructure through community participation to attain a self sustainable and balanced development.

20 Environment Improvement and Energy Efficiency

On the basis of the existing situation analysis and basic calculation, issues related to energy efficiency in possible sectors were identified.

Sector Energy Saving Potential Projects Physical Infrastructure

Water • Pumping motor- more efficient • Water supply Network Supply: • Pumping loss- due to HP used improvement project. and hours of operation. • Water Treatment plant • Friction loss- old pipes, effective project diameter and material of pipe. • Provision of Water • Physical losses meters for water audit.

Sewerag • 24 MLD generation per day • Sewage treatment plant e and • Manure can be secondary project sanitatio outcome. • Sewage Pumping Station n: with pumping main Solid • 40 MT of solid waste is • Development of land fill waste generated currently which is less site for Non renewable manage for waste to energy plant. inert waste ment: • Upgradation of Microbial Compost Plant project

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Sector Energy Saving Potential Projects

Street • Solar street lighting • Street Illumination as lighting • Use of efficient CFL and SV lamp per Demand Scheme instead of current lighting system.

21 Project Costing and Phasing

Project costing and Phasing under current and constant prices have been carried out. The details are presented in the Chapter on Capital Investment Plan. (in Rs. Lakhs) Table 0-2: Project Costing and Phasing 2035- Sector - 2011- 2016-17 2021-22 2026-27 2031-32 36 to Physical 12to to to 2025- to 2030- to 2035- 2040- Infrastructure 2015-16 2020-21 26 31 36 41 Water Supply 5159.03 3905.00 4113.74 4485.24 2126.20 1477.00 Sewerage & Sanitation 2755.83 2110.50 1493.05 1760.60 3307.95 3295.00 Storm Water Drainage 0.00 4147.00 2891.50 2891.50 2990.50 2990.50 Solid Waste Management 172.84 88.50 114.53 60.25 149.42 41.25 Roads, Traffic Transportation 4568.17 573.17 4458.00 1083.00 2725.50 1770.17 Street Lighting 49.00 11.38 11.38 1.00 20.25 20.25 Socio- Economic Infrastructure 265.00 125.00 62.50 62.50 137.50 62.50 Capacity Building 260.00 0.00 0.00 0.00 0.00 0.00 Slums & Urban Poverty 3000.00 4611.00 0.00 0.00 0.00 0.00 Total 16229.87 15571.54 13144.69 10344.09 11457.31 9656.67 Source: compiled from Municipal Accounts, Morena Municipal Council

22 Financial Operating Plan

The projects under City Development Plan will be funded as follows:

80% of the project cost by the State Government and 20% of the project cost by the Morena Municipal Council. Projects under Slums and Urban Poverty (Housing component) have been considered to be funded in the ratio of 80:10:10 with respect to State Government: ULB: Self Contribution.

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Financial Operating Plan after taking up all the projects Table 0-3: Financial Operating Plan (Rs. Lakhs) Munici Local Cost Total Contin CG SG pal Contri Sectors Escal Total Cost gency % % Funding bution ation % - % Water Supply 5159.03 257.95 435.42 5852.40 20 80 0 0 Sewerage & 2755.83 137.79 236.63 3130.25 Sanitation 20 80 0 0 Solid Waste 172.84 8.64 12.69 194.18 Management 20 80 0 0 Roads, Traffic, 4568.17 228.41 396.66 5193.24 Transportation 20 80 0 0 Street Lighting 49.00 2.45 1.47 52.92 20 80 0 0 Socio-Economic 265.00 13.25 18.07 296.32 Infrastructure 20 80 0 0 Capacity Building 260.00 13.00 19.62 292.62 20 80 0 0 Slums & Urban 3000.00 150.00 281.05 3431.05 Poverty 10 80 0 10 Total 16229.87 811.49 1401.62 18442.97 Source: Analysis

23 Alternate Options for funding the projects

Morena Municipal Council has limited financial resources for funding the projects identified. Hence alternative funding sources need to be identified. The possible funding alternatives are presented below:

Loans and Internal Accruals

Maximum surplus generated by Morena Municipal Council is Rs. 127.28 Lakhs. The maximum loan which can be raised by the Council is Rs. 300 Lakhs, after Considering Debt Service Coverage Ratio 0f 1.25. Hence, fund raising capacity of Morena Municipal Council through loans is limited in the present scenario.

With the implementation of reforms, if the internal accruals and the debt repayment record of Morena Municipal Council improve, then further loans can be availed on the strength of the new projects to be implemented.

Pooled Financing Mechanism

There are two types of financing mechanism under the pooled funding mechanism: i. A “blind pool”, where a bond bank raises sufficient funds based on its own credit rating and then on lends to the local body; and ii. A “project-specific pool”, where several projects are pooled and lumped together in a bond issuance, thereby significantly reducing transaction costs and improved pricing.

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In order to reduce transaction costs and improved pricing, these kind of funding mechanism operated by Tamilnadu Urban Development Fund (TNUDF) and karnataka Urban Infrastructure Development Finance Corporation (KUIDFC). With the help of project specific pool mechanism, the 14 Urban Local Bodies of Tamilnadu state pooled some water and sanitation projects under a special purpose vehicle called the Water and Sanitation Pooled Fund (WSPF) and rose about Rs. 300 milllion from the bond market at an interest of 9.2% in the year 2002.

Similar funding mechanism can be considered for less credit worthy borrowers like Morena Municipal Council which has a poor debt repayment record.

Nodal Agency/ State Government Agencies Funding

• In certain places are taken up by the railways and flyovers and other roads by the state PWD. E.g. ROB’s, Flyovers etc.

• Low cost sanitation projects can be funded by NGOs and State Government with the Municipal council contributing to a portion of the cost and acting as a facilitator in implementation.

Public Private Partnership (PPP)

Public Private Partnership projects are gaining importance in recent years even with smaller municipalities. Parking lots, solid waste management, hospitals and even slum redevelopment programmes have been implemented under PPP wherein the private sector develops the facility, operates for a specified concession period and transfer the facility back to the local body. Though large scale participation of private sector is lacking in water supply schemes, Chandrapur Municipal Corporation has implemented water supply scheme under PPP. Tertiary Water Treatment of Sewage in Surat

Surat Municipal Corporation has adopted the PPP route, on Design Build Finance Operate and Transfer (DBFOT) basis for a concession period of 20 years under PPP, for setting up of a tertiary sewage treatment plant to treat secondary treated water from Bamroli Sewage Treatment Plant Water Distribution in Chandrapur

Water distribution for the local community was therefore handed over to the private sector participant in order to reduce huge water losses and increase coverage and service delivery efficiencies. Both distribution of water to existing users as well as the maintenance of the Filter Plant was entrusted to the private player.

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The initial investment of the project was Rs 3.0 Crs. The private party injected Rs 50 lacs and raised another Rs 2.5 Crs by selling 50% equity on a premium. The revenue sharing arrangement for the private player was - • Private player to collect tariff charges • Revenue sharing arrangement, such that private player makes a total payment of Rs 1.59 Cr. to the municipal corporation in 10 years • Private player allowed to increase tariff charges by 10% every 3 years

However, technical supervision to be done by the CMC Nodal Engineer with a regular program of inspection of the filter plant, every 3 to 4 days.

The private party initially planned on a break-even in the third year of operations but due to steep rise in electricity charges (35% increase in three years) the break even was delayed by a year. The operational efficiencies after appointment of the private sector participant are reduction in Non revenue water through technical solution, improvement in pumping efficiency; streamlining the water tax and 95% cost recovery, increase in per capita supply. Also the other neighbouring cities also requested private party to employ the same activities in their respective cities. Development of Parking Lots under PPP

Brihanmumbai Municipal Corporation (BMC) and Jaipur have developed a multi-storeyed mechanised parking lot on a PPP basis. Mumbai has provided at Bhulabhai Desai Road and at Jaipur there are five sites for development of parking lots under PPP. Other PPP projects

• Management of Municipal Solid Waste in Delhi, Bangalore, Chennai, Jodhpur and Sirsa. • Construction of Bus terminals at Dehradun, many cities in the state of Gujarat and Amritsar on PPP. • Thriupur water supply and sewer project on BOOT basis. • Alandur underground sewerage scheme under which the Public participation in the scheme by financial contribution in the form of upfront payment for service connections.

Other sources of project funding

The municipal council can leverage its land assets for implementation of projects through private sector participation. Alternatives include granting higher Floor Space Index, Transfer of Development Rights for raising funds for projects.

However this depends on the real estate demand in the region Energy Efficiency Projects especially in Street lighting and Solid waste management

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and waste recovery are eligible for availing carbon credits (Certified Emission Reductions) which are tradeable. However, the projects should be large enough for application for CERs under Clean Development Mechanism

24 Supervision of capital works and maintenance

Appointment of Project Management Consultants for Implementation

Morena Municipal Council lacks trained manpower to carryout supervision of the projects, monitoring of the quality of work within the stipulated costs and without delays is a challenge. Appointment of Project Management Consultants for monitoring of the projects is essential.

Turnkey contracts with minimum years of operation obligation

With the Municipal councils lacking skilled staff in design, execution and operation and maintenance, project contracts can be structured as turnkey contracts with the contractor be made responsible for design, construction and operation and maintenance for a specified number of years, say, 5 years. During the O&M phase, the contractor can train the municipal council employees to undertake O&M in subsequent years.

Induction of Technical staff

Induction of trained and skilled manpower is essential in municipal councils as they are responsible for service delivery of basic infrastructure facilities – Water Supply, Sewer, Roads etc. In Municipal Council there are no skilled staffs for each sector and only one Civil Engineer is employed. Also, the training needs to be imparted to the staff of the municipal council in technical areas, administration, IT tools and Management Information Systems.

Outsourcing of municipal functions

To maintain a lean organisation, Municipal councils can outsource some of its functions for a fixed consideration. This improves efficiency and reduces the burden on the municipal council. Some of the areas where outsourcings of the functions are practised are: • Street lighting • Solid waste management • O&M of parks • Accounting

Even O&M for water treatment and distribution systems, sewer treatment and distribution systems, tax collection can also be outsourced to improve efficiency and ensure effective service delivery.

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1 Project Background

In order to meet the growing demands of infrastructure and service delivery, GoI as well as GoMP have initiated a number of programmes. GoI has initiated schemes like Urban Infrastructure Development Scheme for Small and Medium Towns (UIDSSMT) and Integrated Housing and Slum Development Programme (IHSDP). After initiating the aforesaid programmes the assessment of the performance of the ULBs and their capacity for exploiting the aforesaid resources was done. However it was found that in order to reap the entire benefits of the schemes there is necessity of a strategic framework for converging and co-ordinating various development inputs towards positioning the city on a development path. Such a scheme or plan may also help in accessing GoI / GoMP funding for development programmes.

Hence UADD Urban Administration and Development Department, GoMP has initiated City Development plans for various cities in Madhya Pradesh. Darashaw & Co. Pvt Ltd has been appointed to provide consulting services for preparation of City Development Plan of Morena Municipal Council.

1.1 City Development Plan

City Development Plan (CDP) is both a perspective and a vision for the future development of a city.

CDP is a vision document outlining vision, strategies and tasks for the city’s preferred future with focus on the issues of greatest local concern for livability and the implied requirements in terms of enhancing city productivity, reducing poverty, improving urban governance and management and enhancing financial sustainability. It presents the current stage of the city’s development. It sets out the directions of change. It identifies the thrust areas. It also suggests alternative routes, strategies, and interventions for bringing about the change. 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.

Preparation of the CDP will consist 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 concern cities. A City Development Plan (CDP) will present 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,

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intends to work towards achieving their long-term vision in the next thirty years.

1.2 Approach and Methodology

Evolving and conceptualizing a precise methodological framework is crucial as it guides the task of preparing the City Development Plan (CDP) in a phased and planned manner. The study methodology outlines the various tasks to be carried out in the preparation of City Development Plan (CDP) for Morena Municipal Council, Madhya Pradesh.

The whole exercise is divided into four stages, which are further subdivided into tasks and several sub-tasks or activities within them. Figure below shows the adopted study methodology and is followed by a brief description on each of the stages.

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1.2.1 Inception stage

This stage included Data collection, field reconnaissance and Identification of key stakeholders for the Project. Discussions were held with the key stakeholders and a Kick off workshop was organized involving all the stakeholders.

The outcome of the meeting and preliminary assessment for the municipal area has been detailed out in the Inception report. The Inception report was submitted by the consultants to UADD and the Municipal Council on 12th November 2009.

1.2.2 Database Identification and Anthology

A detailed checklist was prepared for all the sectors and the data was collected from different departments and parastatal bodies. Additionally Field surveys were also conducted to understand the onsite conditions.

1.2.3 Sectoral Analysis

• Task 01: Sectoral Situation Assessment

This is the first task in the Stage Three on Sectoral Analysis. All the information collected by Secondary sources has been analysed to arrive at

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present development status at an urban area level. The Analysis includes all the sectors as mentioned below: – Ecology and resource base – Socio- economic base – Infrastructure services – Housing – Urban governance – Municipal finance

• Task 02: Status Assessment and SWOT Analysis

In order to develop a better understanding of the different sectors, Status Assessment has been carried out on the basis of different parameters. Status assessment has been carried out considering demography, economic base, finance, physical and environment issues, infrastructure, institutions and universalities of services to all the communities.

This has given the existing status of different sectors and subsequently helps in arriving to SWOT analysis of all the sectors. The SWOT analysis helped us to arrive at the Problems and key Issues for all the Sectors.

From the above findings, Consultant has prepared City profile consisting of the assessment of the existing situation in all the sectors identified during first workshop. The Sector Analysis Report presenting the finding of Sectoral situation assessment and SWOT Analysis was submitted to the Municipal council and UADD on 09th January, 2010.

1.2.4 Vision and development objectives

Consultant conducted the second workshop to develop city vision and sector goals. For this city profile and sectoral analysis prepared in Sector Analysis

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report were presented to the stakeholders and their inputs on vision and development objectives that include strategies, priorities and major actions that may be required in the next five years to move towards the vision 2040.

• Task 01: Development Vision

This marks the beginning of Stage Four on Strategies and Projects. The first task in this stage was the generation of future development Vision for the Urban local body. The development Vision was decided on the basis of Stakeholders and citizens perception about their city, Sectoral status assessment and SWOT analysis. The development vision guides all the subsequent stages and will help achieve it harmoniously. This plan also incorporates the concept of Sustainability and aim at improved quality of life for the citizens.

• Task 02: Sectoral Goal and Strategies

On the basis of the sectoral issues identified along with the status assessment, the sectoral goals and strategies were made to overcome those issues. And these strategies were applied to different sectors on the basis of the sectoral vision which may be linked to the development vision.

Institutional reforms were identified which can be implemented during the scheme period. The reform measures include various e-governance

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applications which the ULB should adopt in a phased manner. The reform areas like Migration to Double Accounting System, Computerisation of Records, E-Governance applications - Registration of Births and Deaths, E- procurement etc., Revision of property tax guidelines and migration to self assessment of property taxes, Community Participation in budgeting and ULB functioning and Involvement of private sector in infrastructure projects and service provision shall be recommended to be adopted.

The Consultant has used the JNNURM toolkit for CDP as a guideline document while preparing the CDP.

During embarking on the journey of developing CDP document for Madhya Pradesh state, Consultant has tried to capture the “big picture”-that is; the CDP documents and vision statements prepared nationally and internationally by various agencies in general to understand the new concepts and approach in formulating development plans. The consultant has reviewed case studies on CDP documents prepared nationally and internationally for adopting best practices.

Energy Efficiency

While preparing the City Development Plan the Consultant has laid greater stress on Energy efficiency measures for sustainable development. Energy efficiency potential assessment has been attempted to identify the potential energy efficient measures for the city. Assessment of present street lighting infrastructure, possibility of replacing them with energy efficient lamps and the cost analysis also has been done.

• Task 03: Priority Actions and Projects

The strategies have further been translated into projects for different sectors. The projects will be then phased on the basis of demand and stakeholders priorities.

The Consultant has put stress on the recommendations and reforms to be undertaken by the Municipal Council for Energy efficiency concepts.

The Consultant has conducted the third workshop to evaluate strategies from the perspective that will help to achieve vision and sector goals. Consultant has also formed consensus from the various groups to evaluate the strategies, programs and project that will come under city development plan for the city.

• Task 04: Financial alternatives

The Consultant has made projections under the ideal scenario i.e. with reforms being implemented. With the implementation of reforms, the extent

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to which revenue maximization and expenditure minimization can be possible has been worked out.

The Consultant has also worked out the cost of projects and has determined the financial requirements for meeting the demand for infrastructure and services. The Consultant has determined the phasing to be adopted so that the financials of the ULB is not burdened while at the same time the objectives of provision of basic services are met. Consultant has also carried out life cycle O&M costs and analysed the impacts on finances and of not doing the project.

The Consultant has identified the projects which can be implemented under PPP model. Various PPP models like BOT, BOOT, BOLT etc. will be explored. The Consultant has rich experience in working on BOT projects and has come out with unique models where the State Government funding for the project becomes very minimal. The possibility of replicating these models in these ULBs has been explored and other funding options like public borrowing and pool finance have also been considered. The Consultant has prepared the Capital Investment Plan and Financial Operating Plan for the ULB.

The consultant has conducted the fourth workshop in Morena municipal council with stakeholders and municipal officers. Consultant presented the draft city development plan of Morena with city investment plan and financial operating plan. Discussion held with the stakeholders held during workshop helped to categorize and further prioritize the capital investment required for Morena. Hon. Chief Officer, Morena municipal council addressed the stakeholders regarding the purpose of the workshop and insisted

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suggestions required for city development plan of Morena. Details regarding the outcome of the fourth workshop have been elaborated in the next section.

1.3 Documentation of Stakeholder meetings and meeting with officials Approach and Methodology

The success of the City Development Plan depends on the extent of people participation. As it is very rightly said “Planning is an exercise ‘For’ the people, ‘Of’ the people and ‘By’ the people.”; people perception and views should be given an important position in any development programme as the whole exercise is done for the common good of the people.

According to the TOR, the Consultants organized four workshops with the assistance from ULB. The purpose, process and outcomes of the workshops are discussed as below.

1.3.1 Formation of Steering Group

A Steering Group comprising of the Municipal Council staff, Elected Representatives of the Council, various line departments, NGOs, Press etc. was formed. The minimum number of members of the Steering Group was set at 15. The Steering Group members shall participate in the discussions at every stage during the course of preparation of the City Development Plan. The Steering Group members of Morena town are as follows: Chief Municipal Officer, Morena Municipal Council Assistant Engineer, Municipal Council Executive Engineer, PHED Executive Engineer, PWD (Public Works Department) Executive Engineer, MPEB (Madhya Pradesh Electricity Board) Chief Medical Health Officer Collector, Morena District President, Janpath President, District Panchayat President, Mandi President, Municipal Council Vice-President, Municipal Council President, Industries Association Sitting MLA Sitting MP

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Town and Country Planning Officer Superintendent of Police, Morena Dr. Mittal, Secretary, Red Cross Society Dr. K.L. Rathi, Physician Dr. Mohalchand Bandil, Advocate Mr. Chandrapal Singh Shikarwal, Sr. Citizen, Ex-Professor Mr. Harshwroop Maheshwari Mrs. Sudha Bansal 1.3.2 Outcome from the conducted workshops

Since the Code of Conduct has come into effect preceding the municipal elections in the state of Madhya Pradesh, the first workshop could not be conducted. However the consultants held discussions individually with officers of line departments, elected representatives, slum dwellers etc. in order to obtain feedback on the problem areas and their vision for the city. City opinion surveys were also conducted among number of people.

Meanwhile the first workshop (kickoff) and second workshop were conducted simultaneously dated on the February 2, 2010. The outcomes of these two workshops are enlisted below.

The Steering Group members, elected members, staff of the municipal council and the general public were invited for the workshop. The workshop was held at Morena on 02nd February 2010 where a large number of stakeholders including the elected representatives and key administrative staff members and NGOs/ Women groups and several media representatives were present.

The Consultant made a presentation on Introduction to CDP, the City Profile and the secondary data collected on Morena and its administration in Hindi. The stakeholders were invited to share their problems, concerns and also vision for the city. The views of some of the stakeholders were also recorded. Following the presentation, City survey formats in Hindi were distributed to the stakeholders to take individual feedback regarding the city vision.

The following aspects were discussed in the meeting:

• Development of Transport Nagar (Logistics Hub) • Development of by-pass roads for vehicles going to Gwalior and Agra. • Construction of railway under bridge at Mahadev Naka. • Repair work at Nainagadh Road, Bankhandi Road etc. • Development of Medical, Engineering and other technical colleges.

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• Development of Morena into a Municipal Corporation by integrating the nearby villages. • Construction of Concrete road above Nala No. 2 underground pipe line. • Development of Mustard based oil industries and Dairy based Food farms. • Development of Zones for different activities and Housing Board colonies. • Improvement of security measures in the City • Relocation of Central School towards the City

Stakeholder’s consultations and surveys held in Morena town have also resulted in identifying and formulating the City Vision for future development. The vision statements expressed by the citizens during stakeholders meeting is shown below: Table 1-1: Vision statements expressed by stakeholders during consultation Vision for 10 years Vision for 20 years Vision for 30 years Provision of basic Service adequacy in Balanced and sustainable services like water terms of quantity and development with respect supply, sewerage quality of water to demand required for system. Need for the supply and sanitation. the services water conservation. Removal of Proper road City shall be the major encroachments illegal development and growth centre attracting colonies and widening electric supply. economic activities with of roads employment support. Development of Well established Provision of good underground sewer health facilities within platform of infrastructure network, the city area. to support the growth of establishment of Development of city the city community toilets. with community participation. Removal of illegal Creation of Achieving the inclusive colonies from recreational places growth of the city. government for community properties, participation Establishment of Efficient Creation of one of the police station for transportation & good development model safety of citizens communication for other cities system for the city Basic service to urban Provision of schools Slum free Morena city poor with direct water and employment with Overall development supply, proper generation for urban in all section of the sanitary facilities. poor society with equity in services & facilities.

Provision of sustainable physical, socio-economic infrastructure and efficient city management came across as a vision of nearly all the stakeholders.

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After preparation of Vision for Morena City, the Consultants had identified various priority projects in line with the Goals and Strategies envisioned for Morena City. The priority projects were identified for various sectors namely; Land Use and Growth Management Water Supply Sewerage and Sanitation Integrated Solid Waste Management Traffic and Transportation Storm Water Drainage Street Lighting Socio-economic Infrastructure Urban Governance Urban Finance

The priority projects identified under each category were discussed with the Municipal Council officials to understand their viewpoint on the same. After the discussion, a list of projects under each category was prepared to be included as priority projects under the City Development Plan.

Under the water supply project 45 MLD water treatment plan for the demand till 2025-26 Laying the new water distribution line of 182kms till 2020-21 Increasing the storage capacity for distribution purpose and metering of connections. Construction of Solid waste management treatment and disposal site to comply with MSW handling rules, 2000. Construction and relaying the roads both CC and bituminous material. Under socio-economic infrastructure construction of primary and secondary schools. Construction of hospital with 100 bed capacity for health infrastructure of Morena. Construction of community halls for various social events and council programmes. Implementation of E-governance and double entry accounting system. Provision of new houses and infrastructure services to urban poor of Morena.

Third and fourth workshop was conducted by consultants in combine on September 29, 2010 at Morena Municipal Council. The draft city development plan was discussed in front of stakeholders and steering group. Stakeholders discussed about the list of projects and their prioritization.

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During the workshop, consultants presented the city investment plan with the financial operating plan in order to sustain the municipal balance sheet. Consultants stressed on the implementation of reforms at urban local body level in order to provide the effective services to the citizens of Morena.

1.3.3 Stakeholders during the workshops

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2 Town Profile

The City was formerly known as “Bada Gaon”. The surrounding region is occupied by Sheopur and Tonwarghar princely states. The lower Chambal River basin consists of an alluvial tract in the north, cut by numerous ravines, and a forested area toward the south.

Wheat and oilseeds are the main crops. Morena is an agricultural trade centre for the surrounding towns and villages. Oilseed milling and cotton weaving are the chief industries.

Morena is also known as gateway to Madhya Pradesh. It is well connected by rail and national highway to surrounding towns and to Gwalior, Agra and Delhi.

2.1 Historic Importance of Morena

Morena Name is derived from the mor + raina means the place where peacock is enormously found. Morena history is in relation with Tomar’s dynasty ruled the region , earlier known as Tonwarghar. Tomars or Tanwars are Chandravanshi Rajputs. According to legend, Tomar Rajputs are the descendants of Pandavas of Mahabhatara. Majority of Tomars are currently at Morena District of Madhya Pradesh. There are more than 1400 villages at Morena District of Tomars in its Ambah and Porsa Tehsils. Also Tomar’s dominated the Gwalior region with the “Gwalior Fort” built by king Mansigh Tomar under his monarchy.

2.2 District of Morena Information

Morena District is a district of the central Indian state of Madhya Pradesh. After India's independence in 1947, the princely states acceded to the Government of India, and Morena District acquired its present boundaries with the addition of the princely state of Pahargarh in the south of the district. Morena District became part of the new state of Madhya Bharat, which was merged into Madhya Pradesh in 1956.

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Morena Name is derived from the mor + raina means the place where peacock is enormously found. The district is part of Chambal Division. The town of Morena is the district and divisional headquarters. The district has a widely dispersed population of about 1,500,000 as of 2001. The town is mostly farmland, and trains are a popular form of transportation, although they connect only about 15% of the villages within Morena. Morena is famous for its mustard production. Table 2-1: Morena district information and profile Headquarters Morena Total area 4998.78 Sqkm Forest Area 506.69 Sqkm Net Irri. Area 1561.70 Sqkm Total population 1279080 S.C.Population 268405 S.T. Population 8578 Total Males 707470 Total Females 571610 Urban Population 288590 Rural population 990490 Police Stations 25 Police Chowkies 5 Gram Panchayats 475 Total villages 799

2.3 Regional setting and network linkages

Morena City is situated approximately 270 kms to the south of New Delhi, 80 kms from Agra and 39 kms from Gwalior City on NH-03. It is located at 26029” North latitude and 78002” east longitudes.

Morena is well connected to various cities like Bhind, Gwalior, Agra, Jaipur, New Delhi, Mathura, Indore, Haridwar through an array of road networks. National Highway No-03, Agra – Mumbai passes through the heart of the City. This District headquarter attracts people from nearby regions for educational, industrial and trade purposes.

Morena has a railway station where most of the major in the Delhi-Bhopal Corridor halt.

Morena is located at a distance of 40 kms from Gwalior Maharajpur Air Force Base which acts as an airport. However, presently flights to this airport have been discontinued and hence Raja Bhoj Airport at Bhopal is by people who commute by Air.

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Figure 2-1: Regional setting and Network Linkages - Morena

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2.4 Physiographic and Landform

The general topography of this town is flat and has even terrain. The natural slope of the town is towards North West. The soil in and around is yellow alluvial soil. The soil is conducive for agriculture and crop harvesting.

The district is drained by the important rivers like Chambal, Kunwari, Asan and Sank. The Chambal which originates in the Indore district forms the north-western boundary of Madhya Pradesh with Rajasthan.

2.5 Municipal Area and Planning Area

Morena Municipal Council has an area of 12 sq. km, whereas the total development area or planning area is 115.39 sq. km. Morena District Headquarters established in 1948.

Planning area defined under section 13(2) of Madhya Pradesh town and country planning act, 1973, on February 02, 206. Planning area is consisting of Morena municipal council, 16 villages of Morena municipal tehsil and one village from Jovra tehsil. Table 2-2: Planning Area for Morena Development Plan Area of village Sr. no. Name of village in Ha 1 Lalor Kala 940 2 Jauri 415 3 Jauri Khurd 998 4 Shikarpur 234 5 Jagarpur 513 6 Muraina village 1064 7 Mudiyakheda 643 8 Badokhar 656 9 Chhounda 551 10 Atarsuma 336 11 Higona Khurd 1116 12 Devri 481 13 Dompura 427 14 Firozpur 362 15 Nivi 366 16 Bhonderi 751 17 Maharajpura 486 18 Morena Municipal Council 1200 Total Planning Area 11539

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3 Demographic Profile of Morena

3.1 Population Growth Trend

The growth of population and decadal variation since the year 1961 is shown in

Table 3-1.

Table 3-1: Population growth of Morena town Census Population Variation % to decade Growth rate year variation (CAGR) 1961 28337 1971 44901 16564 58.45% 4.71 1981 69864 24963 55.60% 4.52 1991 147095 77231 110.54% 7.73 2001 150959 3864 2.63% 0.26 Source : Development Plan for Morena, Census of India

Compared to 1991, population growth in the year 2001 is very less. This can be attributed to migration to the new district called Shuopur which was created within the district of Morena. Additionally the areas of Jhorakhurd and Jhori were separated from the Municipal area which resulted in lower growth rate.

3.2 Population Projection 3.2.1 Population projections as per studies and reports

• Population Projections as per Development Plan

Table 3-2: Population projection (Master Plan) Year Population 2011 3,00,000 2021 4,30,000

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The population projections have been done in Source : Development Plan for the master plan till the horizon year 2021. Morena The projections are done based on past decadal growth. According to the master plan, the population of Morena development area will be 3.0 lakhs in 2011 and 4.3 lakhs in 2021. The population projection as in master plan is very high.

• Population Projections for Morena City Development Plan

Population projections for the next thirty year period have been done using various methods like Arithmetic Increase, Geometric Increase, Incremental Increase, Least Squares and Graphical Methods. The low and high end projected population based on the methods mentioned above in 2040 could be 230066 and 434897.

Total voters in Morena Municipal area is 100833 in 2009. By assuming 18- 20% of those whose name is not included in the voter list, the total voters comes around 118900 which is almost 60 percent1 of the total 2010 population of Morena. Hence the total population for the year 2010 will be 198166. Considering the current population of 2010 as arrived by no of total voters in Morena, it is analogous with the Geometric increase method in the projections done by the consultant.

Additionally owing to the strategic location of Morena near the city of Gwalior, its importance in the rail and road route of Delhi Bhopal and due to other opportunities there is a possibility of having high population growth for some years. Hence Geometric increase method has been adopted by the consultants.

Table 3-3: Population projection – by consultants Arithmetic Geometric Incremental Least Graphical Year Increase Increase Increase Squares Method 1991 147095 147095 147095 147095 147095 2001 150959 150959 150959 150959 150959 2010 178549 192710 174929 188988 165465 2015 193877 220708 186765 206360 180010 2020 209204 252773 197542 223732 195400 2025 224532 289498 207260 241104 209585

1 Voter’s population in MP is 64%.

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2030 239860 331557 215920 258476 230500 2035 255188 379728 223522 275848 248000 2040 270515 434897 230066 293220 268750 Source : Analysis by Darashaw team

3.3 Population Density

The overall density of the town is 126 people per ha. Ward no 36 is the most populous ward followed by Wards 37, 16 and 35. The largest wards in terms of area being used for residential development are Ward no. 39 and ward no. 31. Ward no 12, 11 and 13 have the highest residential density which is 1904, 1668 and 1124 persons per hectare respectively.

Table 3-4: Ward wise population density – 2001 Residential No. Wards Residential area (Ha) Population Density 1 Ward No.1 42.5 4599 108 2 Ward No.2 17.3 2952 171 3 Ward No.3 23.5 6555 279 4 Ward No.4 42 3902 93 5 Ward No.5 25 2614 105 6 Ward No.6 84 6586 78 7 Ward No.7 10.4 3047 293 8 Ward No.8 3.2 2465 770 9 Ward No.9 4.2 4029 959 10 Ward No.10 3.2 2034 636 11 Ward No.11 1.2 2001 1668 12 Ward No.12 0.5 952 1904 13 Ward No.13 1.3 1461 1124 14 Ward No.14 90.8 3479 38 15 Ward No.15 79.8 3583 45 16 Ward No.16 12.6 6916 549 17 Ward No.17 17.3 2989 173 18 Ward No.18 12.6 2245 178 19 Ward No.19 8.4 2460 293 20 Ward No.20 2.7 974 361 21 Ward No.21 8.4 2031 242 22 Ward No.22 6.7 2736 408 23 Ward No.23 5 1806 361 24 Ward No.24 6.8 1707 251 25 Ward No.25 7.3 1503 206 26 Ward No.26 15.2 1996 131 27 Ward No.27 31.5 5390 171 28 Ward No.28 13.7 4714 344

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Residential No. Wards Residential area (Ha) Population Density 29 Ward No.29 23.6 2840 120 30 Ward No.30 30.5 5622 184 31 Ward No.31 132.3 6346 48 32 Ward No.32 17.8 5782 325 33 Ward No.33 5.9 2622 444 34 Ward No.34 17.8 5349 301 35 Ward No.35 114.4 6811 60 36 Ward No.36 49.4 9916 201 37 Ward No.37 59.9 7756 129 38 Ward No.38 29.4 3960 135 39 Ward No.39 141.7 6229 44 Morena Municipal 1200 150959 126 area Source : Development Plan for Morena

3.4 Issues

• The population growth rate has been decreased severely in 2001. There has been large scale of migration from the Morena to the neighbor district of Shuopur.

• High population density at ward no.11, 12 and 13 in terms of spatial distribution of population. While the lowest density of population is in ward no,14,15 and 39.

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4 Socio-Economic Profile of

Morena

4.1 Sex Ratio

Gender ratio in Morena Table 4-1: Gender ratio and its comparison Municipal area is lower Population Particulars Population SC than the Morena district below 06 urban and MP state Male 82305 13332 17949 urban gender ratio. The Female 68654 10797 15022 Gender ratio in the case Gender ratio in of SC population is also Morena 834 810 837 In Morena Urban lower than the SC district 842 830 846 gender ratio of Morena In MP urban 898 907 907 district urban and MP Source : Census of India, 2001 state urban gender ratio as shown in Table 4-1.

4.2 Literacy Rate

As per census 2001, Literacy levels in Morena Municipal Table 4-2: : Literacy levels and its comparison area is lower than MP state urban literacy levels and higher than Morena district Literacy levels Total Male Female Urban literacy level. In Morena 77.51 87.55 65.53 Morena Municipal area, 77.5 In Morena urban district 75.62 86.86 62.30 percent of total population In MP state urban 79.39 87.39 70.47 (excluding 0-6 years of age) Source : Census of India, 2001 are literates of which male accounted for 87.5 percent and female accounted for 65.5 percent. Literacy levels in Morena and its comparison with state urban and district urban figures are shown in Table 4-2.

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4.3 Average Household Size

There are around 23021 Table 4-3 : Household Size and households in the city with an Occupancy rate average HH size of 6.6. The Population 150959 residential stock is around 20428. Households 23021 HH size 6.6 Occupancy rate of the census Total census houses for the town is higher houses 25990 than the household size, which Residence and reflects that in some houses more residence cum than one household are living other use stock 20428 together. There are total of Other usage stock 5562 25990 census houses out of Occupancy rate 7.4 which only 20428 are used for Source: Data obtained from Household Tables and Amenities for Madhya Pradesh. residence and residence cum Census of India. 2001 other use. This reflects that approximately 21% of census houses are being used for other purposes. Around 5.7% of census houses in Morena are vacant. The occupancy rate of houses is very high at 7.4.

4.4 Social Indices

As per census 2001, SC Table 4-4: : Social Composition population is about 21.8 Social % share Male Female Total percent of the total Composition to total population whereas ST SC Population 17949 15022 32971 21.84 population comes ST Population 399 266 665 0.44 around 0.4 percent of Others 63957 53366 117323 77.72 the total population as Total Population 82305 68654 150959 100.00 shown in Table 4-4 Source : Census of India, 2001

4.5 Work Force Participation

4.5.1 Work Force Participation Ratio

The work force participation rate in Morena is 24 percent which is lower than the Morena district urban and MP state urban WFPR as shown in table. Further, its dependency on Tertiary sector (others) is 94.96 percent of the total work force which is high compared to district urban and state urban primary sector work force share. It reflects that Morena has more prominent urban economic characteristics.

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In addition, non-workers percentage to total population is high when compared to district urban and state urban non workers share to total population.

Table 4-5: Occupational Pattern and its comparison – 2001 Household Non Total Area Indicator Primary Others workers Industry workers Morena % to total 4.81 3.23 91.96 Morena urban district 14.66 3.53 81.81 workers In MP urban 11.62 6.56 81.82 Morena 1.16 0.78 22.15 24.1 75.9 Morena urban % to total district 3.91 0.94 21.80 26.6 73.4 In MP urban Population 3.56 2.01 25.07 30.6 69.4 Source : Census of India, 2001

4.5.2 Occupation Pattern

Of the total workforce in Morena, around 88% of workers are main workers while 12% are marginal workers. The majority of main workers are involved in tertiary sector. The classification of workers as per census 2001 is as given below: Table 4-6: Classification of Workers – 2001 % to total % to total Type of Workers 2001 census workers population Primary sector 1591 4% 1.05% Secondary 857 2% Main sector 0.57% workers Tertiary sector 29696 82% 19.67% Total main 32144 88% workers 21.29% Marginal workers 139069 12% 92.12% Total workers 175433 100% 116.21% Non workers 114595 75.91% Source : Census of India, 2001

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4.6 Industrial Activities

Morena district being Table 4-7: Major Industrial Units in Morena agri-dominated has led No. of to the emergence of S. Numb Unit worker No. er agri-based industries. s The total land available 1. Oil Mill 16 591 for industrial usage is 2. Agro Industries 3 77 59 Ha which is 4.5% of 3. Steel Industries 10 155 the total developed 4. Pipe Industries 2 7 area. Around 35 Ha of 5. Chemical Industries 5 85 land has been 6. Cold Storage & Ice Factory 2 25 developed as an 7. Container Industry 2 48 8. Electrical Industry 4 63 industrial zone by 9. Other industries 5 45 Industries Department Total 49 1096 along Agra Mumbai Source : Draft Development Plan for Morena Highway. There are around 49 registered small-scale industries operational within the city.

4.7 Trade and Commerce

Wholesale business and agricultural produce

Morena city comes under the Gwalior Agro Region for agriculture trade and market. Economic development of any town is dependent on its agricultural produce and trade & commerce. Wholesale business of agricultural produce is one of the most important activities of Morena town. Surrounding towns and villages depend on Morena APMC market for trading of their agricultural produce. Sarson, wheat, bajra, turaiya, masoor, chana, tuar daal etc are major agricultural produces of Morena.

4.8 Tourism

Morena has tourist attractions in the form of temples.

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Kakanmath Temple: On the Gwalior Agra national highway 10 kms before Morena on a road between Morena and Ambah, near Sihonia some 14 kms before the highway is a most interesting Kakan Math temple that is alleged to have been built by Kakanvati, consort of the Kachhwaha ruler, around 1000 AD.

Other attractions are KakanmathTemple Shanichara Temple and Kuntalpur.

Table 4-8: Tourist spots around Morena S. Place Distance from Morena Specialty No. 1. KakanmathTemple 30 kms It was built around 1000 AD 2. Shanichara Temple 30 Km Visited by 3 lakh people on 2 new moon days. 3. Kuntalpur (Kunti’s Near Bamor - Temple)

4.9 Issues

• Large scale of non-working population (74%) which shows unemployment is very high.

• Working population is predominantly dependant on the tertiary sectors as compared to district and state level.

• Huge potential for tourism development but city lack the awareness and vision for tourism sector which can provide significant support to the economy of the city.

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5 Physical Planning and Growth Management

5.1 Spatial Growth Trends

Spatial growth of Morena has been affected by railway line and national highway number 3. The core settlement is along the railway line and around NH-3. The new settlements have been emerging along the eastern part of the Morena railway station. Due to old settlements there has been lack of open spaces within the core region of the Morena city. Morena master plan has considered provisions for the relocation of irrelevant land use pattern.

5.2 Spatial Distribution of Population Table 5-1: Residential density per ha as per income

Residential Class density Population Percentage persons per Ha High Income Group 851 or more 8443 5.6 Medium Income Group 451 or more 14237 9.4 Lower Income Group 450 or less 128210 85 Total 150890 100 Source: Data compiled from Draft Development Plan for Morena

There has been large scale of lower income group, i.e., 85% amongst the total population in Morena. From above income group there is need for service adequacy and affordable housing provision for lower income group as the major portion of the society is contributed by the LIG class.

The density for Morena is 298 persons per ha per 1000 population, and most of the population is resided near the region of Morena municipal council. The population density has been decreasing towards region nearer to the national highway.

The commercial activities are resided in the railway station and collectorate road along with some residential landuse.

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5.3 Municipal Level Map

Figure 5-1: Land use plan for development area

Source : Draft Development Plan for Morena

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5.4 Land Use Analysis 5.4.1 Current landuse pattern

Following table provides the information on the current landuse pattern of Morena. Residential landuse contributes significant percentage as compared to the other landuse patterns. The industrial and commercial landuse contribution is very low for development of Morena city. Also city requires the significant improvement in the landuse provison for recreation and public landuse provisions.

Table 5-2: Current Land use pattern Developed Area in Total Area in Ha Landuse Ha Rate Landuse pattern (Ha/1000 Area Percentage Area Percentage persons) Residential 794 6.88 794 60 3.18 commercial 73 0.63 73 5.5 0.29 Industrial 59 0.51 59 4.5 0.24 Public and semi 79 0.69 79 6 0.32 public Pubic Usage and 26 0.22 26 2 0.1 services Recreational 26 0.22 26 2 0.1 Transport and 265 2.3 265 20 1.06 communication Agriculture 8083 70.05 ------Open land 1942 16.83 ------Water Bodies 192 1.67 ------Total 11539 100 1322 100 5.29 Source: Draft Development Plan for Morena

Figure 5-2: Land use pattern for Morena

Current Land Use Pattern Residential

20% Commercial

Industrial 2%

2% Public and semi public 6% Pubic Usage and 59% 5% Services Recreational 6% Transport and Communication

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5.5 Master Plan Provisions

Morena master plan was prepared under Madhya Pradesh Town and Country Planning Act, 1973. Master planned was prepared for duration of the year of 2021 and accordingly the landuse provisions were made for development of Morena. Following table provides the proposed landuse pattern for development of Morena.

5.5.1 Proposed Landuse Pattern

Morena Municipal Council has an area of 12 sq. km, whereas the total development area is 115.39 sq. km.

The developed land in Morena is 11.54% (1322 ha) undeveloped land (agricultural area, water bodies and unusable land) is approximately 1.59% (192 ha) and land for agricultural use is 86.87% (10025 ha) of the total land in Morena development area. Figure 5-3: Land use pattern for Morena

Current lanuse Pattern 12%

2% Agriculture land

Undevloped land

Developed land

86%

Source: Development Plan, Morena

Of the total developed area of 1322 ha, residential area occupies around 60% of the total developed area followed by transport and communication which is 20% of the total developed area. The area under industrial use and recreation is very low, namely 4.5% and 2% respectively.

According to the Draft Master Plan for Morena, the proposed land use for 2021 is considered by taking into account the future development of the city and the future population as well as their residential, commercial infrastructural and recreational needs.

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Table 5-3: Proposed Land Use & additional land required for 2021

Existing Additional % to % to Area in area area Land Use develope total Ha in Ha required in d area area (2001) 2021 (Ha) Residential 1505 50.0% 13% 794 711 Commercial 250 8.3% 2% 73 177 Industrial 150 5.0% 1% 59 91 Public and Semipublic 121 4.0% 1% 79 42 Public use 90 3.0% 1% 26 64 Recreation 301 10.0% 3% 26 275 Transport and 593 19.7% communication 5% 265 328 Total developed area 3010 26% 1322 1688 Total Land area 11539 11539 Source: Data compiled from Draft Development Plan for Morena

According to the current land use pattern, there is approximately 5.29 Ha for 1000 people (2001 population). The expected population in 2021 according to the Draft Development Plan is 4.3 lakhs. It is recommended that the land use pattern in 2021 should be 7 ha per 1000 people. Based on this land use pattern, the gross density of the city is calculated at 143 people per ha, which is considered a favorable ratio for the future development of the city.

20% Residential

Commercial

Industrial

Public and semi public 10% 50% Pubic Usage and services Recreational 3% Transport and communication 4% 5% 8%

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5.5.2 Future activities of the city

Future activities of the city are decided by considering current potential and regional benefit of the city. Following activities have proposed under master plan

• Division level administrative centre • Health services centre • Commercial and business centre with regional importance • Effective storage and distribution of Agriculture and food. • Regional level technical education centre.

5.5.3 Goal and Objectives

The main goal of the plan is “To provide proper direction to the balanced and planned future development of Morena”.

The objectives for the plan have been formulated in order to provide the proper health and education services to the citizens of the region.

Objectives of the plan are as follows:

• Proper utilization of land • Proper transport network in order to achieve significant connectivity • Services of basic services • Resettlement and service provisions of slum regions • Conservation of water sources • Development of new industrial regions

5.6 Present and Future Housing Scenario

5.6.1 Household size and Occupancy rate

There are around 23021 households in the city with an average HH size of 6.6. The residential stock is around 20428. Occupancy rate of the census houses for the town is higher than the household size, which reflects that in some houses more than one household are living together. There are total of 25990 census houses out of which only 20428 are used for residence and residence cum other use. This reflects that approximately 21% of census houses are being used for other purposes. Around 5.7% of census houses in Morena are vacant. The occupancy rate of houses is very high at 7.4.

Table 5-4 : Household Size and Occupancy rate

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Population 150959 Households 23021 HH size 6.6 Total census houses 25990 Residence and residence cum other use stock 20428 Other usage stock 5562 Occupancy rate 7.4 Source: Data obtained from Household Tables and Amenities for Madhya Pradesh. Census of India. 2001

5.6.2 Housing status assessment

Census Housing Stock Figure 5-5 : Census Housing classification

The census houses as per occupied household amenities census residential in the city reveals that only stock around 78% the houses are 78% occupied for residential purposes. Around 5.7% of the census houses are vacant and the census houses occupied occupied for other usage is vacantstock other stock 16%. 6% 16%

Occupied census housing stock and its usage

Of the total census houses (excluding vacant stock 6% aforesaid), about 11.2% are being used for shops and offices. Around 4.1% are mixed use meaning that they are being used for residential cum other usage. Other uses like factory, temples, hospitals, dispensary, guesthouses etc are also occupying the housing stock of the city.

Figure 5-6 : Occupied census housing stock and its usage

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Residence 79.3%

Residence-cum other 4.1%

Shop, Office Other non- 11.2% 2.7% School, college etc Place of worship Factory, 0.4% 0.4% Hotel, Lodge, Workshop Hospital, guest house 1.5% dispensary 0.2% 0.3%

Households and House Ownership Figure 5-7 : Ownership pattern The ownership pattern in the city as Owned per household census 2001 reveals 78.8% that around 78.8% of houses are owned, and 17.2% are rented.

Rented Any other 17.2% 4.1% Households and Housing Quality

The number of Figure 5-8 : Housing quality Residence houses is 14,000 lower than number of 12,000 Households living in 10,000 residence houses. In 8,000 addition to it around 6% of the census houses 6,000 are lying vacant. This 4,000 signifies that there are a 2,000 number of households 0 Residence HH living in Residence HH living in which do not have houses residence cum other Residence individual house to live houses use cum other or there are more than use Good Livable Dilapidated one households living in one census house. Most

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of the occupied census houses are in either good or livable condition signifies that the physical condition of housing in overall Morena town is moderate to good quality.

Households and Housing Size

Most of the houses in the city are two, four, three or six roomed. As the average household igure 5-9 : Households and Housing size (No. of rooms) occupancy is 5,000 7.4, and 4,500 maximum 4,000 number of 3,500 3,000 households 2,500 lives in 2 room 2,000 houses, the 1,500 living conditions 1,000 in most of the 500 houses will be 0 overcrowded m m s s s o o m m m and as a result o o o o o r r o o o r r r o e r the quality of sive One w e u ive rooms s & more u T hr Fo F m cl T life and ex o standard of life N Six roo Owned Rented is affected. The average household size in Morena is 6.6 and occupancy is 7.4, which again points out that there may be more than 1 families living in one house.

5.6.3 Future requirements

Table 5-5: Future Housing requirements in Morena Municipal area and in Urban agglomerations

Municipal area Household Additional Year Houses projected population size houses 2001 150959 6.6 23021 2010 192710 6.4 30111 7090 2015 220708 6.2 35598 5487 2020 252773 6 42129 6531

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Municipal area Household Additional Year Houses projected population size houses 2025 289498 5.8 49913 7784 2030 331557 5.6 59207 9293 2035 379728 5.4 70320 11113 2040 434897 5.2 83634 13314

5.7 Illegal Colonies

As per the slums records, all the 26 number of slums have been notified. Ward no.37 possesses the largest slum population amongst 39 wards while ward no.20, Indira Ward has least percentage of slum population. Hence apart from 26 numbers of slums, which has been identified from 39 wards, there are no illegal colonies in the Morena city. Also there were no records found in the municipal council pertaining to the illegal colonies in Morena. The illegal colonies can be located near the railway station and Godam Nagar. The detailed analysis for slums in Morena has been elaborated in the separate chapter for slums and urban poverty.

5.8 Future Growth and Possibilities

5.8.1 Development potentials

Strategic location of the city on the Delhi- Bhopal rail route and on NH 3 connecting Agra and Mumbai has played a vital role in the development of the city. The district is prosperous in terms of agricultural produce, and hence agro base industries have a potential here. The City being the districts headquarter attracts people from nearby regions for several purposes. The developed area is just 11 percent of the total area of the town and hence enough land is available for future development of the town. The city can be developed as a satellite city for Gwalior.

5.8.2 Development Constraints

The dismal state of Infrastructure facilities in the town is the major constraint for the development of the town. Burgeoning Slums, Health hazard due to absence of proper water supply, sewerage, sanitation and storm water drains along with Haphazard growth and unplanned development if not addressed could be the constraints in the future for the development of this area.

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5.9 City Specific Strategies and Action Plans

Slum free city strategies

Burgeoning number of slums is the major concern in the city of Morena, causing stress on the infrastructure services and thereby leading to health hazards.

There is need to identify the state and central level policies which can be applicable in the city of Morena like IHSDP for infrastructure services in the slum region. Also in-house funds development can be facilitated through state mechanism or initiated from urban local body itself.

Slum free action can be initiated by provision of basic infrastructure and affordable housing to the slum population.

There is need for spatial situation analysis of slums in Morena which can be mapped under Geographic information system.

Building approval with land ownership development plan substantiation

In order to prevent the illegal development in Morena, there is need to effective implementation of building plan approval with land ownership and development plan substantiation.

There is need for training and capacity building for staff of urban local body for skilled and efficient staff development.

The urban local body may take assistance from state government, town and country planning department and non-governmental organization for effective co-ordination of master plan and other development aspects pertaining to the development plan of Morena.

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6 Physical Infrastructure

6.1 Water Supply

6.1.1 Water Supply System

Morena Municipal Corporation is responsible for supplying water within the town. Water supply scheme was started in Morena Municipal Corporation in 1943 for the population of 11,530.

6.1.2 Sources of Water Supply

The water supply of Morena town through Morena Municipal Council is entirely dependent on borewells and handpumps (i.e groundwater) for both drinking and non-drinking purposes. Water is supplied to the major part of the town through 65 borewells.

However, some areas on the periphery of Morena council area are not covered by water supply through borewells. There are around 495 hand pumps in the Morena council area to cater to these uncovered areas.

Thus, ground water source is depleting to a large extent and there is need to shift to the surface drinking water source.

6.1.3 Water Supply Treatment and Distribution

The water is being supplied in Morena without any treatment. The water from 65 borewells and 516 hand-pumps is then distributed to different areas through 30 kms of distribution network.

6.1.4 Water Supply Storage

There are 8 elevated service reservoirs (ESR) in Morena which supply water to different areas. Apart from the ESRs there is direct supply of water from 56 borewells through pumps.

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6.1.5 Internal Distribution Networks

There are 9,884 household service connections and 102 commercial connections in Morena. The charge for new service connection is Rs. 1500 and a monthly flat rate of Rs. 40 is being charged for each connection. Table 6-1: Water Supply system in Morena Description Details Source of Water Supply Borewell and handpumps Water Supply Agency Morena Municipal Corporation Distribution Network in Kms 30 km Description regarding Storage Capacity in Lakh Litres OHT(1.5 lakh gallons)- 4 nos 22.4 LL OHT(1.0 lakh gallons)- 2 nos 7.4 LL OHT(0.5lakh gallons)- 2 nos 3.7LL Total Storage Capacity 33.58 LL Description regarding Connections Domestic 9884 Commercial 102 Total connections 9986 No of Hand Pumps 516 No ofS Bore wells 65 Source: Computed based on the data collected from Morena Municipal Council

6.1.6 Service adequacy- Comparative Analysis with UDPFI, CPHEEO Guidelines

The following table provides the comparative analysis for water supply project with CPHEEO and UDPFI guidelines. It also compliances the service level benchmarking performance indicators provided under the SLB toolkit from Ministry of Urban Development.

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Table 6-2: Performance Indicators Current Normative No. Indicators Unit Status Standard

1 Daily per capita supply Litres 76 135 2 Roads covered with distribution network Percent 0 > 100

3 Storage capacity with respect to current supply Percent 33.80 33

4 Storage capacity with respect to proposed Percent 22.64 33 supply for the next fifteen year period

5 Available Treatment capacity with respect to Percent 0 100

supply 6 Assessments covered by service connections Percent 42.9 85

7 Proportion of non-domestic service Percent 1.03 >5

connections

Source: Computed based on the data collected from Morena Municipal Council

6.1.7 Present and Future Demand and Supply Gap

Demand Assessment for Morena for current (2010-11), intermediate (2025- 26) and ultimate year (2040-41) period under water supply sector has been worked out and is tabulated below. Table 6-3: Demand assessment for Water Supply sector 2010- 2015- 2025- 2035- 2040- Particulars 11 16 26 36 41 Morena projected population 192710 220708 289498 379728 434897 WATER SUPPLY DEMAND 2010- 2015- 2025- 2035- 2040- Water Supply MLD 11 16 26 36 41 Morena water demand @ 135 lpcd for towns less than 50,000 29.92 34.26 44.94 58.95 67.52 population (15% loss considered) Existing Supply in MLD 11.40 11.40 11.40 11.40 11.40 Gap 18.5 22.9 33.5 47.6 56.1

Water Treatment Plant capacity 2010- 2015- 2025- 2035- 2040- in MLD 11 16 26 36 41 Demand for treatment plant 29.92 34.26 44.94 58.95 67.52 capacity Treated water supply 0.0 0.0 0.0 0 0.0 Gap 29.9 34.3 44.9 58.5 67.5

Water Distribution Network 2010- 2015- 2025- 2035- 2040- (Kms) 11 16 26 36 41 Existing distribution length in Kms 0.0 0.0 0.0 0.0 0.0 Road length in Kms (existing and 78.0 165.5 289.5 379.7 434.9 proposed) Gap 78.0 165.5 289.5 379.7 434.9

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2010- 2015- 2025- 2035- 2040- Particulars 11 16 26 36 41 Per Capita road length of 1.0 meter is considered for 2025-26 & 2040-41 and 0.75 is considered for 2015-16 2010- 2015- 2025- 2035- 2040- Water Service connections 11 16 26 36 41 No of Assessments 19080 21852 28663 37596 43059 No of service connections 9986 17482 24363 31957 36600 % service connections existing & 52.3 80.0 85.0 85.0 85.0 proposed Gap 32.7 5.0 0.0 0.00 0.0 Assessments increased on the basis of Assessment / population ratio Service connections are proposed to be 80% by 2015-16 2010- 2015- 2025- 2035- 2040- Storage capacity 11 16 26 36 41 Existing & Proposed Storage 3.36 3.36 3.36 3.36 3.36 Capacity in MLD Storage capacity demand in MLD 9.87 11.31 14.83 19.5 22.28 Gap in MLD 6.5 7.9 11.5 16.1 18.9 Source: Darashaw Analysis

6.1.8 SWOT Analysis- Water supply

Strengths Weaknesses • Chambal River is the nearest source • Town does not have comprehensive of surface water water supply system as of today • Good quality of water • Low per capita supply • Household service coverage is low (43%) Opportunity Threats • Citizens provided willingness to pay • Tariff revisions may face opposition after direct pipeline service is made from the citizens after provision of available supply through pipe. • Huge ground water depletion • Low quality in terms of salt contents

6.1.9 Issues

• There is a large scale demand supply gap, which is likely to widen drastically in future with respect to increase in population.

• Major source of drinking water is groundwater as entire demand is compensated through direct supply from bore wells and hand-pumps.

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There is need to shift to treated surface water supply to control the ground water depletion.

• To sustain the service level cost recovery is a major challenge for municipal council.

• Also there are no metering practices adopted to monitor the water supply. Hence in order to calculate the non revenue water (N.R.W) especially the apparent and physical losses, metering practices should be adopted least at source and transmission levels.

6.1.10 City Specific Strategies and Action Plans

• Goals and Service Outcomes

Considering the above challenges, the following goals for different horizon years have been identified in the following table. The water supply coverage and access to piped water supply in Morena needs to be enhanced to 100% by the year 2040. The per capita water supply should be maintained at an acceptable level by increasing hours of supply to 4 hours a day by 2020, subsequently achieve 24 hours water supply daily by 2030. There is an urgent need to lower the Non revenue water to 35% by the year 2020, 25% by the year 2030 and 20% by the year 2040 and achieve 100% O&M cost recovery by the year 2020. Table 6-4: Goals & Service Outcomes for Different Horizon Years Sr. Horizon Period Component No. 2020 2030 2040 1 Network Coverage 100% 100% 100% Access to piped water 2 100% 100% 100% supply 3 Per Capita Supply 135 135 135 4 Hours of Supply 4 hours daily 24 hours daily 24 hours daily 5 24x7 Water Supply - All wards All wards As per WHO As per WHO As per WHO 6 Quality of Water Standards Standards Standards 7 Non Revenue Water 35% 25% 15% 8 O&M Cost Recovery 100% 100% 100%

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• Strategies and Action Plan

Considering the current challenges and identified goals, a robust strategy for water supply should be adopted to create a water efficient Morena city. Detailed strategy is furnished below which covers policy level planning, reforms, institutional strengthening, source augmentation and service delivery aspects.

The following are brief outline of the projects which have to be taken up:

Comprehensive Water Sector Development Plan

To meet the future projected water demand of Morena, a water supply scheme has to be prepared under UIDSSMT, which will require sanctions at state and central level.

Lowering the connection costs and simplifying the procedure

The connection costs are acting as entry barriers, especially for the poor to enter into the water supply system. In addition to that, tedious documentation process further deteriorates the situation. To enhance the access to piped water supply system, the connection costs should be reduced and the documentation procedure should be simplified.

Reducing Unaccounted-for water

Leak detection studies, rehabilitation of old pipe lines should be undertaken. By legitimizing illegal connections, the Council can achieve a reduction in revenue loss to the extent of 5 – 10 percent in a short term. At a later stage removal of public water connections should be encouraged.

Energy Audit Studies

The Council should carry out a detailed energy audit of all the water supply pumping and distribution system to address the problems associated with energy.

Water Quality Studies and Monitoring

Presently water quality studies are not undertaken. However it is suggested that water analysis should be undertaken and upgraded in phases. The Council should purchase latest equipments to set up laboratories for analysis of chemicals and heavy metals. In further phase, water quality equipment may be installed online at storage reservoirs.

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• Human Resources Development

Widespread investments in the water supply sector without sufficient attention to human resource development results in poor sustainability of system. Recognizing the urgent need for capacity building at different levels in water supply sector, Council should propose to develop human resources in their organization.

6.2 Sewerage and Sanitation

6.2.1 Existing Sewerage Systems in Morena

Morena town does not have a comprehensive underground sewerage scheme as of today. There are major three nallahs as follows: nallah-1 Burial ground to Amba Bypass, nallah no.2- Ganeshpura to Signal Basti, nallah no.3- Burial ground to Signal Basti.

Dirty water flows from septic tanks in households to the gutters, thereby polluting the underground water. Some parts of the city have the closed drainage system (kaccha form) through nallah no.2 from Kabristan area of 1600 mm to Amba area. Recently, Morena Municipal council has converted one of the drainage channels having length of 1.5 km known as Nallah no. 2 from Ganeshpura to signal basti, to sewer line. Connection charges are not levied by the council on the users as of today. Most of the used water from households is being drained into existing storm water drains.

6.2.2 Means of Sewage disposal

Morena town does not have an underground drainage system. The current sewage disposal system is through septic tanks and soak-pits provided within residential premises. Sewage disposal has been in open plots in some part of the city. Ultimately the sewage flows through open channel and disposes into the nallah within the city.

6.2.3 Household Toilets (Dry Latrines and Flush Latrines)

There is approximately 60% households are covered under individual household toilets. In the new residential units, flush systems are available in the toilets, however in the old localities open defecation is being practiced which causes unhygienic conditions and environment pollution.

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6.2.4 Public Toilets

Seven Pay & Use toilets are in operation; two at Signal Basti, two near Collectorate, two at New Bus Stand and one at over bridge market. Lighting and water supply provisions here have been provided by the Municipal Council. Urinals are free while a charge of Rs. 2 and Rs. 5 are levied for the use of toilet and bathroom respectively.

6.2.5 Comparative Analysis with UDPFI and CPHEEO Guidelines

AThe UIDSSMT report for underground sewerage network and treatment has been prepared as per the CPHEEO manual on sewerage and sewerage treatment.

UDPFI guidelines suggests that small and medium towns may be encouraged for adopting low cost sanitation technologies with technical assistance from urban local bodies and involvement of NGO’s in actual implementation of such programmes. Low cost sanitation projects can be encouraged in Morena as there is no underground sewerage network and the town has discrete settlement. In that context, city investment plan has made provisions for sewerage network and low cost sanitation.

6.2.6 Present and Future Demand Supply Gap

Demand Assessment for Morena for current (2010-11), intermediate (2025- 26) and ultimate year (2040-41) period under Sewerage sector has been worked out and is tabulated below. As there is complete absence of Underground Sewer Network, Morena city requires immediate attention regarding provision of sewerage and sanitation facility. Table 6-5: Demand assessment for Sewerage sector SEWERAGE DEMAND Morena projected population 192710 220708 289498 379728 434897 Sewage generation 2010-11 2015-16 2025-26 2035-36 2040-41 Morena sewage generation 23.9 27.4 36.0 47.2 54.0 Morena proposed Sewage 0.0 0.0 0.0 0.0 0.0 Collection Gap 23.9 27.4 36.0 47.2 54.0 STP capacity in MLD 2010-11 2015-16 2025-26 2035-36 2040-41 Capacity of treatment plant demand 0.0 0.0 0.0 0.0 0.0 Gap 23.9 27.4 36.0 47.2 54.0 Sewer connections 2010-11 2015-16 2025-26 2035-36 2040-41 Proposed connections under UGSS 0 0 0 0 0 Demand for sewer connections 13356 15296 20064 26318 30141 Gap 13356.0 15296.4 20064.0 26317.5 30141.1 Sewer Network in Kms 2010-11 2015-16 2025-26 2035-36 2040-41 Sewer Network in Kms (Proposed ) 1.2 1.2 1.2 1.2 1.2

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Sewer Network Demand 66.3 140.7 246.1 322.8 369.7 Gap 65.1 139.5 244.9 321.6 368.5 Source: Darashaw Analysis

6.2.7 SWOT Analysis – Sewerage and Sanitation

Strengths Weaknesses • Morena has natural slope for • There is complete absence of U.G provision of drainage system sewerage system • Availability of land for sewage • There is no treatment plant for treatment plant treating the sewerage generated • Many household covered under • Low public awareness within individual toilets citizens Opportunity Threats • Introduction of sewer charge • Health hazards due to open services drainage and sanitation services • Funds from state government can • Health risks if opposed by citizens be made available for provision of due to high capital cost and long public toilets and services in slums. gestation period • Preparation of DPR for waste water • Willingness to pay for public toilets services can be undertaken and • Ground water contamination owing implemented to high density of septic tanks

6.2.8 Issues

• There is absence of hygienic and safe methods of sewerage disposal in the town • The major mode of disposal is septic tanks which is a cause of concern due to the potential threat it poses by polluting the groundwater • Groundwater contamination is a potential threat which also affects the drinking water quality as the entire water supply system as on date is dependent on ground water sources • Town lacks public conveniences / sanitation facilities • The service level cost recovery will be one of the major challenges for the municipal council • Existing sewer lines drain sewage into the nearby nallahs without treatment

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6.2.9 Sanitation Projects

There was no information found related to sewer and sanitation in Morena municipal council as of now. But there is immediate need of the underground sewer and public sanitation provisions required in Morena. These provisions can be made available through the UIDSSMT and IHSDP schemes provided under central and state levels.

6.2.10 City Specific Strategies and Action Plans

• Goals and Service Outcomes

Considering the above challenges, the following goals for different horizon years have been identified. The sewerage coverage and access in Morena needs to be enhanced to 85% by the year 2020, 100% by the year 2030 and be maintained 100% by the year 2040. By the year 2020, 100% of the wastewater should be treated. In addition to that, 100% O&M cost recovery is achieved by the year 2020.

To enhance the coverage of safe sanitation facilities, following goals have been identified for the different horizon years. Table 6-6: Goals & Service Outcomes for Different Horizon Years Horizon Period No. Component 2020 2030 2040 1. Network Coverage (Access) 85% 100% 100% 2. Treatment and Disposal 100% 100% 100% 3. Recycle and Reuse 10% 15% 20% 4. Recovery of O&M Costs 100% 100% 100% Public convenience facilities 5. 100% 100% 100% coverage

• Strategies and Action plan

Considering the current challenges and identified goals, a robust strategy for sewerage is adopted to achieve 100% sewerage system. The following are brief outline of the projects which have to be taken up:

Comprehensive Sewerage Master Plan

To meet the current gap and future requirements for Morena, it is proposed to carry out studies and prepare a comprehensive Sewerage Master Plan.

Sewerage Quality Studies and Monitoring

The Sewerage quality analysis needs to be undertaken. It is proposed to purchase latest equipments to establish laboratories for analysis of chemicals and heavy metals.

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Human Resources Development

Widespread investments in the sewerage sector without sufficient attention to human resource development results in poor sustainability of system. Recognizing the urgent need for capacity building at different levels in sewerage sector, it is proposed to develop human resources in their organization.

6.3 Storm Water Drainage

6.3.1 Existing Drainage System

For water drainage, there are few small open nallahs in Morena town which are not properly maintained. Due to this, dirty water keeps flowing over the roads. Table 6-7: Length of drains in Morena The town has an even topography Storm water drainage Total due to which water is not drained Kutcha drains 7.40 completely during the rains. Pucca drains – Stone lining 5.70 There are 3 major drainage channels Total 13.10 which collect the drained water and Source : Morena Municipal Council dispose off in Quarry river. Nallah no 1 – Burial Ground to Amba Bypass

Nallah no 2 – Ganeshpura to Signal Basti

Nallah no 3 – Burial ground to Signal Basti

Recently, Nallah no. 2 from Buriyal Ground (Kabristan) to Amba By-pass which is 4.5 km, has been converted to covered storm water drain. Most of the existing drains require strengthening and proper drainage network needs to be implemented in the Town.

6.3.2 Major Water Bodies

Major water bodies within Morena Municipal Council are nallahs only. Apart from nallah, Kunawari river flows through Morena region which may source surface water in future for Morena.

6.3.3 Primary, Secondary and Tertiary Drains

Primary drains are in terms of nallah no. 1, 2 and 3 as mentioned in the above sections. These nallahs carry the sewer and storm water in common, flowing through the city of Morena.

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6.3.4 Flood Prone Areas

There are no flood prone areas as such in Morena region, but during the rainy season, nallahs flowing through the city fill to its full capacity, but major flooding does not occur during the rainy season.

6.3.5 Comparative Analysis with UDPFI, CPHEEO Guidelines

There are no guidelines for comparison storm water drainage but the estimations have been made on the basis of certain thumb rules and experience of the other cities.

Table 6-8: Performance Indicators Regarding Storm water Drainage Current Normative Indicators Unit Status Standard Road length covered with pucca storm water Percent 16.79 130 drainage Proportion of Kutcha drains to total available Percent 56.48 0 drainage length Source : Computed based on the data given by Morena Municipal Council

6.3.6 SWOT Analysis – Storm Water Drainage

Strengths Weaknesses • Natural slope towards nallah • Primary drains contaminating the storm water collected through • No flood prone areas in the city natural drainage system. • Disposal of solid waste into the nallah Opportunity Threats • Scope for reuse and recycle of • Lack of public awareness for use of storm water drainage polythene. • Health hazards due to negligence for cleanliness • Availability of land for treatment and disposal

6.3.7 Issues

• Town has highly inadequate storm water drains and 56% of the available drains are kutcha • Entire waste water has been flowing along with the primary drains through major nallahs thereby contaminating the storm water collected through natural drainage system

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• Disposal of solid waste in major nallahs causes water logging and pollution of water • There is no recycle or reuse of storm water drainage for agriculture or other purpose

6.3.8 City Specific Strategies and action plan

• Goals and service outcomes

To enhance the coverage of storm water drains, following goals have been identified for different horizon years. Table 6-9: Goals & Service Outcomes for Different Horizon Years Horizon Period No. Component 2020 2030 2040 Network Coverage 1 100% 100% 100% (Access) 3 Recycle and Reuse 10% 20% 30% 4 Recovery of O&M Costs 100% 100% 100%

• Strategies

Primary Drain Rehabilitation and Improvement Program

The drains are inadequate to handle the flash floods as they are not systematically designed and are not fully constructed in some sections. A significant reduction in depth and width are noticed due to situation and encroachment of drain bunds. To alleviate these, a rehabilitation and improvement program is recommended. The program would aim at the following: • Improvement measures such as widening and deepening and construction of sidewalls • Construction of sidewalls to confirm to uniform cross-section in built up areas • Diversion of drains at critical sections • Construction of cross- drainage works

Conservation of Water Bodies

As discussed, conservation of water bodies is an immediate priority for Morena. Though initiatives are being undertaken, a large-scale program is pertinent to restore the water bodies to their original shape and conserve them as recharge structures.

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Protection of Environmental Resources

The first and foremost intervention is the protection of environmental resources. Protection of water bodies, waterways and open spaces from further encroachments would be carried out in a co-ordinated way.

6.4 Solid Waste Management

6.4.1 Quantity of Waste Generated

Morena Town generates around 50 tons of garbage per day at the rate of 260 grams per capita per day (2010 population). However there is no door to door collection and waste segregation practices. There is no provision for disposing solid waste and hence when it is dumped by the Council in pits, it causes the environment as well as underground water to get polluted.

6.4.2 Constituents of Municipal Waste

There is no information available on the constituents of municipal solid waste as such from Morena Municipal Council. But after discussions with the municipal officials and based on their perception, as Morena is a major residential area, organic waste constitutes about 60% of the municipal waste; 20% is constituted by plastic and remaining 20% by other unidentified solid waste.

6.4.3 Primary and Secondary Collection

Approximately 15 tons of garbage is being collected from across the town. 30 road side bins have been placed all over the town, each having the capacity of around 1 ton for waste collection. Additionally there are around 60 collection points where solid waste is dumped on ground and is collected.

As a part of collection system, there are approximately 200 wheel barrow, 8 tractors with trolley, 2 dumper placers, 1 JCB and 2 loaders to collect garbage from the bins and collection points.

Morena Municipal Council has permanent staff strength of approximately 150 employees. There is 1 health officer, 1 sanitary inspector, 8 safai darogha, and other around 350 temporary conservancy workers and sweepers, involved in road sweeping and solid waste collection.

6.4.4 Waste Storage and Segregation

As discussed earlier, there are no provision of segregation of waste at source and secondary collection level. As there is no door to door collection system,

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the waste is being stored in secondary bins in terms of bins of 1 ton capacity with additional collection points provided at different parts of the city.

6.4.5 Processing and Disposal

Eight tractor trailors and 2 dumper placers are in operation for secondary waste collection system and disposal, each making 2 trips a day. Morena has disposal site at a distance of 10 kms from the town. However, the land is under dispute and is not being used for garbage disposal. The solid waste collected is being dumped at several places at the outskirts of the town as per the land available. This practice is acting as a major threat to the residents. Currently, the waste is being dumped without treatment.

6.4.6 Reuse and Recycle

As of now there is no reuse and recycling practice from Morena Municipal council.

6.4.7 Vehicles for Solid Waste Collection and Transportation

For secondary collection system, there are approximately 200 wheel barrow, 8 tractors with trolley, 2 dumper placers, 1 JCB and 2 loaders to collect garbage from the bins and collection points.

6.4.8 Estimation of Waste Collection

Current estimation of solid waste collection has been mentioned below after considering the 0.4 adjustment factor for number of tractor trailer trips. Table 6-10: Vehicles deployed for secondary waste collection & disposal Capacity after 0.4 Volumetric Vehicle type Number Trips adjustment factor capacity in Ton Tractor trailer 8 2 0.8 12.8 407 dumper 2 2 0.8 3.2 Total waste disposed on open land 16.0 Source: Morena Municipal Council

6.4.9 Comparative Analysis with UDPFI Guidelines

Following table provides the comparative analysis with UDPFI and CPHEEO guidelines Table 6-11 Performance Indicators Normative Indicators Unit Current Status Standard Waste generation per Capita per day Grams 260 350-450

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Normative Indicators Unit Current Status Standard Collection efficiency Percent 50 100 Door to Door collection efficiency Percent Nil 100 Conservancy staff per Km (including Persons 6.4 2 temporary workers) % Capacity of Fleet vehicles to waste Percent 26.66 generated Source: Computed based on the data collected from Morena Municipal Council

6.4.10 Present and Future Demand and Supply Gap

Following table provides the information on the estimation of waste collection, in terms of number of solid waste container required, on the certain norms on the composition of the solid waste and collection practices. Table 6-12 Requirement of solid waste containers N Description of 2010- 2015- 2025- 2040- Norms o. Parameters 11 16 26 41 MSW generation Projection 1 in all Residential 40.5 50.2 72.7 133 Households (TPD)

50% by weight Biodegradable content 2 of total MSW 25 31.05 45 75 composition (TPD) generation

Non Biodegradable 35% by weight 21.73 3 (Recyclable, Recoverable, of total MSW 17.5 31.5 52.5 5 for RDF etc)(TPD) gen/day Bulk density of MSW 4 0.4 T/ m3 0.4 0.4 0.4 0.4 (T/m3)

Storage volume for 5 TPD/Density 63 78 113 188 Biodegradable waste (m3)

50% additional storage volume to avoid 50% 31 39 56 94 6 spillage(m3) Total Biodegradable 94 116 169 281 storage volume(m3) Requirement of 1100 liters HDPE R.C wheely bin containers Storage 7 For Storage Volume (Nos) Volume/Bin 85 106 153 256 Capacity Spare at (Nos) 10% 9 11 15 26

Total Bins (1100 ltr) 94 117 168 282

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N Description of 2010- 2015- 2025- 2040- Norms o. Parameters 11 16 26 41 With Bulk density of 0.4 T/m3 Storage volume for 8 TPD/Density 44 54 79 131 Non Biodegradable waste(m3) 50% additional storage volume to avoid 50% 22 27 39 66 spillage(m3) 9 Total Non Biodegradable 66 82 118 197 MSW volume(m3) Requirement of 660 liters HDPE R.C wheely bin containers Storage 10 For Storage Volume (Nos) Volume/Bin 99 123 179 298 Capacity Spare at (Nos) 10% 10 12 18 30 Total Bins (660 ltr) (Nos) 109 136 197 328

Requirement of wheely bin R.C containers for storing waste collected from HTH from residential House hold 1100 liters capacity (Nos): Say 100 120 170 290 660 liters capacity (Nos): Say 110 140 200 330

Following table provides the future demand and supply gaps for municipal solid waste management. Per capita grams solid waste generated has been increased by 2% per year with 2010-11 as base year. Along with it the number of pushcarts and sweepers required for municipal solid waste has been estimated with consideration of certain norms and standards. Table 6-13 Requirement of pushcarts 2010- 2015- 2025- 2040- No. Description of Parameters Norms 11 16 26 41 210 gms per 1 Morena waste generation in MT capita per day 2 Total Length of Roads (km) 195 221 290 434 Required road length 195 221 290 434 Road length to be swept 195 221 290 434 manually (km) ▪ Daily sweeping of length of 60% 117 133 174 261 3 road (Km) ▪ Alternate day sweeping (Km) 20% 39 44 58 87 ▪ Once a week sweeping (Km) 20% 39 44 58 87

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2010- 2015- 2025- 2040- No. Description of Parameters Norms 11 16 26 41 Sweepers Requirement at 1 per 750 average of 1 per 750 running running meter length / day on both sides Meter sweeping 4 ▪ Daily (Nos) 156 178 232 348 ▪ Alternate day (Nos) 26 30 39 58 ▪ Weekly (Nos) 8 9 12 17 Sweepers Requirement for 5 190 217 283 423 Street sweeping (Nos) Push carts at 1 for gang of 2 6 95 109 142 212 workers (nos) 7 Spare at (nos) 10% 10 11 14 21 Total no of pushcarts requirement for street 105 120 156 233 sweeping (Nos)

6.4.11 SWOT Analysis - Solid Waste Management

Strengths Weaknesses • Strong citizens desire for Morena to • Town does not have door to door be a clean city collection system • Sufficient labour available to • No segregation at source handle the MSW of Morena • Council does not in compliance with MSW handling rules, 2000 • No facility for biomedical waste collection Opportunity Threats • Scope of PPP in terms of collection, • Lack of public awareness for use of transportation and disposal of polythene. waste • Health hazards due to negligence for cleanliness • Availability of land for treatment and disposal

6.4.12 Issues

• Morena town has not adopted Door-to-Door Collection and Waste Segregation system • Town does not have a waste treatment plant • Town has inadequate vehicle capacity for transporting the waste to the disposal site • Collection efficiency is low • Solid waste is being dumped on open grounds within and outside the town without any proper procedure and treatment

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6.4.13 City Specific Strategies and Action Plans

• Goals and Service Outcomes

The local body should effectively involve the private sector in delivering the solid waste management service. The rationale for private sector participation includes attracting project funding, new technology, cost savings and service delivery improvements. Table 6-14: Goals & Service Outcomes for Different Horizon Years Sr. Horizon Period Component No. 2020 2030 2040 1 Door to Door Collection 100% 100% 100% 2 Source Segregation 100% 100% 100% 3 Secondary Collection 100% 100% 100% 4 Treatment & Disposal 100% 100% 100% 5 Cost Recovery Mechanism 100% 100% 100% 6 Private Sector Participation Partial Full Full

In order to achieve above outcomes, and to address above discussed deficiencies in each of the solid waste management component have been identified and the strategies for improvement both in physical and financial terms are elaborated in the following sections.

• Strategies and Action plan

Storage of Waste at Source

Highest priority has to be accorded for Segregation & Storage at source irrespective of the area of generation so as to facilitate an organized and environmentally acceptable waste collection, processing and disposal system. Source segregation of Recyclables and biodegradable (organic waste) will not only provide an efficient way for resource recovery, but will also substantially reduce the pressure and pollution in Landfill sites.

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Collection Deficiencies

The following measures have been recommended for improving the primary collection practices at Morena- • Phased implementation of ‘Door-to-Door collection System’ through community organizations by mobilizing, facilitating, organizing and supporting community activities with the help of local NGOs. • Installation of ‘Community Storage Bins’ in areas where house-to- house collection cannot be implemented. • Expanding the ‘Voluntary Garbage Disposal Scheme’ for more number of restaurants/hotels and commercial establishments. • Placement of dumper containers sufficient in number at markets for ensuring that all the vendors place the waste in the containers. • Persuading the hospitals / clinics to be part of the existing biomedical waste management facility in the suburbs of the city.

It is recommended to collect Non-bio degradable waste separately from premises where door-to-door / kerb side collections are organized. Primary Collection system should be initiated by introducing Multi-bin carts (Push carts / Tricycles), semi mechanized systems like refuse collectors. Separate collection vehicles should collect the non-biodegradable waste stored in separate bin.

Secondary waste Collection & Transportation

Key information on vehicle movement and deployment is not clearly monitored by ULBs. In view of the criticality of this information in assessing the collection and disposal efficiency of the local body, it is recommended that a standard register at the disposal site and transfer station be maintained. The register should contain information on each of the vehicle trips at both the locations and the origin of waste collection. A summary of this information would be prepared at the end of the day, to be verified by the health officer. In order to address the collection gap, it is recommended to procure new vehicles, loaders and placers.

Processing & Disposal

The characteristics and quantity of solid waste generated in the city primarily influence the disposal options. Considering these aspects, it is recommended to develop a landfill site for safe disposal of solid waste of Morena. The disposal strategies for Morena will be to:

Compost the organic fraction of the waste • Sanitary land filling of inorganic fraction of waste and the compost rejects

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• Encourage local level aerobic vermi composting • Educating the community on 4R strategy (Reduce, Reuse. Recycle and Recover) Capital investment for the proposed interventions is presented in the investment plan

6.5 Traffic and Transportation

Morena is well connected by rail and road network with the major Indian cities of Delhi, Mumbai, Chennai, Kolkata, Ahmedabad, Hyderabad, Bhopal, Indore, Gwalior, Jaipur, and Agra. On central railway, it lies on important routes of Delhi-Mumbai and Delhi-Chennai. It is located on the important North-South corridor of the road network. Air services are not available in the town and the nearest airport is situated at a distance of 40km in Gwalior.

6.5.1 Existing traffic and transportation scenario

The total road length in Morena municipal area is approximately 195 km as per the data given by the officials.

The roads that witness the majority of the traffic of the town are: Nehru road Sadar road Dharamshala road Ganj road Gopalpura road Vankhandeshwar road

6.5.2 Vehicle Population

Following tables provides the vehicle population for Morena district. The information has been collated from department of transport, Madhya Pradesh. Table 6-15: number of vehicles in Morena district Particulars Commercial Non-commercial Newly registered vehicles in 375 7024 Morena district Total number of registered 6406 82451 Vehicles in Morena district

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Table 6-16: number of vehicles in Morena municipal council

Taxi Three Passenger District Car Jeep cabs wheelers vehicles Morena 1577 658 79 353 695 Morena Municipal Council 1104 461 55 247 487

Table 6-17: number of vehicles in Morena municipal council Goods Two Other District Tractors Trailors vehicles wheelers vehicles Morena 2893 54088 16438 6646 465 Morena Municipal 2025 37862 11507 4652 326 Council

6.5.3 Agencies in traffic and transportation

The traffic system is regulated under the Regional Transport Office, Morena district, under Chambal division of Madhya Pradesh Transport Department. The public transport system is operated under private and state bus transport system.

6.5.4 Public Transport

There is no provision for public transport within the city. Being a small city like Morena it requires the para-transit mode of transport than the intercity public transport system. But for daily travelers towards Gwalior require immediate bus service from Morena on rapid transit basis.

6.5.5 Bus Stand infrastructure

The bus stand is located on NH-3 over an area of around 1 Ha. It is approximately at a distance of 3 kms from the railway station. Currently the infrastructure of the bus stand is self sufficient for meeting the travel/ transportation needs. However, going ahead, there is a need for upgrading the current facilities/ infrastructure and increasing its capacity.

Bus Depot

Bus depot of MP State Road Transport is located on station road over an area of around 3 Ha. Currently, the bus depot is located in the centre of the town leading to improper land-use.

Railway Station and Parcel Office

The railway station and parcel office is located in the city centre. The current needs are handled by the railway station and parcel office. However, with

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the development of the town in future, the facilities of the railway station, parcel office, parcel handling zone etc may need to be upgraded/ expanded.

6.5.6 Traffic Management and Circulation

• City level road network

The total road length within Morena Municipal area is 195 km. Out of 195 km, 64 km are of WBM and Black top each, 40 km are made up of Cement Concrete, and kutcha roads constitute 27 km. The road details have been provided in the following table. Table 6-18: Existing road details Type of Road Road length in km % to total Kutcha Road 27 14% WBM 64 33% Black Top 64 33% Cement Concrete road 40 21% Total 195 S o u r c e : D a t a c o l l e c t e d f r o m M o r e n a M u n i c i p a l C o u n c i l

6.5.7 Inter City Transport

There is no public intercity bus transport facility in the city of Morena. Looking at the earlier scenario of occupation pattern, there was no immediate need of intercity bus transport in Morena city. But now, as a large scale of working population travels towards Gwalior daily, Morena is in immediate need of intercity bus transport system in order to reduce the vehicle traffic within the city.

6.5.8 Intermediate Public Transport

As mentioned in the earlier sections as Morena is a district centre, there is provision of one bus stand and bus depot of MPSRTC. The main mode of mass / regional transportation is trains and buses operated by Private Transport Owners and MP state transport. Around 234 trips per day are made by the state transport buses to places like Gwalior, Bhind, Guna and Agra. The number of trips made by private buses is even higher than state transport bus trips.

6.5.9 Parking Requirements

There is no provision of parking at major commercial spaces causing congestion at major junctions. The irregular parking is affecting width of major commercial roads thereby creating narrow roads for traffic movement.

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6.5.10 Present and Future Demand and Supply Gap

Following table provides the information of present and future demand and supply gaps for roads in Morena city. The road length demand has been estimated on the bases of 1.0 km of road length per capita. Table 6-19: Demand assessment for Traffic and Transportation sector Road network in kms 2010-11 2015-16 2025-26 2040-41 Existing road network in kms 195.0 195.0 195.0 195.0 Road length demand 195.0 220.7 289.5 434.9 Gap 0.0 25.7 94.5 239.9 Source: Darashaw Analysis

6.5.11 Comparative analysis with UDPFI, other guidelines

The demand and supply gap estimated above based on the Indian Road congress, service level benchmark of urban transport issued from ministry of urban development Government of India. Table 6-20: comparative guidelines with UDPFI Norms Current Status Type of Roads Carriage ROW Carriage way ROW Way Arterial Road 50-60 m 21 m 40 m 150 m Sub-Arterial Road 30-40 m 14 m 20-25 m 10 m Collector Street 20-30 m 10.5 m 10 m 7 m Local Street 10-20 m 7.5 m 7-8 m 5 m

During the visual survey of roads, there are not footpaths along the major roads as UDPFI mentioned that there is need of footpath of at least 1.5 m with capacity of 800 persons in both directions.

6.5.12 SWOT analysis – Traffic and Transportation

Strengths Weaknesses • Huge potential to develop in terms • There are no parking provisions of transport services • Absence of organized para-transit and public transport facilities Opportunity Threats • PPP participation for parking and • Encroachment on Morena roads; public transport services thereby narrowing it • Non-availability of funds for road construction and maintenance

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6.5.13 Issues

• The old areas of the town have very narrow lanes and are inaccessible by fire tenders in case of disaster and fire accidents. • Major arterial roads connecting bus stand are narrow and encroached, creating congestion. • There are no parking provisions or area available for parking on major commercial streets. • Intersections are poor in geometrics leading to increasing number of accidents.

6.5.14 Key Challenges

The Main arterial road of Morena connecting the capital city Bhopal is narrow and encroached creating congestion. Most of the roads in the town are Kutcha and in bad condition. The road intersections are poor in geometrics.

Given the complexity of the problem, it is evident that is isolated solutions directed at one or two facets such as building flyovers, road widening etc., will at best assuage the problem temporarily but will not be able tackle the problem comprehensively. Only a multifaceted approach duly integrating land use with transportation at the planning stage as a long term measure to structurally integrate this sector with the overall growth of the Urban Area will be able to give best benefits at least possible cost. It is felt that an overall vision and strategies for the sector formulated with concerted and sustained campaign duly addressing issues as under will be able to address transportation related problems comprehensively.

• Goals and service outcomes

To improve the status of Transportation services in the city following goals have been identified for different horizon years. Table 6-21: Goals & Service Outcomes for Different Horizon Years Horizon Period No. Component 2020 2030 2040 Road network as a % of 1 10% 15% 15% total area 2 Share of Public Transport 50% 75% 100% Traffic Management with 3 100% 100% 100% signal provisions Sidewalks length to Total 50% of the 75% of the 100% of the 4 road length requirement requirement requirement 25% of the 60% of the 100% of the 5 Effective Parking policies requirement requirement requirement 25% 6 Road accidents 50% reduction 70% reduction reduction

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• Strategies and Action plan

• Short term measures including immediate trouble shooting actions and Traffic Management actions such as intersection improvement, signalization etc., should be taken up regularly. These measures should be taken up on a continuous basis as the travel characteristics and loading of different links, intersections etc., change very frequently owing to the natural growth and changes in land use.

• Medium term action plan aimed at development of transport infrastructure over a perspective plan period of 5-10 years should bring about coordinated development among different components. These measures typically will include various infrastructure projects, which will be directed at network improvements such as parallel roads, link roads, slip roads, bridges and flyovers.

• Long-term action plan aimed at development of structure plan for the Urban Area with Transit as one of the lead components, which will direct the urban growth so as to bring about a structural fit between transit infrastructure and Urban Growth. This will also examine a comprehensive multi-modal public transit system to bring about the most optimal mix of commuting within the Urban Area and thus providing a sustainable transit solution.

6.6 Street Lighting and Fire Fighting

6.6.1 Existing Situation of Street Lights

Morena has 3244 street lights positioned all over the Municipal area in which 2000 lights are 250 W Sodium Vapor lamps and 600 lights are 150 W Sodium Vapor lamps. As a part of energy saving mechanism, Municipal Council has placed 400 number of energy saving street lights across 39 wards of the council.

Table 6-22 : Connected load details 250 W Sodium Vapor Lamps Number of Lamps 210 nos Wattage of each Lamp 250 W Wattage of Ballast 30 W Total Wattage of 1 lamp 280 W Total Load 58800 W 150 W Sodium Vapor Lamps Number of Lamps 174 nos Wattage of each Lamp 150 W Wattage of Ballast 30 W Total Wattage of 1 lamp 180 W Total Load 31320 W

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Total Connected Load 130520 W

6.6.2 Present and Future Demand and Supply Gap

Demand Assessment for Morena for current (2010-11), intermediate (2025- 26) and ultimate year (2040-41) period under street lighting sector has been worked out and is tabulated below. Table 6-23 : Demand assessment for Street lighting sector Street Lighting 2010-11 2015-16 2025-26 2040-41 Morena existing lights 3244 3244 3244 3244 Road length in Kms 195.0 220.7 289.5 434.9 Street light demand @ one 6500 7357 9650 14497 light per 30 m Gap 3256 4113 6406 11253 S o u r c e : D a r a s h a w a n a l y s i s

6.6.3 Comparative Analysis with UDPFI

Following table provides the performance indicators for street lights estimated on the basis of norms and standards from certain experiences and thumb rules, as there are no UDPFI guidelines for street lights.

Table 6-24: Performance Indicators regarding Street Lighting Current Norms / Indicators Unit status Standards Spacing between lamps (including kutcha Meters 60 30 roads) Proportion of tube lights W.R.T to total Percent NIL 60 Proportion of energy saving light fittings to Percent 12 100 total Source : Computed based on the data collected from Morena Municipal council

6.6.4 SWOT analysis – Street-lighting

Strengths Weaknesses • Huge scope for development in • Large spacing of street lights terms of street light services • High consumption of electricity through high power fixtures • Lack of street light service • Less staff for street light and fire fighting services Opportunity Threats • Energy saving initiatives can be • Power theft through street lights

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implemented • Lack of monitoring and • Energy auditing regularization

6.6.5 Issues

• Spacing between lights is around 60 meters against the standard spacing of 30 meters • Town does not have any tube lights in the form of street lighting. Entire street lighting system is under sodium vapor lamp.

6.6.6 City Specific Strategies and Action Plans

• Energy Efficiency Initiative

Increasing energy efficiency will assist the ULB’s and municipalities in expanding infrastructure and improving services for public (especially in the context of energy price increases), and shift activities to more sustainable directions. It generates environmental benefits through reduced emissions of greenhouse gases and local air pollutants. It also stimulates new services, creating value and local jobs. Improving energy efficiency both by reducing quantities of energy consumed and by changing processes, offers a powerful tool for achieving sustainable development by reducing the need for investment in energy infrastructure and by cutting fuel costs.

• Recommendations for Replacement of Street Lights

Replacement of 600 Nos 150 W High Pressure Sodium Vapor with 55 W LED lights Table 6-25: Investment analysis and payback (150 W HPSV lamps) HPSV Sr. No. Type of Fixture Calculation Unit LED (55) (150) [A] [B] Working 1 - Hrs/Day/Fixture 12 12 Hours/Day Power 2 - KW/Day/Fixture 1.8 0.66 Consumption Annual Power KW/Annum/Fixt 3 [2] x 365 657 240.9 Consumption ure KW/Annum/Fixt 4 Power Saving [A]-[B], [A]-[C] 0 416.1 ure Total Nos of 5 Nos 600 600 Fixtures Total Power 6 [4] x [5] KW/Annum 0 249660 Saving

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HPSV Sr. No. Type of Fixture Calculation Unit LED (55) (150) Monetary 7 2.75x [6] Rs/Annum 0 686565 Saving 8 Life of Lamp - Years 2.2 12

9 Cost of Lamp - Rs/lamp 0 - Replacement [5] x [9] x 12/ 10 Rs/12 Yrs 0 Cost [8] 11 Cost of Fixture - Rs/Fixture 6000 15000 Total Cost of 12 [5] x [11] Rs 3600000 9000000 Fixtures Maintenance 13 - % 10 0.5 Cost Total [12] x [13]/ 14 Maintenance Rs/12 Yrs 360000 45000 100 Cost Maintenance 15 [14]/12 Rs/Yr 30000 3750 Cost Salvage Value 16 of HPSV Fixture [12A] x 0.5 Rs - 0 @ 50% [10] + [12] – 17 Net Investment Rs 3600000 9003750 [16] 18 Net Saving [7] - [15] Rs/Annum - 682815 Payback 19 12 x [17]/ [18] Month - 158.23 Period Source: Darashaw analysis

The table below shows the investment analysis and payback for replacing the 2000 nos 250 W HPSV lamps Table 6-26: Investment analysis and payback (250 W HPSV lamps) Sr. HPSV LED Type of Fixture Calculation Unit No. (250) (130) [A] [B] Working 1 - Hrs/Day/Fixture 12 12 Hours/Day Power 2 - KW/Day/Fixture 3 1.56 Consumption Annual Power 3 [2] x 365 KW/Annum/Fixture 1095 569.4 Consumption [A]-[B], [A]- 4 Power Saving KW/Annum/Fixture 0 525.6 [C] Total Nos of 5 Nos 2000 2000 Fixtures Total Power 6 [4] x [5] KW/Annum 0 1051200 Saving 7 Monetary Saving 2.75x [6] Rs/Annum 0 2890800

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Sr. HPSV LED Type of Fixture Calculation Unit No. (250) (130) 8 Life of Lamp - Years 2.2 12

9 Cost of Lamp - Rs/lamp 550 - [5] x [9] x 10 Replacement Cost Rs/12 Yrs 6000000 12/ [8] 11 Cost of Fixture - Rs/Fixture 8000 32000 Total Cost of 6400000 12 [5] x [11] Rs 16000000 Fixtures 0 13 Maintenance Cost - % 10 0.5 Total Maintenance [12] x [13]/ 14 Rs/12 Yrs 1600000 320000 Cost 100 15 Maintenance Cost [14]/12 Rs/Yr 133333.33 26666.66 Salvage Value of 16 HPSV Fixture @ [12A] x 0.5 Rs - 8000000 50% [10] + [12] – 5602666 17 Net Investment Rs 22000000 [16] 6 18 Net Saving [7] - [15] Rs/Annum - 2864133 12 x [17]/ 19 Payback Period Month - 234.73 [18]

From the above recommendations we can achieve a total savings of around 1051200 KW per annum and monetary savings of Rs 28,64,133 per annum.

6.6.7 Fire Service

Morena municipal council provides fire services in order to avoid anthropogenic hazards like fire etc. There are two fire fighting trucks under Morena municipal council. Municipal council has six numbers of firemen along with one head fireman.

6.6.8 Vehicle and Equipments for fire fighting and rescue operations

As mentioned earlier Morena municipal council has two number of fire trucks fully equipped to control the anthropogenic hazards within the city. Considering the industrial potential of the region these services plays significant role to control the fire hazards.

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6.6.9 Operational Systems

Fire system is completely operational to control the anthropogenic hazard and fire mishap for Morena Municipal Council. However, the urban local body requires the training and capacity building to improve the fire operational system in terms of manpower and management.

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7 Socio-economic Infrastructure

7.1 Education

7.1.1 Overall Education Facilities

Morena has three colleges; one Government College for post graduate studies, one Government recognized college and an unrecognized college. Morena also has one Polytechnic College which provides technical education. This Polytechnic college is situated at Amba Road. Apart from this, an ITI Institute and a B.Ed College also exist at Morena. For higher studies, students at Morena have to depend on colleges at Gwalior.

Morena has 5 higher secondary schools, 21 secondary schools and 45 primary schools. The list of higher secondary and secondary schools has been provided below- Table 7-1: List of Higher Secondary Schools in Morena

S. No. Higher Secondary School 1 Government Excellent Higher Secondary School 2 Government Higher Secondary School No. 2

3 Government Higher Secondary School G.D. Chowk 4 Government Higher Secondary School No. 1

5S Government High school No. 2 ource: Data collected from Morena Municipal Council

7.1.2 Literacy Indicators

As per census 2001, literacy levels in Morena Municipal area is lower than that of MP state urban Table 7-2: : Literacy levels and its literacy levels and higher comparison than that of Morena urban district literacy level. In Literacy levels Total Male Female Morena Municipal area, Morena municipal area 77.51 87.55 65.53 77.5% of total population In Morena urban district 75.62 86.86 62.30 (excluding 0-6 years of age) In MP state urban 79.39 87.39 70.47 is literates of which males Source: Census of India, 2001 accounted for 87.55% and females accounted for 65.53%. Literacy levels in Morena and its comparison with state urban and district urban figures are shown in the adjoining table.

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7.1.3 Education Facilities Provided by Municipal Council

There are no educational facilities provided by Morena Municipal Council. All the schools and colleges administered by state education department of Madhya Pradesh. Table 7-3 : List of Higher Secondary Schools in Morena

S.No Higher Secondary School 1 Government Excellent Higher Secondary School

2 Government Higher Secondary School No. 2 3 Government Higher Secondary School G.D. Chowk 4 Government Girls Higher Secondary School No. 1 5 Government Girls High school No. 2

6 G.D. Jain High school Source: data collected from Morena Municipal Council

7.2 Health

7.2.1 Health Facilities

District Hospital, Morena caters to the patients of the town as well as those from nearby areas. However, for specialized healthcare services, patients have to depend on hospitals in Gwalior. The district hospital in Morena is spread over an area of 13.26 Ha which houses the health centre as well as staff accommodation. As Morena is the regional headquarter, it is required that the District Hospital should be converted into a 500-bed hospital to cater to patients of Morena, Shopur and Bhind districts. Table 7-4 : List of Hospitals in Morena No. Hospital Location No. of beds 1 District Hospital, Morena Nehru Marg 258 2 Parvati Nursing Home Jail Road 30 Near Municipal 3 Rathi Nursing Home 30 Corporation 4 Sighal Nursing Home Mill Area Road 30 5 Sumi Nursing Home Housing Board Colony 30 6 Agrawal Nursing Home Near SP’s Bungalow 30

7 R. S. Hospital M. S. Road 30 8 Garg Nursing Home Jeevajiganj 30

9 Maheshwari Nursing Home M. S. Road 30 10 Vidyavati Hospital Near SP’s Bungalow 30 Total 528

Source: Data collected from Morena Municipal Council

There is one veterinary hospital in Morena which caters to the needs of the region. It is spread across 2.00 Ha land. However, it does not have modern

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treatment facilities and people have to depend upon similar facilities available at Gwalior for the same.

7.2.2 Basic Health Indicators

There is no information available in relation to basic health indicators specific to Morena municipal council.

7.2.3 Medical Facilities Provided By Municipal Body

There are no medical facilities provided by urban local body as of now. Citizens of Morena town depend on the district hospital for general medical facilities.

7.2.4 Role of Municipal Council in Health Programs

The department of public health and family welfare is responsible for the health related factors in the state of Madhya Pradesh. This department organizes several health campaigns initiated by state and central government and monitors the health indicators of the state. Major role of the municipal council is to assist the state official in the health campaigning and awareness programmes launched for the citizens. However, basic health facilities are provided through district hospital in Morena and Public Health Centres administered by Public Health and Family Welfare Department of State Government. Looking at the development of Morena and its future growth prospects, it is important to initiate and strengthen the health facility services from municipal council itself to provide the effective health services to the citizens of Morena.

7.3 Recreational Facilities

The Town has 4 Gardens and 1 Play Ground, but these facilities are inadequate for the population in Morena. Hence, open spaces at various areas are being used as play grounds. For indoor sports activities, a stadium is also provided. There are 2 open grounds for exhibitions and public gatherings. The town has two community halls which provide space for community gatherings and activities.

Morena has two Cinema halls for entertainment purposes and only one hotel for boarding and lodging purposes. The town has few good gardens and parks which are not maintained well. These can be developed for providing recreational facilities.

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7.3.1 Sports Facilities

As mentioned in the earlier section, Morena municipal council has total three open grounds out of which grounds have utilized for exhibitions and public gatherings. Apart from the open ground there has been no sports facility provided under Morena municipal council.

7.4 Other Amenities

Town has good banking facilities having branches of Bank of India, Union Bank and numerous ATMs. The Banks exist right in front of the Municpal Council and ATMs are spread out on the roads leading to Barrier Circle. Morena has one Agricultural Produce Market located near Mandi. Morena has one municipal office, one located opposite to the Government Hospital.

Morena has 3 Crematoriums located in ward Nos. 05, 08, 11 in which burial ground in ward No. 05 is well developed whereas only sheds have been provided in other burial grounds. The Crematorium at ward no. 5 has a garden as well as a temple in the premises and has 5 sheds for cremations. But the crematorium does not have any electric cremation.

7.5 Comparative Analysis with UDPFI

Following table provides the information on the comparative analysis with UDPFI guidelines and the demand and supply gap for social infrastructure in Morena Municipal Council.

• Demand and Supply Gap for Health Facilities

Table 7-5: Demand assessment for Health facilities 2010- 2015- 2025- 2035- 2040- Particulars 11 16 26 36 41 Morena projected population 192710 220708 289498 379728 434897 HEALTH INFRASTRUCURE DEMAND No of Primary health center 2 2 2 2 2 required No of Primary health center 2 2 2 2 2 existing Gap 0 0 0 0 0 No of beds existing 528 528 528 528 528 Bed requirements @ 1 per 500 385 441 579 759 870 person Gap -143 -87 51 180 342

• Demand and Supply Gap for Education

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Demand Assessment for Morena for current (2010-11), intermediate (2025- 26) and ultimate year (2040-41) period under Education sector has been worked out and is tabulated below. Table 7-6: Demand assessment for Recreational facilities Particulars 2010-11 2015-16 2025-26 2040-41 Morena projected population 192710 220708 289498 434897 Primary Schools in Nos 2010-11 2015-16 2025-26 2040-41 No of primary schools existing 45 45 45 45 Demand for primary schools 39 44 58 87 Gap -6 -1 13 42 Higher Secondary Schools in Nos 2010-11 2015-16 2025-26 2040-41 Higher Secondary Schools existing 5 5 5 5 Demand for Higher Secondary Schools 26 29 39 58 Gap 21 24 34 53 Colleges in Nos 2010-11 2015-16 2025-26 2040-41 Existing colleges 3 3 3 3 Demand for colleges 2 2 2 3 Gap -1 -1 -1 0

• Demand and Supply Gaps for Recreation services

Demand Assessment for Morena for current (2010-11), intermediate (2025- 26) and ultimate year (2040-41) period under Recreational facilities has been worked out and is tabulated below. Table 7-7: Demand assessment for Recreational facilities Particulars 2010-11 2015-16 2025-26 2040-41 Morena projected population 192710 220708 289498 434897 Parks in Hectares

Area demand for recreational open 270 309 405 609 spaces in Hectares Community Hall in Nos Community Hall existing 22 2 2 Community hall demand 13 15 19 29 Gap 11 13 17 27 Source: Analysis using standards from UDPFI

7.6 SWOT Analysis - Social Infrastructure

Strengths Weaknesses • Potential to develop as health and • Town lacks sufficient number of bed education centre near to Gwalior capacity in hospitals • Political willingness to develop the • Insufficient number of secondary sport city near to Morena schools • Inadequate recreational and public

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places • Less number of community halls • Absence of tourism facility or picnic spots Opportunity Threats • PPP possibility in health and • High cost of health facilities may education sector hinder health services to poor • State government commitment for • Lack of monitoring and health and education services regularization • Free and compulsory education Act • Inadequate implementation will provide free education for poor capacity children • Community participation fund for social development

7.7 Issues

• Town has adequate beds both for present and future population demand. However, few more beds would be required in the longer run. Although the required beds in the hospitals are adequate, the City does not have specialty and super-specialty health care facilities. Presently, people are dependent on the hospitals at Gwalior and Bhopal • Town has inadequate Higher Secondary Schools which can be created by upgrading existing Middle schools • Town has inadequate hotels and restaurants • Town has inadequate community halls • Town has no slaughter house • 4 out of 5 burial grounds lacks basic infrastructure facilities • Town has no Gassifier/ Electric Crematoriums

7.8 City Specific Strategies and Action Plans

• Provision of health facilities in the city

Primary health centres and basic services like maternity hospital shall be established in Morena, as citizens have to depend on health facilities at Gwalior or Bhopal for these facilities. The establishment of special treatment hospitals under the Municipal council in order to provide additional services apart from basic health services to the citizens of Morena is also essential. Establishment of children hospital to monitor the infant mortality and morbidity rates can also be undertaken by the council.

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Establishment of municipal hospital will reduce the burden of the government hospital in Morena and Gwalior; there by citizens need not be depend on the district hospital for special treatment facilities.

Initiation of health campaign from municipal council Municipal council can initiate the different health campaigns throughout the year and create public awareness for prevention of diseases especially during monsoon season

Education facilities There shall be provision of primary and secondary education facilities from the Municipal council thereby increasing the literacy rate of the city. Encourage nongovernmental organization for education in slum region in order to provide affordability to slum children.

Literacy campaigning from municipal council Municipal council shall initiate literacy campaigning and spread the awareness of education especially in the slum region. Municipal council shall initiate the awareness programmes related to “Right to Education” and its importance to all citizens.

Effective funding pattern for Health and Education sector Municipal Corporation shall earmark separate fund allocation for education and health services for effective administration of these basic facilities. Municipal Council can levy the health and education charge in order to provide efficient health and education services. Urban local body can initiate Public Private Partnership model for education and health services with effective private sector participation.

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8 Slums and Urban Poverty

As per Census of India, slum areas are broadly defined as:-

(i) All specified areas in a town or city notified as ‘Slum’ by State/Local Government and UT Administration under any Act including a ‘Slum Act’

(ii) All areas recognized as ‘Slum’ by State/Local Government and UT Administration, Housing and Slum Boards, which may have not been formally notified as slum under any act;

(iii) A compact area of at least 300 persons or about 60-70 households of poorly built congested tenements, in unhygienic environment usually with inadequate infrastructure and lacking proper sanitary and drinking water facilities.

8.1 Poverty in Morena Town

Approximately 31% of Figure 8-1 : Urban Poor Populationin Morena is living below poverty line (BPL);

8.2 Information on BPL and Slum Population

There are 26 slums in existence in Morena and all these 26 slums have been notified. Nearly 40% percent of the total population lives in slums. Location of slums within the municipal area and its population is shown in the following table. All the slums mentioned below are notified slums. However as per the information provided by municipal officials 20% slums are illegal slums.

The municipal council has not carried any survey related to population below poverty line. However, according to municipal council of Morena, the BPL population has been considered as the 31% of the total slum population. The following table provides the estimation of BPL population.

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Table 8-1 : Slum and BPL Details in Morena BPL Sr. No. Slum Ward Slum Population Population 1 Uttampura 1 2300 1725 2 Ambedkar Ward 2 1476 1107 3 Hanuman Ward 3 3278 2458 4 Subhash Ward 4 1951 1463 5 Bismil Ward 5 1307 980 6 Manohar Ward 6 3293 2470 7 Shankar Ward 7 1524 1143 8 Chandrashekar Ward 10 1017 763 9 Mahadev Ward 14 1740 1305 10 Patel Ward 15 1792 1344 11 Mahavir Ward 16 3458 2594 12 Tawarghari Ward 17 1495 1121 13 Indira Gandhi Ward 20 487 365 14 Kidwai Ward 22 1368 1026 15 Lohia Ward 27 2695 2021 16 Rajendra Ward 28 2357 1768 17 Ganesh Ward 29 1420 1065 18 Sanjay Ward 30 2811 2108 19 Tulsi Ward 31 3173 2380 20 Tatya Tope Ward 32 2891 2168 21 Gopal Ward 34 2675 2006 22 Ravidas Ward 35 3406 2554 23 Wankhandi Ward 36 4958 3719 24 Pashupati Nath Ward 37 3878 2909 25 Sukhdev Ward 38 1980 1485 26 Vivekanand Ward 39 3115 2336 Total 61845 46383 S o u r c e : M o r e n a D e v e l o p m e n t P l a n

8.3 Slums in Morena

The characteristics of slums in Morena are different and varied. Some of the houses are pucca houses with infrastructure facilities as well as individual toilets. However some of the houses in slums are kutcha and have poor quality of infrastructure facilities.

8.4 Land Ownership and Tenure Status

Land ownership is the major concern for slum regions in the city. There were no details found regarding the land ownership and tenure status in Morena municipal council.

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8.5 Unidentified Slums and homeless population

Water is being supplied to slum areas by Tanker lorry and by Stand posts. Approximately 5 stand posts per slum have been provided in the slum areas. More number of stand posts are required in both notified and un-notified slums since the persons per stand post at present is 916 in notified slums against the norm of 150 persons per stand post. As far as public conveniences are concerned, 2 slum pockets have no public conveniences.

8.6 Urban Basic Services in Slums

The water supply to the slums is provided through overhead tanks and then pumped through the distribution networks provided in the slums areas under Morena municipal council.

8.7 Social Security Schemes and Beneficiaries

There are 25 of police stations and 5 police chaukis in Morena district. However, being in the Chambal region, which is infamous for dacoity, this causes damage to the social security for the citizens. As of now there are no schemes provided under the municipal council level for social security and employment for poor.

8.8 Present and Future Housing Demand

The current household size is 6.6 for Morena municipal area. Over the period of next 30 years, the household size will be reduced. An assumption is made that the household size will reduce to around 5.2 by 2040 and every household will have a single independent house. Additional houses required for Morena Municipal area are summarized below. T a b l e 8 - 2 : F u t u r e H o u s i n g r e q u i r e m e n t s i n M o r e n a M u n i c i p al area and in Urban agglomerations Municipal area projected Household Additional Year Houses population size houses 2001 150959 6.6 23021 2010 192710 6.4 30111 7090 2015 220708 6.2 35598 5487 2020 252773 6 42129 6531 2025 289498 5.8 49913 7784 2030 331557 5.6 59207 9293 2035 379728 5.4 70320 11113

2040 434897 5.2 83634 13314

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8.9 SWOT analysis

Strengths Weaknesses • Availability of funds for slums and • Large no. of burgeoning slums urban poor causing lack of sanitation service. • Lack of social security. Opportunity Threats • Creating slum free cities through • Increasing number of illegal slums state and central policies on urban • Health hazards poverty • Threats to social security due to illiteracy and unemployment

8.10 Issues

Almost 40% of the entire population of the town is Slums The BPL population is high i.e 75% of the slum population. The infrastructure status in slums is poor and dismal.

8.11 City Specific Strategies and Action Plans

• Key Challenges

More than half of the population in Morena living in slums, urban poverty is a major issue confronting the area. With constantly increasing influx of migrants, the infrastructure facilities in slums is dismal.

• Poverty Reduction Strategic Plan

The goals formulated to achieve the vision are: • All poor will have access to qualitative and affordable basic services • 100 % literacy • Universal access to primary health care and no one should die of preventable diseases • Livelihood to all urban poor • Affordable Housing

The strategy formulated for reducing poverty in Morena area includes: • Community empowerment • Linking livelihoods to city’s economy • Development of housing through partnerships – PPP

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• Formulation of Notification and De-notification Policy • Relocation of slums located in non -hazardous and non-vulnerable Areas • Provision of basic infrastructure - both physical (water, roads, sanitation and sewerage) and social infrastructure (clinics, schools, training facilities, etc).

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9 Housing

9.1 Household size and Occupancy rate

Table 9-1: Household Size and Occupancy rate Population 150959 Households 23021 HH size 6.6 Total census houses 25990 Residence and residence cum other use stock 20428 Other usage stock 5562 Occupancy rate 7.4 Source: Data obtained from Household Tables and Amenities for Madhya Pradesh, Census of India. 2001

9.2 Housing Status Assessment

9.2.1 Census Housing Stock

The census houses as per Figure 9-1 : Census Housing classification household amenities census occupied in the city reveals that only residential around 78% the houses are stock occupied for residential 78% purposes. Around 5.7% of the census houses are vacant and the census houses occupied for other occupied usage is 16%. vacantstock other stock 6% 16%

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9.2.2 Occupied census housing stock and its usage

Figure 9-2 : Occupied census housing stock and its usage Residence 79.3%

Residence-cum other 4.1%

Shop, Office Other non- 11.2% 2.7% School, college etc Place of worship Factory, 0.4% 0.4% Hotel, Lodge, Workshop Hospital, guest house 1.5% dispensary 0.2% 0.3%

9.2.3 Census Housing Classification by Structure

As per household census of Figure 9-3 : Housing Classification Madhya Pradesh, around 43% of the houses are of Permanen Semi- t 97% permanen permanent type. Around t 2%

53% of the census houses Temporar are semi-permanent and the y 1% census houses having temporary structure are around 4%.

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9.2.4 Households and House Ownership

The ownership pattern in the city as Figure 9-4 : Ownership pattern per household census of India 2001 Owned reveals that around 78.8% of houses 78.8% are owned, and 17.2% are rented.

Rented Any other 17.2% 4.1%

9.2.5 Households and Housing Quality

The number of Residence houses is Figure 9-5 : Housing Quality lower than number 14,000

of Households 12,000 living in residence 10,000 houses. In addition 8,000 to it around 6% of the census houses 6,000 are lying vacant. 4,000 This signifies that 2,000 there are a number 0 of households Residence HH living in Residence HH living in which do not have houses residence cum other Residence houses use cum other individual house to use live or there are Good Livable Dilapidated more than one households living in one census house. Most of the occupied census houses are in either good or livable condition signifies that the physical condition of housing in overall Morena town is moderate to good quality.

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9.2.6 Households and Housing Size Figure 9-6 : Households and Housing size (No. of Most of the rooms) houses in the 5,000 city are, two, 4,500 four, three or 4,000 six roomed. As 3,500 3,000 the average 2,500 household 2,000 occupancy is 1,500 7.4, and 1,000 500 maximum 0 number of m m s s e o m ms oo oms o o households r o ro e room ro & mor iv o e r r One ro w e s lus T hr Fou Five m lives in 2 room T xc roo e o ix houses, the N S living conditions Owned Rented

in most of the houses will be overcrowded and as a result the quality of life and standard of life is affected. The average household size in Morena is 6.6 and occupancy is 7.4, which again points out that there may be more than 1 families living in one house.

9.3 Future Requirements

Table 9-2 : Future Housing requirements in Morena Municipal area and in Urban agglomerations Municipal area Household Additional Year Houses projected population size houses 2001 150959 6.6 23021 2010 192710 6.4 30111 7090 2015 220708 6.2 35598 5487 2020 252773 6 42129 6531 2025 289498 5.8 49913 7784 2030 331557 5.6 59207 9293 2035 379728 5.4 70320 11113 2040 434897 5.2 83634 13314 Source: Darashaw Analysis

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10 Environmental Status

All living and non living things along with the surrounding atmosphere in an urban area constitutes urban environment. Ironically, all these three ingredients in the environment have the ability to cause effect over each other, even by slight change and process of cycle. Thus the intersection and overlap of the natural environment, the built and socioeconomic environment constitutes the urban environment.

10.1 Flora and Fauna

There were no records found regarding the flora and fauna in the region of Morena Municipal Council.

10.2 Pollution Level (Air, Water, Soil)

Air Pollution: There were no records found for air pollution level at Municipal council level and no survey carried for monitoring the air pollution. But it can be observed that due to increase in vehicles and industrialization, pollution level is increasing severely. Morena has a large number of agro based industries which are the major concern for air pollution. Morena has a humid climate and the period between April to September is warm. Maximum temperature in summer is around 470 C, while temperatures in winter fall to as low as 10 C. To reduce the effect of the extreme variation in weather, it is recommended that more trees should be planted. It is also recommended in the Morena development plan that open spaces in private buildings should be encouraged to reduce the effect of the harsh weather. The Building Byelaws should also give due importance to open spaces.

Water pollution: Ground water sources are over exploited in Morena due to absence of comprehensive water supply scheme by means of 560 manual public hand pumps and by private bore wells.

Town had two huge ponds which have been filled with solid waste and is non-existent now. In addition, Chambal River acts as a surface water source.

Soil Pollution: There were no records found in relation to the soil pollution in town. Morena region is predominantly an agriculture region hence excessive use of fertilizers contaminates the soil in the region. The top portions of the hillocks generally consist of hard red soil, mixed with basaltic boulders. Black cotton soil is seen at various depths from 1 to 3.0 m.

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10.3 City Green Spaces

Recreational spaces are insignificant as per existing Master Plan 2004. However, 20% of the proposed developed area is envisaged for developing recreational spaces which eventually would cater to the future recreational demand.

Open spaces are getting reduced due to encroachments, illegal construction and due to the absence of proper planning documents to regulate the growth of the development. Overall, Town has inadequate recreational spaces. There is lack of monitoring and regularization of green spaces in Morena City.

10.4 Water Front Development and Conservation

Town had two huge ponds which have been filled with solid waste and are non-existent now. Morena city does not have any lake within its municipal council area. However nallahs can be utilized for water front development and conservation. Chambal River can also be developed for water front development and conservation.

10.5 Urban Environment

10.5.1 Land Use

Current industrial usage is insignificant as per existing Master Plan 2004 and hence the environmental impact due to industrial land use is negligible. Additional land required for future development would be consumed from existing agricultural lands if the development goes according to the envisaged Master Plan 2021. Further, recreational spaces are insignificant again as per existing Master Plan 2004. However, 20% of the proposed developed area is envisaged for developing recreational spaces which eventually would cater the future recreational demand.

10.5.2 Anthropogenic hazards

The Council has two fire tenders to address fire accidents. Since there are no industries, fire accidents are not a major problem as far as this town is concerned. However, encroachments on the road sides, on street parking and narrow lanes are again hindrances for fire fighting in Morena Municipal area.

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10.5.3 Urban Environment Quality

• Access to housing

Houses counted by Census of India 2001 shows that approximately 21% of census houses are being used for other purposes. Around 5.7% of census houses in Morena are vacant. However, the occupancy rate at 7.4 is quite high. However, housing condition in Morena overall is good and in livable condition.

• Access to water

Morena town has inadequate supply of water in terms of quality and quantity. These areas are still dependent on hand pumps, water tankers and stand posts for drinking water.

• Availability of open / recreational spaces

Open / recreational spaces are inadequate and needs to be created as envisaged in the Master Plan to cater the existing and future demand. Parks and open spaces have to be conserved and protected.

• Access to sewerage and sanitation

Morena has no sewer network. Two drains which double up as sewer canals are being developed. Waste gets disposed either in community septic tanks or in individual septic tanks. Community Sanitation facilities are inadequate.

• Waste Management systems

Town has not adopted Door to Door waste collection system and waste segregation system due to absence of waste disposal site.

10.6 Existing Environmental Regulations Table 10-1: Urban Environment Quality Check Urban Environment Parameters Unit Coverage Norm Quality check Access to drinking Per Capita Supply Percent 8 135 Water Access to sewerage Assessments having sewer Percent 1 70 and Sanitation connections Waste Management Door-Door collection efficiency Percent Nil 100 system Waste Management Waste Segregation efficiency Percent Nil 100 system

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Urban Environment Parameters Unit Coverage Norm Quality check Waste Management Treatment plant capacity to Percent Nil 100 system waste generated (organic) Source: Analysis based on the data collected from Morena Municipal Council

10.7 SWOT Analysis

Strengths Weaknesses • No industrial pollution as of now • No environmental compliance system from urban local body • Low pollution level with respect to city of Gwalior • Lack of monitoring system for pollution control • Good ambience air quality Opportunity Threats • State’s policy implementation for • Lack of public awareness regarding ecotourism in Morena and surrounding environment management region • Increasing population and number of vehicles

10.8 Issues

• There is no environmental compliance system at municipal council level • Lack of air, water and soil pollution monitoring causing the health hazards to the citizens. • Waste management is not as per SWM rules causing pollution. • Inadequate Recreational spaces for citizens of Morena • Public health is under threat due to absence of basic infrastructure facilities.

10.9 City Specific Strategies and Action Plans

• In order to control the environmental pollution, Municipal council shall initiate the awareness campaigns for plantation and other pollution control strategies. • Municipal council can set the environmental monitoring kit at major junction where the vehicle traffic is very high, in order to monitor the air and noise pollution. • Water pollution can be monitored by conducting regular water quality testing of ground water samples and the level of the same. • There is need of municipal level policy for urban greening of the town with review and monitoring provisions.

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11 Heritage and Conservation

11.1 Heritage Structures

There are no as such heritage structures under the jurisdiction of Morena municipal council. Morena town is having an district archeological museum with collection of different statues from different archeological sites around Morena district.

11.2 Existing Stratus of Heritage Structure

As mentioned in the earlier section there are no as such heritage structure under the jurisdiction of Morena Municipal Council. The archeological museum has galleries important statues of Lord Shiva, Jain Gallary, Shakt gallery, vividhi gallery and statues of metal

11.3 Existing Heritage Regulations

At present there is no state archeological legislation for heritage structure in the state of Madhya Pradesh. The important heritage structures are directly under archeological survey of India. However different state authorities have provided certain provision for heritage structure preservation in the state of Madhya Pradesh. Town and country planning act,1973 and Bhumi Vikas Niyam have provided the legal provisions to protect and preserve the heritage structures in the state of Madhya Pradesh.

11.4 Heritage Issues

There is need to identify and locate the heritage structure in and around Morena region in order to provide potential to the tourism sector of the region.

11.5 Tourism Potential of Morena

Morena has tourist attractions in the form of temples.

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consort of the Kachhwaha ruler, Kakanmath Temple around 1000 AD.

Other attractions are Shanichara Temple and Kuntalpur.

11.6 Possibility of Tourism Circuits at Regional Level

Apart from above tourism destination there is one national chambal sanctuary in district of Morena which is major eco tourist attraction of the region. The National Chambal Sanctuary was formed to protect this pristine river ecosystem, complete with its varied flora and avifauna. With its headquarters at Morena, M.P., the Chambal river which is mainstay for the entire wildlife of the sanctuary harbours a variety of aquatic life like the elusive Ganges River Dolphin, Crocodile ( Muggar), Gharial ( Gavelia Gangeticus ), Freshwater Turtles, River Otters and a various species of fishes. All of which can quite easily be seen by tourists within the sanctuary area, especially in the middle reaches in the downside of Rajghat Bridge on National Highway No. 3.

Table 11-1: Tourist spots around Morena No. Place Distance from Morena Specialty It was built around 1000 1. KakanmathTemple 30 kms AD Visited by 3 lakh people 2. Shanichara Temple 30 Km on 2 new moon days. Kuntalpur (Kunti’s 3. Near Bamor - Temple)

11.7 Comparative Analysis with UDPFI Guidelines

There are no comparative guidelines available for tourism and heritage structure. However, the analysis has been done for the tourism and heritage structure based on the other cities experiences and certain assumptions.

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11.8 SWOT analysis

Strengths Weaknesses • Good potential for tourism potential • Lack of infrastructure for tourism due to archeological museum and • No identification of tourism spots temples within city of Morena. • Close proximity to city of Gwalior • Lack of social security to tourists • Significant potential due to chambal and archeological sites. forest sanctuary Opportunity Threats • State’s policy implementation of eco • Lack of public awareness regarding tourism tourism potential • PPP for tourism

11.9 Issues

• Town has lack of awareness though it is having significant tourism potential in and around Morena district. • Morena town has no support infrastructure provisions for surrounding tourism place though it is having good connectivity to city of Gwalior.

11.10 City Specific Strategies and Action Plan

• Morena city can Identify tourism potential in and around the Morena region and provide the supporting infrastructure for surrounding tourism regions like Gwalior. • Chambal forest sanctuary can provide good platform to initiate tourism sector in Morena region. • Provision of effective security in order to protect and preserve the archeological assets of the region of Chambal and Morena. • Along with that Municipal council can identify the tourism place can develop them on public private partnership basis. • Morena itself has no tourist place but being the its close proximity to city of Gwalior, Morena can provide supporting infrastructure in terms of Hotels and resorts to the tourists coming in Gwalior. • Creation of public awareness from municipal council amongst citizens for tourism importance to economy of the city and its development. Morena municipal council can arrange campaigning for creating awareness in tourism development and its preservation with regards.

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12 Institutional Framework

This Chapter presents the Institutional setup of the Elected and Administrative wings of Morena Municipal Council. This Chapter also highlights the weaknesses in the existing institutional setup and the areas requiring immediate action.

Morena Municipal Council consists of 39 wards and has a 39 member elected council and a President and two nominated members. The elected council has a committee comprising of the President, Vice President and five other elected members.

The administrative wing is headed by the Chief Municipal Officer. The total number of permanent staff of Morena Municipal Council is 344.

12.1 Morena Municipal Council Structure

12.1.1 Organization

The Executive wing is headed by the Chief Municipal Officer. There are five departments in Morena Municipal Council. They are: • Health Department • Water Supply Department • Public Works Department • Accounts Department and • General Administration Department

The organization of the administrative wing of Morena Municipal Council is presented below.

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Figure 12-1 Organization chart for Morena Municipal Council

Health Department Health Officer Assistant H.O

Public Works Department Assistant Engineer Sub Engineer

Chief Accounts Municipal Department Accounts Officer Cashier Officer

Water Supply Department Superintendent Foreman

Office Admin Department Superintendent Clerk

Source: Compiled from Municipal Accounts, Morena Municipal Council

12.1.2 Staff Strength

All the heads of the department report to the Chief Municipal Officer. The total sanctioned intake of permanent staff in Morena Municipal Council is 356 out of which 12 positions are still vacant. Apart from the permanent staff, MMC has 445 temporary staff consisting of 325 persons as sweepers.

The organizational structure of Morena Municipal Council has been illustrated below. The roles and functions of the departments will be detailed in the 2nd stage report on sector analysis and city profile.

12.1.3 Functions of Various Departments

As mentioned in earlier Morena Municipal Council has 5 departments. The functions of each of the departments are presented below:

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• Water Supply Department

This department is responsible for supply of water to the residential and non-domestic connections. This department also takes care of water supply to slum and collection of water charges.

• Health/Sanitation Department

This department is responsible for sweeping, collection, transportation and disposal of solid waste. This department has a total staff of 500 out of which 150 are permanent and 350 are temporary.

• Lok Nirman (PWD) Department

This department consists of two staff viz. one Assistant Engineer and one Sub Engineer. This department is responsible for undertaking all construction work viz. roads, drainage and buildings.

• Accounts Department

This department is responsible for upkeep and maintenance of all the accounts of the Municipal Council. This department is headed by the Chief Accountant who is assisted by a Cashier.

• Fire Department

Responsible for street lighting and fire safety. All the staff of this department are temporary workers.

• General Administration Department

This department is responsible for the miscellaneous day to day administrative functions in the Municipal Council. The Chief Municipal Officer is the head of this department and also all other departments. The Accounts wing also falls under this department. The Accounts wing is responsible for upkeep and maintenance of all the accounts of the Municipal Council. The Accounts wing is headed by the Chief Accountant and is assisted by peons who are temporary workers.

This department is responsible for the miscellaneous day to day administrative functions in the Municipal Council and comprises of five clerks and three peons.

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12.1.4 Institutions Responsible for Service Delivery

The Municipal Council is responsible for planning and design, construction and operation and maintenance of all infrastructure services viz. water supply, roads, solid waste management, storm water, street lighting and fire fighting services. The Public Health Engineering Department (PHED) if required deputes their staff for implementation of water supply schemes in Municipal Council. The Town and Country Planning Department is responsible for preparation of development plans for the various municipal areas.

12.2 Town and Country Planning Department

Town and country planning department of Madhya Pradesh has been governed under the Housing and Environment department and enacted by Madhya Pradesh Town and Country Planning act 1973. This department provides the planning functions of regional and urban regions as per the rules mentioned under Madhya Pradesh Land Development Rules, 1974. Main functions are preparation of Development Plan and its modification. Apart from this it prepares regional development plan, monitoring and enforcement of various schemes such as integrated development of small and medium towns and urban infrastructure development scheme for small and medium towns.

12.3 Development Authority

Development authorities in Madhya Pradesh are incorporated by the government of state of Madhya Pradesh in 1973 in place of city improvement trust under town and country planning act. It is the implementing agency of development plan prepared under T & CP department. The major task of this authority is construction of residential/ housing societies but along with it has undertaken the several development projects like construction of roadways, traffic square areas lakes and gardens.

12.4 Public Health Engineering Department

Public health engineering department is one of the major departments of the state of Madhya Pradesh as it is not only directly responsible for the provision of the public health but also carries the water supply and sewerage and sanitation projects in entire state. Major infrastructure projects under urban infrastructure are implemented by public health engineering department both in the urban and rural areas.

It has been divided into three zones, Morena city comes under the Gwalior region of public health engineering department. But after 74th constitutional amend Morena municipal council shall carry the entire urban infrastructure

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provision to the citizens under its jurisdiction including capital projects, Operations and Maintenance. Public Health Engineering Department provides the technical assistance to Morena Municipal Council.

12.5 Madhya Pradesh Housing Board

Madhya Pradesh Housing Board was established under Madhya Pradesh Griha Nirnam Mandal Adhiniyam, 1972. the major objective of Madhya Pradesh Hosing Board is to monitor and satisfy the housing demand in the state. It carries the functions like building housing colonies with efficient infrastructure. Housing Board also constructs the commercial, retail and other types of buildings for Health, Education and cultural activities. Madhya Pradesh Griha Nirman Manal Regulation, 1998, State Housing and Habitat Policy 2007 are the major act and policy which govern department.

12.6 Madhya Pradesh Pollution Control Board

The Madhya Pradesh Pollution Control Board has been vested with considerable authority and responsibility under various environment legislation to prevent pollution. M.P. Pollution Control Board presently looks after the implementation of following Acts: Water (Prevention & Control of Pollution) Act,1974 Water (Prevention & Control of Pollution) Cess Act, 1977 Air (Prevention & Control of Pollution) Act, 1981 Environment Protection Act ,1986 (certain sections) Public Liability Insurance Act, 1991

The main objective of M.P. Pollution Control Board is to maintain water, air and soil in healthy and usable condition for various purposes. There are 10 Regional Offices, 4 Sub Regional, 3 Single Window System,2 Monitoring Centre equipped with trained personnel and sophisticated instruments, are constantly keeping watch on environmental activities in the state to attain the objectives.

Major functions of the boards are to reduce, control and monitor the state environmental pollution in terms of air, water and soil. Also it provides several consents for industries to establish and operate in order to maintain the environmental compliance within the state.

Morena Municipal Council is directly accountable to the Gwalior regional office in terms of drinking water quality standards at source, intermittent and consumer level.

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12.7 Issues

• Institutional hindrance in the implementation of master plan provisions under the region of Morena municipal council. • Lack of co-ordination between several departments of state and Morena municipal council for administration and regulation of functions and services. • Absence of training and capacity building for staff in order to improve the service delivery to the citizens.

12.8 City Specific Strategies and Action Plans

• Initiate and implement e-governance • Capacity building through training programmes • The municipal council must develop proper indicators for evaluating their performance. • Need to develop systems for information collection and dissemination. • The focus of municipal council should be on delivery of public services. • Property mapping of the existing development and updation from time to time • Capacity Building needs to focus on all the stakeholders to cover areas of policy facilitation, system of restructuring, organisation development, and training and knowledge management.

• Need for Municipal Capacity Building

The general experience with municipal management in India has been that there is a vast pool of personnel of municipal employees but most of them lack proper education and training for doing justice to their functional responsibilities. Today management of complex urban living is an astounding task requiring a host of qualified personnel. Effective management depends upon adequate availability of administrative, professional and technical personnel. Capacity building is a process of acquiring new ideas and knowledge to strengthen an organization’s vision, structure, direction and talent and enable it to contribute to common goals. In the case of ULBs, capacity building is expected to make the administrative machinery more efficient, accountable, people-friendly, responsive and transparent with a view to improve the delivery of services to the people.

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The two important components of capacity building are:

1. Human Resource Development: A progressive enhancement of latent capabilities and talents; establishment of optimal staffing incentives, structures and appropriate monitoring and development of skills to ensure the organization’s growth from within to achieve its objectives.

2. Training: Systematic instruction and practical experience in a profession or occupation with a view to achieving the greatest proficiency in it.

Based on our understanding of the sector, capacity building of ULB needs a holistic approach beyond regular training to include strengthening of: • Managerial capacity: Recruitment, performance appraisal, day-to-day operations, efficiency, accountability, responsiveness. • Technical capacity: Improved skills, to perform regular functions and to design and implement new projects. • Financial capacity: Resource generation, investment efficiency, rules, regulations. • Institutional capacity: Institutional arrangements, organizational reforms and restructuring, autonomy.

Capacity Building Approach for Morena Municipal Council

Capacity Building

Lateral Infusion Capacity Up gradation

Outsourcing contracting Certification Certification

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13 Investment Plan and Financial Strategies

For a city to have sustainable growth and development, its financials should be sound and self-sustaining with minimum dependence on grants/ external sources. In this chapter the financials of Morena Municipal Council for the last five years (2004-05 to 2008-09) have been reviewed. The problem areas requiring immediate attention have also been highlighted.

13.1 Revenue Account

The Financials of Morena Municipal Council for five years i.e. 2004-05 to 2008-09 is presented in the Table below. Table 13-1 : Municipal Finances of Morena (in Rs. Lakhs)

No. Income heads 2004-05 2005-06 2006-07 2007-08 2008-09 A Income 1 Town Hall Rent 1419800 0 0 0 70600 2 Octroi 19532408 19453452 39413032 34743200 26379150 3 Property Tax Last Year 766803 601771 798556 1823611 964600 Current Year 632136 499258 436652 753616 638635 4 Electricity Tax Last Year 586294 443913 357611 800614 563447 Current Year 206991 144307 134797 162153 153434 5 Passenger Tax 2120192 4774730 5233530 6526500 6899401 6 Entertainment Tax 29050 24910 18990 22500 27740 7 Market Fees 471829 30068 0 0 221175 Development 8 Fees 830864 528110 628251 716020 0 9 Stadium Fees 0 0 0 20000 36450 Receipts under special acts Food & 10 Adulteration License Fees 2635 10380 51835 100875 71130 11 Others 375181 1034250 1028927 1164123 1065086 12 No Entry Fees 85893 367554 350000 606750 20100 From assets owned by Council 13 Rent from Plot 13261 23674 58408 31747 5005 14 Animal Fee 6420 9035 2905 440 0 15 Mobile Shops 35430 305 1620 0 0 16 Medical Shops 105 840 0 0 0 17 Flour Mills 0 0 0 0 0 18 Barber Shops 0 0 0 0 0 19 Application Fees 420 2841 706 409 135

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No. Income heads 2004-05 2005-06 2006-07 2007-08 2008-09 20 Rent from Shops 16460 48200 57980 68660 2734551 Deposits from 21 Shops 0 0 0 1000070 41800 Income from other sources Grants and 22 Contribution 2141304 635559 833965 1854457 569100 For General 23 Purposes 95000 69000 213268 270440 269500 For Special 24 Purposes 2633892 3035163 1972282 3071822 0 25 Overall Contracts 0 3975748 42300 82800 79500 Income from water connections 26 Meter Charges 0 52000 1912663 1784559 1587191 27 Non Meter income 2279608 2039030 125730 1072701 466213 New Connection 28 charges 102046 101814 92294 75696 81660 29 Surcharge 0 0 0 78000 3900 30 Others 0 0 200000 0 550 Miscellaneous 31 Water Tanker Hire 42111 72845 56061 37851 47440 32 Public Exhibition 223630 458250 471150 460680 463440 33 Stamp Duty 1094300 1685300 0 0 0 Sale of Leather 34 and Horns 85500 0 0 0 0 Others 446403 2801895 3068389 560708 0 Various 35 (Municipal Council) 0 0 0 0 1248554 Extra Ordinary 36 Advance Payment 0 0 0 10028 0 37 Deposits 1064985 3727620 3234983 432661 2111099 38 Others 0 0 0 0 0 Total Income 44887514 54589740 67642551 61711382 63591104

B Expenditure 2004-05 2005-06 2006-07 2007-08 2008-09 1 Establishments 25178484 26055960 27493614 34749583 2 Roads & Drainage 27600000 28561866 30137786 38091591 3 Water Supply 350000 362198 382182 483046 4 Fire Fighting 80000 82788 87356 110410 5 Workshop 250000 258713 272987 345033 6 Various 247000 255608 269711 340892 7 Construction 15000637 15523413 16379927 20702831 8 Electricity 13600589 14074573 14851146 18770582 Capital 9 Expenditure 6000000 6209101 6551693 8280781 General 10 Administration 2600000 2690611 2839067 3588338 Total

Expenditure 90906710 94074830 99265469 125463086

Surplus/ Deficit -6316970 -26432279 -37554087 -61871982 Deficit (in Rs.

Lakhs) 363.17 264.32 375.54 618.72 Source: compiled from Municipal Accounts, Morena Municipal Council

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Morena Municipal Council has shown deficit funds in the last five years. The revenue has grown at a CAGR of 7.21% while the expenditure has grown at a CAGR of 8.39% in the last four years.

13.2 Revenue Income

Municipal taxes, non-tax revenues and grants are the different sources of revenue for Morena Municipal Council. The analysis of revenue under the various heads in the last five years is presented below.

13.2.1 Municipal Taxes

Municipal Taxes and fees account for 57% of the total income of Morena Municipal Council (MMC). This high contribution is attributed to the imposition of taxes for the services. The municipal tax and fee collections have grown at a CAGR of 6.21% from 2004-05 to 2008-09. The Municipal taxes and fees levied include: Property Tax Electricity Tax Passenger Tax Entertainment Tax Market Fees Development Fees Stadium Fees

Figure 13-1: Break-up of Municipal Taxes and fees for the last five years 80.00 60.00 Rs. in Lakhs 40.00 20.00 0.00 2008-09 2007-08 2006-07 2005-06 2004-05 Year

Property Tax Electricity Tax Passenger Tax Entertainment Tax Market Fees Development Fees Stadium Fees

Property tax accounts for only 17% of the municipal taxes and fees, while electricity tax and passenger tax account for 8% and 73% of the municipal taxes and fees respectively for the year 2008-09.

• Property tax

There are 19080 registered properties in Morena. The property tax assessment is based on area and location of the property. Properties having

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an area less than 1000 sq. ft on one storey are not liable to pay tax. For the rest the tax is calculated on the product of the area of the property and the prevalent rate at nearby roads. A 10% rate is being levied at present. Different rates are levied as per the nature of the property, i.e., commercial, residential and government properties. Special concessions are also provided for Widows, Ex-servicemen, handicapped etc. Temples, Mosques and other religious establishments are exempted from Property tax. All the properties are levied Rs. 150 per year towards sanitation, street lighting and fire fighting. This tax is collected along with the property tax.

Figure 13-2 : Arrear and Current Property Tax Collection

Property Tax

30.00 25.00 20.00 15.00 10.00

inRs. Lakhs 5.00 0.00 2008-09 2007-08 2006-07 2005-06 2004-05

Year

Arrears Current Year

Source: Compiled from Municipal Accounts, Morena Municipal Council

The Municipal Council is carrying out survey of the properties within the municipal area to bring all the properties within the tax assessment. Property tax is levied at the rate of 1% of rental value for residential properties and 2% of the rental value for commercial properties.

As seen from the Figure above it is clear that there is a delay in the recovery of property tax. The ratio of arrear collection to current demand collection for the on an average is 53:47 for the last two years which shows that there is a consistent delay in recovery of current year demand raised every year.

13.2.2 Non-Tax Income

The non-tax income of Morena has been growing at a CAGR of 8.60% over the last five years. Non tax income for MMC includes the following:

• Receipts under special Acts • From the Assets owned by the Council • Collections from other taxes/charges • Grants and Aids/contribution • Income from Water Connections

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• Miscellaneous • Extraordinary and Loans

• Receipts under special acts

Morena Municipal Council has enforced certain rules, violation of which will attract fines from the offenders. Under special acts there are 3 sources of income;

• Food and Adulteration License Fees • No Entry Fees • Other income (from fines etc)

The receipts under special acts account for about 4% of the non-tax income. A new tax viz. Nagar Vikas Upkar has been introduced in the year 2008-09 wherein 1% and 2% of the property value has to be paid to the Municipal Council for residential and commercial properties respectively.

• Income from Water Connections

There are 9987 (approximately 10,000) residential water connections i.e. about 52% of the properties are covered by water connections. The water charges are Rs. 40 per month for residential connections and Rs. 80 per month for non-domestic connections.

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Figure 13-3: Break-up of Income from water connections

Income from Water Connections

4% 0%

22%

74%

Meter Charges Non Met er income New Connect ion charges Surcharge Ot her s

The Meter charges form 74% of the entire income from Water Charges. Income from houses which do not have Meters also form a substantial 22%.

• Income from assets owned by the Council

Morena Municipal Council levies charges on the usage of its properties from Public. The income under this head is in the form of Rent from Plot, Animal Fee, rent Medical Shops, Application Fees, Rent from Shops and Deposits from Shops. Out of the various sources Rent from shops contribute approximately 98% of the total income from the assets owned by the Council. The shop rent income has been growing at a CAGR of 178% over the last five years i.e. between 2004-05 and 2008-09.

• Shop rent

There are 212 shops belonging to Morena Municipal Council of which 37 shops were developed under IDSMT scheme. The shop rent accounts for 13% of the non-tax income on an average over the last five years. The shop rent income has been growing at a CAGR of 13% over the last five years i.e. between 2004-05 and 2008-09.

• Others

Other income includes Loans, Grants, contractor deposits, water tank hire charges, public exhibition charges, advertisement fees etc. It accounts for 96% of the non-tax income and has been growing at a CAGR of 8.6% for the period 2004-05 to 2008-09.

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13.2.3 Municipal Revenue Income and Capital Receipts

The revenue of Morena Municipal Council has been grouped under the heads tax income, non-tax income, transfers including grants, loans and other capital receipts as follows Table 13-2: Municipal Revenue of Morena (Rs. Lakhs) Grants Period Tax Non-Tax Total and Aids 2004-05 266 127.85 55.06 448.88 2005-06 265 201.51 79.38 545.90 2006-07 470 138.18 68.03 676.43 2007-08 456 128.48 32.95 617.11 2008-09 360 109.45 166.91 635.91 Source: Compiled from Municipal Accounts, Morena

Grants and Aids account for Figure 13-4: Average break-up of municipal revenue for last five years only 14% of the total income on an average in the last five years.

From the above figure it is clear that the tax revenue component accounts for a very huge portion of the total Source: Compiled from Municipal Accounts, Morena revenue and that the revenue Municipal Council from taxes should further be enhanced in the coming years.

13.3 Revenue Expenditure

The analysis of expenditure under the various heads in the last five years is presented below.

The expenditure of Morena Municipal Council has been classified into the following departments: • Establishment Expenses • Various • Roads and drains • Construction • Water Supply • Electricity • Fire Fighting • Capital Expenditure • Workshop • Contingencies

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Roads and Drainage Expenses account for about 30% of the total expenditure on Figure 13-5: Average break-up of expenditure an average for the period between 2005- 06 and 2008-09. Another major expense account is Establishment account. This accounts for 28% of the total expenditure incurred. Source: compiled from Municipal Accounts, Morena Municipal Council

13.3.1 Establishment (wages and salaries)

Morena Municipal accounts follow a three section – approach for maintaining salary accounts. The expenses consist of Salary for officials, Pension for retired officials and pay for retired officials not covered under the Pension scheme. Table 13-3: Department wise salary expenses of Morena (In Rs.) Salary Expenses Sr. Department 2004-05 2005-06 2006-07 2007-08 2008-09 No. 1 General 4290576 4468608 5449428 5962596 7804704 2 Legal 66000 66000 108000 108000 108000 3 Revenue 446736 595020 658644 752148 704784 4 Travel 485004 481332 677292 707328 969120 5 Others 650688 710100 468216 607248 881256 6 Property 809160 953796 933060 1030656 1359168 7 Water Works 2661084 2899164 3146100 3283032 4403052 8 Technical 1558848 1689936 1430556 1795104 2249400 9 Garden 542904 600960 614520 619536 751836 10 Animal Protection 124788 135408 150444 173592 217620 11 Vaccination 88680 95316 105984 1489188 1877352 12 Workshop 1017504 1007760 1293288 492936 615204 13 Fire Fighting 558564 669756 427440 863172 1075152 14 Electricity 163560 177648 702948 226656 282192 15 Education 354768 390348 196944 312912 461748 16 Health 376380 286968 316848 13114248 15647460 17 Road 8922360 10006464 11216880

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Salary Expenses 23117604 25234584 27896592 31538352 39408048 Pension 2000232 167997 153797 154722 157227 Non Pensioned 60648 4222 3598 22943 25649 Person’s Pay Total 25178484 25406803 28053987 31716017 39590924

13.3.2 Loan details

Morena Municipal Council has not availed of loans from any banks, financial institutions or Government agencies.

13.3.3 Level of aggregate investment in urban infrastructure

Expenditure on capital works account for about 7% of the total municipal expenditure of Morena Municipal Council on an average over the last five years. The capital expenditure is towards road construction, water supply, storm water drain and building works. But at present Capital expenditure is incurred majorly on road works.

13.4 Capital Income

13.4.1 Grants including transfers

Grants account for 26% of the total income of the Municipal Council and it has been growing at a CAGR of 24% in the last five years. The various grants and aids to the Municipal Council are:

• Basic Facilities Grant • State Finance Commission Grant • Road Construction Grant • 12th Finance Commission Grant • 11th Finance Commission • Under Bridge Construction Grant • Marketing Grant • Water Facilities Grant • Road Maintenance Grant

Grants account for about 78% and 57% of the total income of the Municipal Council for the years 2007-08 and 2008-09 respectively. The various grants and transfers to the Municipal Council are:

• Octroi grant • Basic grant • Road maintenance grant • State Finance Commission

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• 12th Finance Commission • MP/ MLA fund • Slum development grant • Water supply grant • Social Security/Old age pension/National Family Pension scheme • Others

Figure 13-6 : Grants and Transfers for 2008-09

Source: Compiled from Municipal Accounts, Morena Municipal Council

• Basic facilities grant

Basic facilities Grant accounts for about 45% of the total grants to the Municipal Council on an average in the years 2004-05 to 2008-09. The Basic Facilities Grant has been growing at a CAGR of 51% for the period between 2004-05 and 2008-09.

• State Finance Commission grant

State Finance Commission grant account for 17% of the total grant of the Municipal Council and has been growing at a CAGR of 30% between the years 2004-05 and 2008-09. The State Finance Commission grant is provided to ULBs to meet their capital and O&M expenditure.

• 12th Finance Commission grant

The 12th Finance Commission grant is provided by the Central Government to the ULBs through the State Government. The grant accounts for 22% of the total grant of the Municipal Council. The Municipal Council has been receiving this Grant from 2005-06.

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• Road maintenance grant

This grant is provided to the ULBs primarily for new road construction and maintenance of roads. Road maintenance grant accounts for 6% of the total grant of the Municipal Council.

13.4.2 Loan details

Morena Municipal Council has not availed of loans from any banks, financial institutions or Government agencies.

13.5 Capital Expenditure

13.5.1 Level of aggregate investment in urban infrastructure

13.6 Key Financial Indicators

For a municipal council to undertake additional capital works, improve service delivery and to be financially sustainable it should be able to achieve 100% recovery of the costs incurred towards provision of water supply, sewer, sanitation, street light and other services.

13.6.1 Cost recovery for Water Supply

There are 9987 water connections provided by the Municipal Council. The water charge is Rs. 40 per month per connection. The cost recovery for provision of water supply is very high at about 5 times the cost incurred on an average in the last four years. About 60% of the total electricity bill is assumed to be contributed by water supply. The cost recovery for water supply for the last four years is presented below: Table 13-4: Cost Recovery for water supply services (In Rs.) Water Supply 2005-06 2006-07 2007-08 2008-09

Cost incurred in service provision 350000 362198 382182 483046 Direct recoveries 2091030 2038393 2857260 2053404 % cost recovery 42% 78% 58% 64%

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From the above table it is clear that the municipal council need to take drastic measures to increase the collection efficiency, impose reasonable rates for water supply to improve cost recovery for water supply services in the coming years.

13.6.2 Sanitation, Street lights and Fire

There are 19080 registered properties in Morena Municipal Council. Rs. 150 per property per annum is imposed towards street light, sanitation and fire services. This tax is collected along with the property tax. Even at 100% collection efficiency the total revenue through this tax amounts to Rs. 28.62 lakhs per annum.

Hence, Morena Municipal Council needs to impose separate taxes for street lighting, sanitation at reasonable rates to ensure direct cost recovery for each of these services.

13.7 Key Issues and Conclusion

Collection efficiency is very poor for property tax and water tax. The ratio of current collection to arrear collection needs to be improved. Capital expenditure is skewed towards road works and other infrastructure services requiring investments need to be considered. Cost recovery for services is poor in terms of direct recoveries, i.e 64% during 2008-09. There has been continuous deficit in municipal accounts throughout the four years from 364 lakh during 2005-06 to 619 lakh in year 2008-09. The expenditure has grown at a CAGR of 8.39% in the last four years over the revenue with CAGR of 7.21%.

13.8 City Specific Strategies and Action Plans

The city specific strategies and action plans prepared after the analysis of demand and supply gap of all the sectors with consideration of population projection through out the phase periods. The city investment plan has been prepared for three periods (five years each) and investment has been prioritized in order to balance the financial capacity and major capital investment projects required for Morena city development. Financial viability in terms of financial operating plan has been explained under next chapter of this report.

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• Capital investment Plan (C.I.P):

Phase-wise capital investment plan has been shown in the table given below:

Phase A Phase B Phase C Sector 2011-12 to 2016-17 to 2026-27 to 2015-16 2025-26 2040-41 Water Supply 5159.03 8018.74 8088.44 Sewerage & Sanitation 2755.83 3603.55 8363.55 Storm Water Drainage 0.00 7038.50 8872.50 Solid Waste Management 172.84 203.03 250.92 Roads, Traffic and Transportation 4568.17 5031.17 5578.67 Street Lighting 49.00 22.75 41.50 Socio-Economic Infrastructure 265.00 187.50 262.50 Capacity Building 260.00 0.00 0.00 Slums & Urban Poverty 3000.00 4611.00 0.00 Total 16229.87 28716.23 31458.06

Following table provides the list of projects phase-wise in details with the sectors of physical and social infrastructure, urban renewal and urban poverty.

Phasing Estima 2011- 2016- 2021- 2026- 2031- 2035- ted 12 to 17 to 22 to 27 to 32 to 36 to cost in 2015- 2020- 2025- 2030- 2035- 2040- Project List lakhs 16 21 26 31 36 41 Water supply Creating WTP of 45 MLD for 2025-26 before 2020-21 414.84 414.84 0 0 0 0 0 Laying new 182 Km distribution network by 2020-2021 (two phases-each 91 km) 7810 3905 3905 0 0 0 0 Laying 180 Km between 2021-22 and 2030-31 7720 0 0 3860 3860 0 0 Laying 73 Km between 2031-32 and 2040-41 2954 0 0 0 0 1477 1477 Storage capacity of 10 MLD for demand year 2020-21 700 700 0 0 0 0 0 Storage capacity of 5.5 MLD for demand year 2030- 31 385 0 0 0 385 0 0 Storage capacity of 3.7 MLD for demand year 2040- 41 277.5 0 0 0 0 277.5 0

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Phasing Estima 2011- 2016- 2021- 2026- 2031- 2035- ted 12 to 17 to 22 to 27 to 32 to 36 to cost in 2015- 2020- 2025- 2030- 2035- 2040- Project List lakhs 16 21 26 31 36 41 Providing 6277 nos of meters till 2020- 21 125.54 125.54 0 0 0 0 0 Providing 12012 nos of meters till 2030-31 480.48 0 0 240.24 240.24 0 0 Providing 18311 nos of meters till 2040-41 366.22 0 0 0 0 366.22 0 Utility Mapping for water supply 32.63 13.65 0 13.5 0 5.48 0 Total for Water Supply Works 21266.2 5159.03 3905 4113.7 4485.24 2126.2 1477 Sewerage and Sanitation Creating STP of 36 MLD (for 2025-26) before 2020-21 619.2 619.2 0 0 0 0 0 Creating Additional 18 MLD in treatment capacity by (2040-41) after 2025-26 273.6 0 0 0 273.6 0 0 Laying 115 Km sewer network by 2020-21 (52.5km in first phase) 4221 2110.5 2110.5 0 0 0 0 Laying additional 80.6 Km sewer network between 2021-22 and 2030- 31 2974 0 0 1487 1487 0 0 Laying additional 172.6 Km sewer network between 2031-32 and 2040- 41 6590 0 0 0 0 3295 3295 construction of public toilets(10 nos) in various areas 7.5 7.5 0 0 0 0 0 Purchasing Sullage lorry for waster water collection purpose 10 10 0 0 0 0 0 Utility Mapping 27.62 8.63 0 6.05 0 12.95 0 Total for Sewerage and Sanitation Works 14722.9 2755.83 2110.5 1493.0 1760.6 3307.95 3295 Storm water Drainage Creating 147 Km Storm water drains 4147 0 4147 0 0 0 0

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Phasing Estima 2011- 2016- 2021- 2026- 2031- 2035- ted 12 to 17 to 22 to 27 to 32 to 36 to cost in 2015- 2020- 2025- 2030- 2035- 2040- Project List lakhs 16 21 26 31 36 41 by 2020-21

Creating 205 Km SWDs between 2021-2022 and 2030-31 5783 0 0 2891.5 2891.5 0 0 Creating 212 Km between 2031-32 and 2040-41 5981 0 0 0 0 2990.5 2990.5 Total for Storm Water Drainage Works 15911 0 4147 2891.5 2891.5 2990.5 2990.5 Solid Waste management Integrated solid waste treatment plant and disposal site ( Total area- Ha) 50 50 0 0 0 0 0 tractor trailor ( 7 no) with capacity of 2 ton for SWM till year 2020-21 (4 nos in the first phase) 40.25 23 17.25 0 0 0 0 tractor trailor ( 4 nos) with capacity of 2 ton for SWM till year 2030-31 23 0 0 11.5 11.5 0 0 tractor trailor ( 3 nos) with capacity of 2 ton for SWM till year 2040-41 17.25 0 0 0 0 17.25 0 Road sweepers ( 6 nos) for 2020-21 for mechanical road sweeping (3 nos in the first phase) 90 45 45 0 0 0 0 Road sweepers ( 3 nos) for 2030-31 for mechanical road sweeping 45 0 0 22.5 22.5 0 0 Road sweepers ( 2 nos) for 2040-41 for mechanical road sweeping 30 0 0 0 0 15 15 Household segregation bins of 38216 Nos from 2010-11 to 2020-21 28.59 28.59 0 0 0 0 0 Household segregation bins of 72370 Nos from 2020-21 to 2030-31 54.28 0 0 54.28 0 0 0

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Phasing Estima 2011- 2016- 2021- 2026- 2031- 2035- ted 12 to 17 to 22 to 27 to 32 to 36 to cost in 2015- 2020- 2025- 2030- 2035- 2040- Project List lakhs 16 21 26 31 36 41 Household segregation bins of 121224 Nos from 2030-31 to 2040-41 90.92 0 0 0 0 90.92 0 Procuring protective gear (gumboots, gloves and masks) for conservancy workers (350nos )once in two years 157.5 26.25 26.25 26.25 26.25 26.25 26.25 Total for Solid waste Management Works 626.79 172.84 88.5 114.53 60.25 149.42 41.25 Roads, traffic and transportation Creating 150 Km new roads between 2010-11 and 2020- 21, 3375 3375 0 0 0 0 0 Relaying 114 Km roads after every three years after its implementation 4332 0 0 1083 1083 1083 1083 Creating 135 Km new roads between 2021-22 and 2030- 31 3375 0 0 3375 0 0 0 Relaying 181 Km BT roads after every three years till 1146.3 2020 3 573.17 573.17 0 0 0 0 Creating 73 Km new roads between 2031-32 and 2040- 41 1642.5 0 0 0 0 1642.5 0 Relaying 217 Km BT roads after every three years till 2040 687.17 0 0 0 0 0 687.17 Converting Kutcha roads into Pucca BT/CC roads (30 km) 450 450 0 0 0 0 0 Creating new Mofussil bus stand ( Land needs to be identified) 50 50 0 0 0 0 0 Improving infrastructure facilities in Morena Bus stand 25 25 0 0 0 0 0

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Phasing Estima 2011- 2016- 2021- 2026- 2031- 2035- ted 12 to 17 to 22 to 27 to 32 to 36 to cost in 2015- 2020- 2025- 2030- 2035- 2040- Project List lakhs 16 21 26 31 36 41 Junction improvement at the Bus Stand junction 10 10 0 0 0 0 0 Improving major artirial roads connecting bus stand 45 45 0 0 0 0 0 Improving major intersection design 10 10 0 0 0 0 0 Parking provisions in major commercial areas 30 30 0 0 0 0 0 Total for Roads, Traffic and Transportation 15178 4568.1 573.17 4458 1083 2725.5 1770.17 Street lighting Providing new street lights of 960 nos (55 W LED) by 2015-16 48 48 0 0 0 0 0 Providing new street lights of 415 nos (55 W LED) by 2025-26 20.75 0 10.38 10.38 0 0 0 Providing new street lights of 770 nos (55 W LED) by 2040-41 38.5 0 0 0 0 19.25 19.25 Energy auditing study at regular interval ( five year period) 6 1 1 1 1 1 1 Total for Street Lighting 113.25 49 11.38 11.38 1 20.25 20.25 Social infrastructure construction of one seconday school till year 2025-26 (including primary school facility) 40 40 0 0 0 0 0 construction of two more secondary school till year 2040-41 (including primary school facility) 75 0 0 0 0 75 0 Creating 100 bed capacity hospital through PPP 50 50 0 0 0 0 0

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Phasing Estima 2011- 2016- 2021- 2026- 2031- 2035- ted 12 to 17 to 22 to 27 to 32 to 36 to cost in 2015- 2020- 2025- 2030- 2035- 2040- Project List lakhs 16 21 26 31 36 41

Gasifier Crematorium in any one of the burial ground 50 50 0 0 0 0 0 Creating community hall by 2020-21 (10 nos.)(5 nos in the first phase) 250 125 125 0 0 0 0 Creating community hall by 2030-31 (5 nos.) 125 0 0 62.5 62.5 0 0 Creating community hall by 2040-41 (5 nos.) 125 0 0 0 0 62.5 62.5 Total for Socio Economic Infrastructure Works 715 265 125 62.5 62.5 137.5 62.5 Capactiy building E-Governance 250 250 0 0 0 0 0 Implementing Double Entry Account System 10 10 0 0 0 0 0 Total for Capacity Building 260 260 0 0 0 0 0 Slum Improvement Implementing IHSDP scheme. ( construction 7611 nos HH) ( construction of 3000 HH in first phase) 7611 3000 4611 0 0 0 0 Sub total for Slum Improvement 7611 3000 4611 0 0 0 0 Grand Total for all Infrastructure 13144. Works 75689.1 16229.8 15571.5 6 10344.0 11457.3 9656.6

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14 Investment Prioritization Plan

14.1 Project Identification

Projects identified for each sector have been enlisted in the earlier chapter with phase wise manner of implementation. Project identification for Morena City Development Plan has been made on the basis of future demand and supply gap analysis for each sector of physical and social infrastructure. Also for institutional strengthening the reforms related to urban governance also has been introduced under the urban renewal section.

Project identification has been done following sectors:

• Water supply • Sewerage and sanitation • Storm water drainage • Municipal solid waste • Roads • Traffic and Transportation • Streetlights • Social-economic sectors • Urban Renewal • Slum Improvement

14.2 Basis for Project Identification

Identification of projects for Morena city development has been done after future demand and supply gap analysis of physical and social infrastructure. After estimating the gap, in order to prioritize the projects for Morena, consultants had several discussions with municipal officials and stakeholder through workshops and official meetings. After the discussion it has been concluded that the major area of sector for development is the water supply system of Morena. As of now there is no reliable system of water supply for citizens of Morena. The entire water supply system is dependent on ground water sources, thereby depleting the underground source of water. Hence there is urgent need of capital investment for water supply scheme of Morena. Apart from water supply, effective municipal solid waste management and basic sanitary services in slum regions have been identified on the basis of legal binding of Municipal solid waste handling rules,2000 and provision of basic services to the urban poor.

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Apart from future demand and supply gap analysis, the basis for project identification was the mandatory and optional reforms mentioned under the Jawaharlal Nehru National Urban Renewal Mission (JnNURM). These reforms were requiring in order to providing the effective service delivery of basic services and management from urban local bodies the urban population.

14.3 Projects for System and Infrastructure Augmentation

Morena being a newly formed Municipal council will require the immediate infrastructure augmentation projects especially in the sector of water supply and municipal solid waste management. Following list of projects will provide the infrastructure augmentation projects for development of Morena city.

Sector - Physical Project List Infrastructure

Creating WTP of 45 MLD for 2025-26 before 2020-21

Storage capacity of 10 MLD for demand year 2020-21 Water Supply Storage capacity of 5.5 MLD for demand year 2030-31

Storage capacity of 3.7 MLD for demand year 2040-41 Creating STP of 36 MLD (for 2025-26) before 2020-21 Creating Additional 18 MLD in treatment capacity by (2040-41) Sewerage and after 2025-26 Sanitation Purchasing Sullage lorry for waster water collection purpose

Utility Mapping Integrated solid waste treatment plant and disposal site ( Total area- Ha) tractor trailor ( 7 no) with capacity of 2 ton for SWM till year 2020-21 (4 nos in the first phase) tractor trailor ( 4 nos) with capacity of 2 ton for SWM till year 2030-31 Solid Waste tractor trailor ( 3 nos) with capacity of 2 ton for SWM till year Management 2040-41 Road sweepers ( 6 nos) for 2020-21 for mechanical road sweeping (3 nos in the first phase) Road sweepers ( 3 nos) for 2030-31 for mechanical road sweeping Road sweepers ( 2 nos) for 2040-41 for mechanical road sweeping

Creating 150 Km new roads between 2010-11 and 2020-21, Roads,Traffic and Creating 135 Km new roads between 2021-22 and 2030-31 Transportation Creating 73 Km new roads between 2031-32 and 2040-41 Creating new Mofussil bus stand ( Land needs to be identified)

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Sector - Physical Project List Infrastructure

Providing new street lights of 960 nos (55 W LED) by 2015-16

Street Lighting Providing new street lights of 415 nos (55 W LED) by 2025-26

Providing new street lights of 770 nos (55 W LED) by 2040-41 Slum Implementing IHSDP scheme. ( construction 7611 nos HH) ( Improvement construction of 3000 HH in first phase)

14.4 Projects for System and Infrastructure Refurbishment

Project identified for infrastructure refurbishment includes the relaying of roads, renovation of future bus terminals and replacing the existing street lights with energy savers. Following list provides the information on the projects under infrastructure refurbishment for Morena City Development Plan.

Sector - Physical Project List Infrastructure

Laying new 182 Km distribution network by 2020-2021 (two phases-each 91 km) Laying 180 Km between 2021-22 and 2030-31 Laying 73 Km between 2031-32 and 2040-41 Water Supply Providing 6277 nos of meters till 2020-21 Providing 12012 nos of meters till 2030-31 Providing 18311 nos of meters till 2040-41 Utility Mapping for water supply Laying 115 Km sewer network by 2020-21 (52.5km in first phase) Laying additional 80.6 Km sewer network between 2021-22 and 2030-31 Sewerage & Laying additional 172.6 Km sewer network between 2031-32 sanitation and 2040-41 construction of public toilets(10 nos) in various areas Purchasing Sullage lorry for waster water collection purpose Utility Mapping Creating 147 Km Storm water drains by 2020-21 Storm Water Creating 205 Km SWDs between 2021-2022 and 2030-31 Drainage Creating 212 Km between 2031-32 and 2040-41 Solid Waste Integrated solid waste treatment plant and disposal site ( Total Management area-Ha) Household segregation bins of 38216 Nos from 2010-11 to 2020-21 Household segregation bins of 72370 Nos from 2020-21 to 2030-31 Household segregation bins of 121224 Nos from 2030-31 to 2040-41

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Sector - Physical Project List Infrastructure

Procuring protective gear (gumboots, gloves and masks) for conservancy workers (350nos )once in two years Relaying 114 Km roads after every three years after its implementation Relaying 181 Km BT roads after every three years till 2020 Relaying 217 Km BT roads after every three years till 2040 Roads and Converting Kutcha roads into Pucca BT/CC roads (30 km) Transportation Improving infrastructure facilities in Morena Bus stand Junction improvement at the Bus Stand junction Improving major arterial roads connecting bus stand Improving major intersection design Parking provisions in major commercial areas

Street lighting Energy auditing study at regular interval ( five year period)

14.5 Other Development Projects

Other development projects include the socio-economic infrastructure projects like development of recreational spaces, schools and hospitals, burial ground and tourism related development. Sector - Physical Sector - Physical Infrastructure Infrastructure Construction of one secondary school till year 2025-26 School (including primary school facility) Building Construction of two more secondary school till year Socio- 2040-41 (including primary school facility) Econom Health Creating 100 bed capacity hospital through PPP ic Infrastr Creating community hall by 2020-21 (10 nos.) (5 nos in the first phase) ucture Community Hall Creating community hall by 2030-31 (5 nos.) Creating community hall by 2040-41 (5 nos.)

Sector – Urban governance Project List and slums Capacity E-Governance Building Implementing Double Entry Account System Slum Implementing IHSDP scheme. ( construction 7611 nos HH) ( Improvement construction of 3000 HH in first phase)

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14.6 Sector-wise Project Identification and Costing

14.6.1 Water Supply

In order to address water scarcity problem in Morena, the source augmentation and treatment has been proposed in order to provide sufficient and good quality of water to the citizens of Morena. The source of drinking water will be the Kuwari or Sankh River which are the nearest form of surface water sources. Projects included are in the form of provision of treatment plant for supply of 135 lpcd, laying new distribution lines in order to achieve 100% piped water supply coverage, provision of meters for water auditing. Table 14-1:: Estimated Project Cost of various works under Water Supply Estimated cost. Implementing Project List Rs. in Lakhs agency Creating WTP of 45 MLD for 2025-26 before 2020-21 414.84 PHE/MMC Laying new 182 Km distribution network by 2020-2021 (two phases- each 91 km) 3905.00 PHE/MMC Storage capacity of 10 MLD for demand year 2020-21 700.00 MMC Providing 6277 nos of meters till 2020- 21 125.54 MMC Utility Mapping for water supply 13.65 MMC Total for water supply 5159.03

From the above listed projects the laying of distribution lines of 182 km has been divided into two phase (five years each). In the first phase the laying of 91km of distribution lines has been proposed for the first five years.

It is suggested that Council has to undertake water audit, energy audit and leak deduction studies to minimize Unaccounted Water Flow (UFW) and minimize the energy expenditure. The goals and service outcomes based on the proposed strategy for the horizon period is presented in Table Table 14-2: Goals and Service outcomes related to Water Supply sector Goals 2010-11 2020-21 2030-31 2040-41 Network Coverage 0% 80% 100% 100% Access to piped water supply 0% 80% 100% 100% Per Capita Supply (LPCD) 8 100 135 135 4 hours 8 hours 24 hours Hours of Supply 0 daily daily daily 24x7 Water Supply NIL - 15 wards 21 wards As per As per Quality of Water NA As per Stds Stds Stds Non Revenue Water 50% 35% 25% 15% O&M Cost Recovery (As on 2008-09) 32% 100% 100% 100%

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Table 14-3: Project implementation schedule for water supply Phasing Project List 2011- 2012- 2013- 2014- 2015- 12 13 14 15 16 Creating WTP of 45 MLD for 2025-26 before 2020-21 Laying new 182 Km distribution network by 2020- 2021 (two phases-each 91 km) Storage capacity of 10 MLD for demand year 2020-21 Providing 6277 nos of meters till 2020-21 Utility Mapping for water supply

To address the issue of system rehabilitation, mapping and establishing a GIS system is pertinent to detail out system location, characteristics, age and condition. This would enable identifying dilapidated sections of the network and those that require replacement.

14.6.2 Sewerage and Sanitation

Morena city does not have the underground sewer drainage system and hence the sanitation is the major concern for the citizens of Morena. There is need for the dedicated underground sewer network system which will collect the wastewater and dispose it with proper treatment process. Table 14-4: Estimated Project Cost of various works under sanitation services Estimated cost. Implementing Project List Rs. in Lakhs agency Creating STP of 36 MLD (for 2025-26) 619.20 PHE/MMC before 2020-21 Creating Additional 18 MLD in treatment 0.00 PHE/MMC capacity by (2040-41) after 2025-26 Laying 115 Km sewer network by 2020- 2110.50 MMC 21 (52.5km in first phase) Laying additional 80.6 Km sewer network 0.00 MMC between 2021-22 and 2030-31 Laying additional 172.6 Km sewer 0.00 MMC network between 2031-32 and 2040-41 construction of public toilets(10 nos) in 7.50 MMC various areas Purchasing Sullage lorry for waster water 10.00 MMC collection purpose Utility Mapping 8.63 MMC Total for Sewerage and Sanitation 2755.83 MMC Works

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Table 14-5: Goals and Service outcomes related to Sewer and sanitation services Goals 2010-11 2020-21 2030-31 2040-41 Network Coverage (Access) 0% 80% 100% 100% Treatment and Disposal 0% 100% 100% 100% Recycle and Reuse 0% 20% 50% 100% Recovery of O&M Costs 0% 100% 100% 100% Public convenience facilities coverage 10% 75% 90% 100%

Table 14-6: Project implementation schedule for Sewer and sanitation services Phasing Project List 2011-12 2012-13 2013-14 2014-15 2015-16 Creating STP of 36 MLD (for 2025-26) before 2020-21 Laying 115 Km sewer network by 2020-21 (52.5km in first phase) construction of public toilets(10 nos) in various areas Purchasing Sullage lorry for water collection purpose Utility Mapping

14.6.3 Solid Waste Management

Morena Town generates around 40.5 ton of Garbage per day at the rate of 210 grams per capita per day (2010 population). However there is no door to door collection and waste segregation practices. There is no provision for disposing off solid waste and hence when it is dumped by the council in pits, it causes the environment as well as underground water to get polluted.

Currently in phase I (2010-11 to 2015-16), the following projects have been proposed to be implemented. Table 14-7: Estimated Project Cost of various works under municipal solid waste management Estimated cost. Implementing Project List Rs.in Lakhs agency Integrated solid waste treatment plant and 50.00 PHE / MMC disposal site ( Total area-Ha) tractor trailor (7 no) with capacity of 2 ton for SWM till year 2020-21 (4 nos in the 23.00 PHE / MMC first phase) Road sweepers (6 nos) for 2020-21 for mechanical road sweeping (3 nos in the 45.00 MMC first phase) Household segregation bins of 38216 Nos 28.59 MMC from 2010-11 to 2020-21

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Estimated cost. Implementing Project List Rs.in Lakhs agency Procuring protective gear (gumboots, gloves and masks) for conservancy 26.25 MMC workers (350nos )once in two years Total for Solid waste Management 172.84 Works

Table 14-8: Goals and Service outcomes related to Municipal solid waste management Solid Waste Management Goals 2010-11 2020-21 2030-31 2040-41 Door to Door collection & segregation at source 0.00% 100% 100% 100% Extent of secondary collection 50.00% 100% 100% 100% Treatment and disposal 0.00% 100% 100% 100% Access to community toilets in Slum area NA 50% 80% 100% O & M cost recovery NA 100% 100% 100%

The strategies to achieve the above mentioned projects and the proposed time frame are presented in Table Table 14-9: Project implementation schedule for municipal solid waste management Phasing Project List 2011-12 2012-13 2013-14 2014-15 2015-16 Integrated solid waste treatment plant and disposal site ( Total area- Ha) Tractor trailor (7 no) with capacity of 2 ton for SWM till

year 2020-21 (4 nos in the first phase) Road sweepers (6 nos) for 2020-21 for mechanical road

sweeping (3 nos in the first phase) Household segregation bins of 38216 Nos from 2010-11 to 2020-21 Procuring protective gear (gumboots, gloves and masks)

for conservancy workers (350nos )once in two years

14.6.4 Roads, Traffic and Transportation

Morena has no Comprehensive Traffic and transportation plan for managing the traffic and Transportation for present as well as for future years. Traffic Management measures adopted as on today would sustain only for a shorter period of time.

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Morena town is situated approximately 40 kms to the north-west of the Gwalior city. Morena due to its close proximity to Gwalior city, Morena has very good regional road network connectivity. Morena has one bus with insufficient infrastructure and it has no bus shelters on the major connecting road passing through the city. Table 14-10: Estimated Project Cost of various works under Roads, Traffic and Transportation Works Estimated cost. Implementing Project List Rs. in Lakhs agency Creating 150 Km new roads between 3375.00 MMC 2010-11 and 2020-21, Relaying 114 Km roads after every three 0.00 MMC years after its implementation Creating 135 Km new roads between 0.00 MMC 2021-22 and 2030-31 Relaying 181 Km BT roads after every 573.17 MMC three years till 2020 Creating 73 Km new roads between 0.00 MMC 2031-32 and 2040-41 Relaying 217 Km BT roads after every 0.00 MMC three years till 2040 Converting Kutcha roads into Pucca 450.00 MMC BT/CC roads (30 km) Creating new Mofussil bus stand ( Land 50.00 MMC needs to be identified) Improving infrastructure facilities in 25.00 MMC Morena Bus stand Junction improvement at the Bus Stand 10.00 MMC junction Improving major arterial roads connecting 45.00 MMC bus stand Improving major intersection design 10.00 MMC Parking provisions in major commercial 30.00 MMC areas Total for Roads, Traffic and 4568.17 MMC Transportation

Above project mentioned above are to be implemented in the first phase,i.e, in between 2011-2015. apart from above project there are several projects in terms of relaying of existing roads, construction of new roads and bus stands has been proposed in the subsequent phases. Table 14-11: Goals and Service outcomes related to Roads, Traffic and Transportation Works Goals 2020-21 2030-31 2040-41 Coverage of road 10% 15% 20% network Extent of BT/CC roads 80% 90% 100% Traffic management with signals at major 100% 100% 100% junctions

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Goals 2020-21 2030-31 2040-41 effective effective effective Parking policies implementatio implementation at implementation at formation and n at major commercial and commercial and implementation market areas residential areas residential areas Decongest the Core City 25% 55% 100% Recreational spaces 5% 8% 10% Public Private Partial Partial Partial Partnerships

The proposed time frame are presented in Table below. Table 14-12: Project implementation schedule for Roads, Traffic and Transportation

Project List 2011-12 2012-13 2013-14 2014-15 2015-16

Creating 26 Km new roads between 2010-11 and 2020-21, Implementation of road project ( upgradation of existing municipal roads of Morena) Relaying existing 102 Km BT roads after every three years till 2020

14.6.5 Street Lighting

Following are the projects which are proposed to be implemented in the next 5 years; Table 14-13: Estimated Project Cost for street lighting Estimated cost Implementing Project List Rs. in Lakhs agency Providing new street lights of 960 nos 48.00 MMC (55 W LED) by 2015-16 Energy auditing study at regular interval 1.00 MMC ( five year period) Total for Street Lighting 49.00 MMC

The strategies to achieve the above mentioned projects and the proposed time frame are presented in Table

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Table 14-14: Project implementation schedule for street lighting Phasing Project List 2011-12 2012-13 2013-14 2014-15 2015-16 Providing new street lights of 960 nos (55 W LED) by 2015- 16 Energy auditing study at regular interval ( five year period)

14.6.6 Other Identified Projects

• Socio-Economic infrastructure projects

Socio-Economic Infrastructure works like creating new Parks and Playgrounds, construction of community hall, slum improvement works, Gassifier, renovation of slaughter houses, improving infrastructure facilities in burial ground sites, upgrading the daily and weekly markets and Tourism Development are proposed based on demand supply gap analysis, based on rapid urban assessment and on the basis of the suggestions given by review committee members.

Also the education and health infrastructure has been covered under these other projects, wherein the two higher secondary schools and one hospital have been proposed under the priority list of the project identification. Table 14-15: Estimated Project Cost for socio-economic infrastructure Estimated Implementing Project List cost agency Rs. in Lakhs Construction of one secondary school till year 2025-26 40.00 MMC (including primary school facility) Construction of two more secondary school till 75.00 MMC year 2040-41 (including primary school facility) Creating 100 bed capacity hospital through PPP 50.00 MMC Gassifier Crematorium in any one of the burial 50.00 MMC ground Creating community hall by 2020-21 (10 nos.) 250.00 MMC (5 nos in the first phase) Creating community hall by 2030-31 (5 nos.) 125.00 MMC Creating community hall by 2040-41 (5 nos.) 125.00 MMC Total for Socio Economic Infrastructure 715.00 Works

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Table 14-16: Project Implementation Schedule for socio-economic infrastructure Phasing Project List 2011- 2012- 2013- 2014- 2015- 12 13 14 15 16 Construction of one secondary school till year 2025-26 (including primary school facility) Creating 100 bed capacity hospital through PPP Gasifier Crematorium in any one of the burial ground Creating community hall by 2020-21 (10 nos.)(5 nos in the first phase)

14.6.7 Capacity Building

In order to provide the capacity building and achieve the reforms under Morena municipal council there is need to provide thrust of the strategies in terms of e-governance, training and capacity building of the employees to provide efficient service to citizens from Morena municipal council. Table 14-17: Estimated Project Cost for socio-economic infrastructure Estimated cost. Implementi Project List Rs.in Lakhs ng agency E-Governance 250.00 MMC Implementing Double Entry Account System 10.00 MMC Total for Capacity Building 260.00 MMC

Table 14-18: Project Implementation Schedule for socio-economic infrastructure Phasing Project List 2011-12 2012-13 2013-14 2014-15 2015-16 E-Governance Implementing Double Entry Account System

14.6.8 Slum Development for Urban Poor in Morena

In order to facilitate the basic infrastructure and housing for the poor the following are the projects have been identified for urban poor of Morena. Major projects are the provision of shelters to the urban poor facilitated through the IHSDP scheme.

Following are the projects identified for slum development of urban poor in Morena:

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Table 14-19: Estimated Project Cost for Slum development in Morena Estimated cost Implementing Project List Rs. in Lakhs agency Implementing IHSDP scheme. (construction 7611 nos HH) (construction of 3000 HH in 3000.00 MMC first phase) Subtotal for Slum Improvement 3000.00 MMC

Project implementation schedule for Urban Poor has been presented in the given table below: Phasing Project List 2011- 2012- 2013- 2014- 2015- 12 13 14 15 16 Implementing IHSDP scheme. (construction 7611 nos HH) (construction of 3000 HH in first phase)

14.7 City Investment Plan

The city investment plan for Morena municipal council has been envisaged for 30 years from 2010-11 to 2040-41. The capital investment and the phase wise project details have been enlisted in the following table given below. The total capital investment for 30 years will be around Rs.764 Crores in order to provide the self sufficient infrastructure and services to the citizens of Morena. Total cost 2011-12 2016-17 2021-22 2026-27 2031-32 2035-36 Sector Rs to 2015- to 2020- to 2025- to 2030- to 2035- to 2040- in lakhs 16 21 26 31 36 41 Water Supply 21266.21 5159.03 3905.00 4113.74 4485.24 2126.20 1477.00 Sewerage & Sanitation 14722.92 2755.83 2110.50 1493.05 1760.60 3307.95 3295.00 Storm Water Drainage 15911.00 0.00 4147.00 2891.50 2891.50 2990.50 2990.50 Solid Waste Management 626.79 172.84 88.50 114.53 60.25 149.42 41.25 Roads, Traffic and Transportatio n 15178.00 4568.17 573.17 4458.00 1083.00 2725.50 1770.17 Street Lighting 113.25 49.00 11.38 11.38 1.00 20.25 20.25 Socio- Economic Infrastructure 715.00 265.00 125.00 62.50 62.50 137.50 62.50 Capacity Building 260.00 260.00 0.00 0.00 0.00 0.00 0.00 Slums & Urban Poverty 7611.00 3000.00 4611.00 0.00 0.00 0.00 0.00 Total 76404.16 16229.87 15571.54 13144.69 10344.09 11457.31 9656.67

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14.8 Financial Operating Plan

The Financial Operating Plan (FOP) assesses the financial strength of the Council to implement the identified investments. The Financial Operating Plan (FOP) forecasts the municipal finances on the basis of certain assumptions on income and expenditure. The primary objective of the FOP is to ascertain the investment sustenance capacity of the council to undertake various projects.

In the FOP two scenarios are envisaged. Scenarios Details No New Projects and No Base Case Scenario Reforms (“Business as Usual” Scenario) Implementation of all Projects required for Full Project-Scenario the next 5 years with Reform implementation

The key reforms are highlighted in the Table below. The total reforms suggested have been elaborated in the chapter, “Reforms and Resource Mobilization.” Table 14-20: Key Reforms Current Particulars Reform suggested practice Revision in Property tax Adhoc 15% increase in every 3 rates revision years Service level Coverage 4% to 5% increase every (Water Supply- Number of 45% year achieving 80% coverage assessments) by 2015-16 Rs.500 increase every 3 Revision in Initial Deposit for Adhoc years for each new New Water Connections revision connection Adhoc Revision in Water Charges 15% increase every 5 years revision Rs.500 increase every 3 Revision in Initial Deposit for No UGD years for each new New UGD Connections currently connection Revision in user charges for No UGD 15% increase every 3 years UGD currently Revision in User charges Adhoc Rs. 30 increase every 3 towards Sanitation, Street revision years Lighting and Fire Fighting

14.8.1 Financial Sustainability

The financial sustainability Analysis is carried out with the basic assumption that the Council will carry out reforms and projects envisaged. The Financial Operating plan prepared for Morena Municipal Council evaluates the Council’s financial position based on the two scenarios described below:

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• Base Case Scenario

In the base case scenario, the finances of Council are forecast for next 5 years without taking into consideration any new projects envisaged in Capital Investment Plan. Current practices with regard to tariff revision of key services are only considered. Additional resources mobilized through various initiatives such as resource mobilization through enhanced revision of property tax rates and the number of assessments (based on projected population increase), increased revenue realization through faster growth in service charges and fees including revision of user charges and connection charges for water supply, other income etc are loaded to the FOP in the base case scenario. Routine revenue expenses including Operations and Maintenance of existing assets have also been considered and loaded to the FOP. Revenue surplus thus generated indicates Council’s capacity to service the usual capital expenditure in the normal course of running its operations.

• Full Project Scenario

Full Project scenario for Morena Municipal Council has been worked out based on estimated demand supply analysis of various physical and social infrastructure requirements of the city and feedback of stakeholders consultation on the city’s needs for the next 5 years. The projects identified are vital for meeting the basic requirements of the town as per the infrastructure standards. In the event of the town not undertaking the project, the key problems would be poor infrastructure resulting in poor service delivery and loss of potential revenue from new revenue streams like UGD. To overcome these issues the framework for FOP is developed taking into account existing strengths of the town and also reducing the inefficiencies in the system.

Phasing of the identified projects is done based on demand supply gap analysis, project prioritization based on stakeholder consultation and financial sustainability for taking up the projects. Implications of the investments worked out in terms of external borrowing required & the resulting debt servicing commitments, external support in form of grants and additional operation and maintenance expenditure anticipated due to the new projects identified have been worked out for the next 5 years. Debt servicing capabilities, gaps in required investments from Council for the said projects versus the actual availability with the Council for its contribution for the said projects has been worked out to estimate the extent of Council’s capability to meet its contribution for financing the new projects identified under Capital Investment Plan.

The implications on the investment and borrowing capability of the Council for all the identified projects are worked out.

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14.8.2 Outcome of Financial Operating Plan

• Base Case Scenario (“Business As Usual Scenario”)

In the Base Case Scenario, the finances of Council are forecast for the next 5 years without taking into consideration any new projects envisaged in Capital Investment Plan (CIP). The past trends in growth rates in revenue income and expenditure are assumed to continue over the next 5 years. No new revenue sources such as user charges for UGD etc are envisaged under this scenario. Revenue surplus thus generated indicates Council’s capacity to service the usual capital expenditure in the normal course of running its operations the following table indicates the revenue surplus position of the Council over the next 5 year period upto 2015-16.

The following are the outcome under this scenario:-

The projected cumulative revenue surplus (Closing Balance) of the Council shows a huge deficit position over the 5 year period with a revenue deficit touching Rs. 2998.80 Lakhs in the year 2015-16 after considering its current debt obligations. Table 14-21:: Financial Operating Plan for Base Case Scenario (Rs. In Lakhs)

S 2009- 2010- 2011- 2012- 2015- Particulars 2013-14 2014-15 N 10 11 12 13 2016

A Income 1 Town Hall rent 3.28 3.61 3.97 4.36 4.80 5.28 5.81

2 Octroi 320.90 369.03 424.39 488.05 561.25 645.44 742.26

3 Property Tax Last Year 76.26 77.69 89.73 85.13 86.69 100.66 95.07 Current Year 4 Electricity Tax Last Year 4.62 6.01 7.81 10.15 13.19 17.15 22.30 Current Year 5 Passenger Tax 53.66 56.35 59.16 62.12 65.23 68.49 71.92 Entertainment 6 0.26 0.27 0.29 0.30 0.31 0.33 0.35 Tax 7 Market Fees 1.48 1.50 1.53 1.57 1.60 1.63 1.66 Development 8 5.68 5.96 6.26 6.57 6.90 7.25 7.61 Fees 9 Stadium Fees 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Receipts under special acts Food & 10 Adulteration 0.50 0.52 0.55 0.58 0.60 0.63 0.67 License Fees 11 Others 11.08 11.52 11.98 12.46 12.96 13.48 14.02 12 No entry Fees 3.00 3.15 3.31 3.48 3.65 3.83 4.03 From Assets owned by council 13 Rent from plot 0.27 0.29 0.30 0.31 0.32 0.33 0.35 14 Animal Fee 0.04 0.04 0.04 0.04 0.04 0.04 0.04 15 Mobile Shops 0.04 0.04 0.04 0.04 0.04 0.04 0.04

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S 2009- 2010- 2011- 2012- 2015- Particulars 2013-14 2014-15 N 10 11 12 13 2016

16 Medical Shops 0.00 0.00 0.00 0.00 0.00 0.00 0.00 17 Flour Mills 0.00 0.00 0.00 0.00 0.00 0.00 0.00 18 Barber Shops 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Application 19 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Fees Rent from 20 31.45 36.16 41.59 47.83 55.00 63.25 72.74 Shops Deposits from 21 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Shops Income from other sources Grants and 22 5.98 6.27 6.59 6.92 7.26 7.63 8.01 Contribution For General 23 2.83 2.97 3.12 3.28 3.44 3.61 3.79 Purposes For Special 24 32.25 33.87 35.56 37.34 39.21 41.17 43.22 Purposes Overall 25 0.83 0.88 0.92 0.97 1.01 1.07 1.12 Contracts Income from water connections 26 Meter Charges 44.19 52.74 52.46 58.87 61.25 68.23 70.94 Non Meter 27 8.05 8.45 8.87 9.32 9.78 10.27 10.78 income New Connection 28 31.03 7.38 33.65 8.60 36.50 9.95 39.60 charges 29 Surcharge 0.00 0.00 0.00 0.00 0.00 0.00 0.00 30 Others 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Miscellaneous Water Tanker 31 0.53 0.54 0.56 0.58 0.59 0.61 0.63 Hire 32 Public Exhibition 4.57 5.03 5.53 6.08 6.69 7.36 8.10 33 Stamp Duty 18.54 20.39 22.43 24.67 27.14 29.86 32.84 Sale of Leather 34 0.00 0.00 0.00 0.00 0.00 0.00 0.00 and Horns 35 Others 14.44 15.16 15.92 16.72 17.55 18.43 19.35 Various 36 (Municipal 13.73 15.11 16.62 18.28 20.11 22.12 24.33 Council) Extra Ordinary Advance 37 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Payment 38 Deposits 22.20 23.31 24.48 25.70 26.98 28.33 29.75 39 Others 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Any other 40 revenue from 0.00 0.00 0.00 0.00 0.00 0.00 0.00 new projects Total Income 711.68 764.24 877.65 940.29 1070.13 1176.47 1331.31 B Expenditure 1 Establishments 306.39 330.90 357.37 385.96 416.84 450.19 486.20 Roads & 2 335.86 362.72 391.74 423.08 456.93 493.48 532.96 Drainage 3 Water Supply 4.26 4.60 4.97 5.37 5.79 6.26 6.76 a Fire Fighting 0.97 1.05 1.14 1.23 1.32 1.43 1.54 b Workshop 3.04 3.29 3.55 3.83 4.14 4.47 4.83 c Various 3.01 3.25 3.51 3.79 4.09 4.42 4.77 d Construction 182.54 197.14 212.91 229.95 248.34 268.21 289.67

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S 2009- 2010- 2011- 2012- 2015- Particulars 2013-14 2014-15 N 10 11 12 13 2016

e Electricity 165.50 178.74 193.04 208.48 225.16 243.18 262.63 Capital 4 73.01 78.85 85.16 91.97 99.33 107.28 115.86 Expenditure General a 31.64 34.17 36.90 39.86 43.04 46.49 50.21 Administration Additional O&M 5 Expenditure 0.00 0.00 0.00 0.00 0.00 0.00 due to new Projects Total 1106.22 1194.71 1290.29 1393.52 1505.00 1625.40 1755.43 Expenditure Surplus/ Deficit -394.54 -430.48 -412.64 -453.23 -434.87 -448.93 -424.12

• Full Project Scenario

The cash flows from the new projects under this scenario are shown in Table 20-13 the financial impact for the Council in implementing full projects through additional resources generated on account of reforms suggested earlier and also the debt service capability of the Council. Implications of this investment in terms of external borrowings required, resultant debt service commitment, and additional operation and maintenance expenditure are worked out to ascertain sub-project cash flows. Revenue surpluses are applied to sub-project cash flows emerging from full project investments – the Council fund net surpluses indicates the ULB’s ability to sustain full investments.

The full project investment proposed for Morena is to the tune of Rs. 75689.16 lakhs over a period of 30 years (2010-11 to 2039-40), details of sector wise financing pattern is presented in the following table (Before Escalation). Table 14-22 : Sector Wise Investment for the next 30 years (Rs. in Lakhs)

Sectors Total Cost (Rs. In Lakhs)

Water Supply 21266.21 Sewerage & Sanitation 14722.92 Storm Water Drainage 15911.00 Solid Waste Management 626.79 Roads, Traffic and Transportation 15178.00 Street Lighting 113.25 Socio-Economic Infrastructure 715.00 Capacity Building 260.00 Slums & Urban Poverty 7611.00 Total 76404.16

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Figure 14-1 : Sector wise investment for Morena City development Water Supply 18% Sewerage & Sanitation 32% 2% Solid Waste Management 2% Roads, Traffic and Transportation Street Lighting

Socio-Economic Infrastructure 28% Capacity Building 17% Slums & Urban Poverty 1%

In the first phase of 5 years (2010-11 to 2015-16), the following investments as per priority / criticality have been envisaged.

Table 14-23:: Sector Wise Investment for the next 5 years (Rs.in Lakhs) Investment Requirements (Rs in Lakhs) Total 2014- 2015- Project Sector Investme 2010-11 2011-12 2012-13 2013-14 15 16 nt Water Supply 5159.03 1301.21 1301.21 944.39 806.11 806.11 0.00 Sewerage and Sanitation 2755.83 649.63 631.00 631.00 422.10 422.10 0.00 Storm Water Drainage 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Solid Waste Management 172.84 65.97 42.22 29.47 5.72 29.47 0.00 Roads, Traffic and Transportation 4568.17 1144.63 1054.63 789.63 789.63 789.63 0.00 Street Lighting 49.00 49.00 0.00 0.00 0.00 0.00 0.00 Socio-economic infrastructure & Capacity building 525.00 167.50 157.50 87.50 87.50 25.00 0.00 Slum Improvement 3000.00 600.00 600.00 600.00 600.00 600.00 0.00 Total CAPEX 16229.87 3977.94 3786.57 3081.99 2711.06 2672.31 0.00

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Table 14-24 : Sector Wise Investment for the next 5 years (Rs.in Lakhs)

Total 2010- 2011- 2012- Project Sector Investm 2013-14 2014-15 2015-16 11 12 13 ent Water Supply 2550.65 0.00 315.86 315.86 650.19 634.37 634.37 Sewerage and sanitation 420.91 0.00 200.63 200.63 0.00 0.00 19.65 Storm Water Drainage 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Solid Waste Management 222.12 0.00 42.22 37.72 42.22 37.72 62.22 Roads 926.13 0.00 58.50 58.50 446.10 58.50 304.53 Traffic and Transportation 299.23 0.00 79.10 93.10 42.35 42.35 42.35 Street Lighting 253.19 0.00 96.14 83.39 24.56 24.56 24.56 Socio-Economic (including the Master Plan preparation) 422.50 0.00 83.50 33.50 88.50 33.50 133.50 Slum Improvement 25.00 0.00 15.00 0.00 10.00 0.00 0.00 Total CAPEX 5119.73 0.00 890.95 822.70 1303.92 830.99 1221.17

Figure 14-2 : Sector wise investment for Morena City development for the next five years

Capital Investment Plan in the Year 2011-12 to 2015-16 Water Supply

19% Sewerage and Sanitation

32% Solid Waste Management 3% Roads,Traffic and Transportation

Socio-economic infrastructure and capacity building 28% Slum Improvement 17% 1%

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Table 14-25: Financial Operating Plan after taking up all the projects

2009- 2010- 2011- 2012- 2013- 2014- 2015- No. Particulars 10 11 12 13 14 15 2016

A Income

1 Town Hall rent 3.28 3.61 3.97 4.36 4.80 5.28 5.81

645.4 2 Octroi 320.90 369.03 424.39 488.05 561.25 742.26 4 3 Property Tax Last Year 123.8 76.26 85.53 86.51 102.33 94.94 113.86 Current Year 3 4 Electricity Tax Last Year 4.62 6.01 7.81 10.15 13.19 17.15 22.30 Current Year 5 Passenger Tax 53.66 56.35 59.16 62.12 65.23 68.49 71.92 Entertainment 6 0.26 0.27 0.29 0.30 0.31 0.33 0.35 Tax 7 Market Fees 1.48 1.50 1.53 1.57 1.60 1.63 1.66 Development 8 5.68 5.96 6.26 6.57 6.90 7.25 7.61 Fees 9 Stadium Fees 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Reciepts under special acts Food & 10 Adulteration 0.50 0.52 0.55 0.58 0.60 0.63 0.67 License Fees 11 Others 11.08 11.52 11.98 12.46 12.96 13.48 14.02 12 No entry Fees 3.00 3.15 3.31 3.48 3.65 3.83 4.03 From Assets owned by council 13 Rent from plot 0.27 0.29 0.30 0.31 0.32 0.33 0.35 14 Animal Fee 0.04 0.04 0.04 0.04 0.04 0.04 0.04 15 Mobile Shops 0.04 0.04 0.04 0.04 0.04 0.04 0.04 16 Medical Shops 0.00 0.00 0.00 0.00 0.00 0.00 0.00 17 Flour Mills 0.00 0.00 0.00 0.00 0.00 0.00 0.00 18 Barber Shops 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Application 19 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Fees Rent from 20 31.45 36.16 41.59 47.83 55.00 63.25 72.74 Shops Deposits from 21 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Shops Income from

other sources Grants and 22 5.98 6.27 6.59 6.92 7.26 7.63 8.01 Contribution For General 23 2.83 2.97 3.12 3.28 3.44 3.61 3.79 Purposes For Special 24 32.25 33.87 35.56 37.34 39.21 41.17 43.22 Purposes Overall 25 0.83 0.88 0.92 0.97 1.01 1.07 1.12 Contracts

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2009- 2010- 2011- 2012- 2013- 2014- 2015- No. Particulars 10 11 12 13 14 15 2016

Income from water connections 117.8 26 44.19 55.65 62.81 81.56 82.95 117.57 Meter Charges 4 Non Meter 27 8.05 8.45 8.87 9.32 9.78 10.27 10.78 income New 28 Connection 31.03 32.68 44.72 47.09 49.56 64.16 67.44 charges 29 Surcharge 0.00 0.00 0.00 0.00 0.00 0.00 0.00 30 Others 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Miscellaneous Water Tanker 31 0.53 0.54 0.56 0.58 0.59 0.61 0.63 Hire Public 32 4.57 5.03 5.53 6.08 6.69 7.36 8.10 Exhibition 33 Stamp Duty 18.54 20.39 22.43 24.67 27.14 29.86 32.84 Sale of Leather 34 0.00 0.00 0.00 0.00 0.00 0.00 0.00 and Horns 35 Others 14.44 15.16 15.92 16.72 17.55 18.43 19.35 Various 36 (Municipal 13.73 15.11 16.62 18.28 20.11 22.12 24.33 Council) Extra Ordinary Advance 37 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Payment 38 Deposits 22.20 23.31 24.48 25.70 26.98 28.33 29.75 39 Others 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Any other 40 revenue from 0.00 54.25 79.67 55.25 62.04 83.79 88.15 new projects Total Income 711.68 854.55 975.51 1073.92 1175.17 1387.2 1512.72 B Expenditure 450.1 1 306.39 330.90 357.37 385.96 416.84 486.20 Establishments 9 Roads & 493.4 2 335.86 362.72 391.74 423.08 456.93 532.96 Drainage 8 3 Water Supply 4.26 4.60 4.97 5.37 5.79 6.26 6.76 a Fire Fighting 0.97 1.05 1.14 1.23 1.32 1.43 1.54 b Workshop 3.04 3.29 3.55 3.83 4.14 4.47 4.83 c Various 3.01 3.25 3.51 3.79 4.09 4.42 4.77 268.2 d 182.54 197.14 212.91 229.95 248.34 289.67 Construction 1 243.1 e 165.50 178.74 193.04 208.48 225.16 262.63 Electricity 8 Capital 107.2 4 73.01 78.85 85.16 91.97 99.33 115.86 Expenditure 8 General a 31.64 34.17 36.90 39.86 43.04 46.49 50.21 Administration Additional O&M 5 Expenditure 0.00 8.38 16.67 21.88 27.35 29.96 due to new Projects Total Expenditure 1106.22 1194.71 1298.67 1410.18 1526.87 1652.74 1785.39 Surplus/ Deficit -394.54 -340.17 -323.15 -336.27 -351.71 -265.4 -272.67

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In order to achieve the financial sustainability for the urban local body, there shall be the provisions for the sources of finance in order to accomplish the identified projects for the first five year for the Morena Municipal Council. The major project contributors will be the state government which will support 70% of the finance and the Morena Municipal Council will contribute about 28%. The public contribution will be 2% for the IHSDP housing purpose. Table 14-26 : Estimation of Project Contributions from ULB Estimation of Possible contribution from ULB 2010- 2011- 2012- 2013- 2014- 2015- 11 12 13 14 15 16 Opening Balance 0.00 -340.17 -323.15 -336.27 -351.71 -265.49 Minimum cash balance to be maintained 99.56 108.22 117.52 127.24 137.73 148.78 Surplus/ Deficit -340.17 -323.15 -336.27 -351.71 -265.49 -272.67 loan 0.00 Loan Repayment 0.00 0.00 0.00 0.00 Net Surplus available for Project Funding -340.17 -323.15 -336.27 -351.71 -265.49 -272.67

Table 14-27 : Funding for the new projects

Project Cost 0.00 4296.18 4206.5 3521.8 3186.8 3231.5 Municipal Funding including loan available 0.00 0.00 0.00 0.00 0.00 0.00 CG 0.00 0.00 0.00 0.00 0.00 0.00 State Government 0.00 3436.94 3365.2 2817.5 2549.5 2585.24 Public Contribution for IHSDP housing 0.00 343.10 0.00 0.00 0.00 0.00 - - - Closing Balance 0.00 -516.13 841.30 704.37 637.38 -646.31

Out of the total project costs of Rs.16229.87 Lakhs (Escalated CIP till 2015-16), the ULB is not in a position to fund the project, nor is eleigible for loan from any financial institutions. Hence the entire project has to be funded by the State Government, Central Government and Local Contribution. Majority of the funding has to be done by the State Government, which is approximately 80% of the total investment required.

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14.9 Revenue Account

14.9.1 REVENUE INCOME

In case of taxes and non-tax revenue such as property taxes, water charges and sewerage charges where the base and basis of revenue is fairly well known and predictable, the likely revenue is forecast based on certain assumptions regarding growth in number of assessment, revision in average revenue per property (for property taxes), revision in charges/Tariffs (water charges and sewerage). Following tables list out the assumptions with regard to forecasting income from property tax, water charges and sewerage charges respectively. Assumptions regarding other sources of revenue income have been provided. Tables indicate the assumptions in revenue income in base case scenario and investment scenario.

• Property Taxes

Table 14-28 : Key assumptions for forecasting income from Property Taxes Description Current Base Case Scenario Investment Scenario Level Annual Growth in NA 3% increase in 3% increase in Number of property each year property each year Assessment Property Tax 10% rate of Rs. 300 with an Rs. 300 with an charges the increase of 15% increase of 15% calculation every 10 years every 3 years Increase in 39% Gradual increase to Gradual increase to collection 70% till 2015-16 85% till 2015-16 efficiency Source: Analysis

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• Water Charges

Table 14-29 : Key assumptions for forecasting income from income from Water Charges Current Base Case Description Investment Scenario Level Scenario % OF WATER CONNECTIONS TO PROPERTY TAX ASSESSMENT 2008-09 45% 2012-13 55% 65% 2015-16 65% 80% INITIAL DEPOSIT FOR NEW WATER SUPPLY CONNECTIONS ( Rs. per connection) Domestic (Rs.) From 2008-09 till Rs.500 2011-12 From 2012-13 till Rs.500 Rs.750 2014-15 Rs.1000 2015-16 Rs.500

WATER CHARGES (per month) Domestic (Rs.) Rs.40 per 2008-09 month Rs.40 per month Rs. 46 From 2009-10 till (~15% increase every 2012-13 three year) Rs.40 per month Rs. 53 From 2013-14 till (~15% increase every 2015-16 three year) Non-Domestic (Rs.) Rs.80 per 2008-09 month Rs.80 per month Rs. 92 From 2009-10 till (~15% increase every 2012-13 three year) Rs.80 per month Rs. 105 From 2013-14 till (~15% increase every 2015-16 three year)

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• Sewerage Charges

Table 14-30 : Key assumptions for forecasting income from from Sewerage Charges Current Base Case Investment Description Level Scenario Scenario 40% of Total Number of UGD Number of Property Nil Nil Connections tax assessment till year 2015-16 Assumed Ratio of Domestic and Non-Domestic to the Nil Nil 80:20 total UGD Connections MONTHLY USER CHARGES (Note: Monthly User charges would be collected after the UGD Project is completed) Domestic (Rs. /Year.) From 2011-12 till 2015-16 Rs.300 Rs.345 From 2016-17 till 2020-21 (15% increase) Rs.395 From 2021-22 till 2022-23 (15% increase) Non-Domestic (Rs. /Year.) From 2011-12 till 2015-16 Rs.300 Rs.345 From 2016-17 till 2020-21 (15% increase) Rs.395 From 2021-22 till 2022-23 (15% increase) DEPOSIT FEE /CONNECTION Domestic (Rs.) From 2008-09 till 2012-13 Rs.500 From 2013-14 till 2017-18 Rs.750 From 2018-19 till 2022-23 Rs.1000 Non-Domestic (Rs.) From 2008-09 till 2012-13 Rs.500 From 2013-14 till 2017-18 Rs.750 From 2018-19 till 2022-23 Rs.1000 Source: Analysis

14.10 Key Assumptions

This FOP is based on a whole range of assumptions related to income and expenditure. These are critical to understand the financial projections worked out, sustenance of the projected increase in revenue and expenditure under various scenarios and surplus thus generated. Assumptions regarding interest rates, repayment terms and conditions, financing pattern have also been explained in subsequent paragraphs. Assumptions regarding additional Operation and Maintenance Expenses for the new projects identified have also been provided. The assumptions would help in understanding the extent of investment sustenance for future projects envisaged. On the basis of four year financial information

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the projection for the income and expenditure has calculated with above mentioned two scenario for the financial sustainability of the urban local body.

14.11 Non-tax Sources Table 14-31 : Assumption for Income Projected Particulars CAGR-(%) growth Notes Rates (%) 8% 8% y-o-y seems to be on the lesser side. The growth rate of 15% assumed Octroi (2004-05 till 15% with the growth rate of average of the 2008-09) four year Octroi to the 2008-09. Though the CAGR is negative the electricity tax assumed to be growing Electricity at the rate of 30% due to the essential -7% 30% Tax commodity and increase in the connections. Also initiatives shall be taken to reduce the illegal connections. Passenger The average of the five year 34% 5% Tax passenger tax considered with 5% escalation. Receipts 128% seems to be on higher side. under 128% 5% Average of arrear and current for last special five years with 5% escalation acts 15% per year increase has been Rents from 259% 15% assumed with 2008-09 as base year shops as the 259% seems to be on higher side. Others inconsistent 5% Increasing 5% per year considering 2008-09 as the base year. Source: Analysis based on past financials provided by Morena Municipal Council

14.12 Revenue Expenditure

14.12.1 Current Revenue Expenditure

From the analysis, the CAGR of the revenue expenditure is 8% for all the heads including the establishments, roads and drainage and water supply and general administration.

In the general administration major contributor of the salary expenses are the general and the water supply department.

Hence for the projection purpose the growth rate of 8% has been assumed for all the heads apart from Operations and maintenance.

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Table 14-32 : Assumption for Revenue Expenditure Particulars CAGR-(%) Projected Growth Rates (%) Establishments 8% 8% Roads & Drainage 8% 8% Water Supply 8% 8% Fire Fighting 8% 8% Workshop 8% 8% Various 8% 8% Construction 8% 8% Electricity 8% 8% Capital Expenditure 8% 8% General Administration 8% 8% Source: Analysis based on past financials

14.12.2 Additional O&M Expenditure due to sub-projects

Operation and Maintenance of the assets related to Physical and socio- economic Key growth rates assumed for forecasting O & M of the capital works proposed are tabulated below: Table 14-33 : Key assumptions for forecasting O & M - existing & proposed assets Description Current level Assumption CAPITAL WORKS Water Supply NA 6% of the project cost Sewerage & Sanitation NA 4% of the project cost Roads and Traffic NA 3% of the project cost Management Storm Water Drainage NA 4% of the project cost Solid Waste Management NA 10% of the project cost NA 3% of the project cost considering Street Lighting Energy saving mechanism NA Socio Economic Infrastructure 5% of the project cost Source: Analysis based on past financials

Table 14-34 : O&M Expenditure for the years 2011-12 to 2015-16 Funding % Municipal Sectors Funding Local CG SG (own source Contribution and loan) Water Supply 20% 80% 0% 0% Sewerage & Sanitation 20% 80% 0% 0% Storm Water Drainage 20% 80% 0% 0% Solid Waste Management 20% 80% 0% 0% Roads, Traffic and Transportation 20% 80% 0% 0% Street Lighting 20% 80% 0% 0% Socio-Economic Infrastructure 20% 80% 0% 0% Capacity Building 20% 80% 0% 0% Slums & Urban Poverty 10% 80% 0% 10%

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14.13 Capital Income

Capital income will be in terms of grants and loans from state and central government. Following table provides the information on the financial patter for proposed projects under the city investment plan of Morena. Table 14-35 : Financing Pattern for Proposed projects Funding % Municipal Sectors Funding (own Local CG SG source and Contribution loan) Water Supply 0% 80% 20% 0% Sewerage & Sanitation 0% 80% 20% 0% Solid Waste Management 0% 80% 20% 0% Roads, Traffic and Transportation 0% 80% 20% 0% Street Lighting 0% 80% 20% 0% Socio-Economic Infrastructure 0% 80% 20% 0% Capacity Building 0% 80% 20% 0% Slums & Urban Poverty 0% 80% 10% 10%

Following table provides the funding pattern and sources of capital income for capital investment projects of Morena Municipal Council. 2010- 2011- 2012- 2013- 2014- 2015- Funding Rs in Lakhs 11 12 13 14 15 16 Project Cost 0.0 4296.2 4206.5 3521.9 3186.9 3231.6 Municipal Funding including loan available 0.0 0.0 0.0 0.0 0.0 0.0 CG 0.0 0.0 0.0 0.0 0.0 0.0 State Government 0.0 3436.9 3365.2 2817.5 2549.5 2585.2 Public Contribution for IHSDP housing 0.0 343.1 0.0 0.0 0.0 0.0 Closing Balance 0.0 -516.1 -841.3 -704.4 -637.4 -646.3

14.14 Alternative funding options for the identified projects

Morena Municipal Council has limited financial resources for funding the projects identified. The Municipal Council may not be able to avail funds for all the projects identified. Hence alternative funding sources need to be identified. The possible funding alternatives are presented below:

• Loans and Internal Accruals

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Maximum deficit generated by Morena Municipal Council is Rs. 2998.80 Lakhs. Considering Debt Service Coverage Ratio 0f 1.25, the no loan can be raised by the Municipal Council from any Financial Institutions

With the implementation of reforms, in future, we can expect that the financials would improve.

• Pooled Financing Mechanism

Tamilnadu Urban Development Fund (TNUDF) and Karnataka Urban Infrastructure Development Finance Corporation (KUIDFC) are two entities which brought out an innovative funding mechanism for projects i.e. “Pooled Financing”. Pooled Financing are of two types (i) a “blind pool”, where a bond bank raises sufficient funds based on its own credit rating and then on lends to the local body; and (ii) a “project-specific pool”, where several projects are pooled and lumped together in a bond issuance, thereby significantly reducing transaction costs and improved pricing. Tamilnadu Fund used the second arrangement, wherein 14 Urban Local Bodies of the state pooled some water and sanitation projects under a special purpose vehicle called the Water and Sanitation Pooled Fund (WSPF) and raised about Rs. 300 milllion from the bond market at an interest of 9.2% in the year 2002.

Similar funding mechanism can be considered for less credit worthy borrowers like Morena Municipal Council which has a poor debt repayment record.

• Nodal Agency/ State Government Agencies Funding

• Municipal Councils like Morena with their limited financial resources are not in a position to fund ROBs and flyover projects. ROBs in certain places are taken up by the railways and flyovers and other roads by the state PWD.

• Low cost sanitation projects can be funded by NGOs and State Government with the Municipal council contributing to a portion of the cost and acting as a facilitator in implementation.

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• Public Private Partnership (PPP)

Public Private Partnership projects are gaining importance in recent years even with smaller municipalities. Parking lots, solid waste management, hospitals and even slum redevelopment programmes are implemented under PPP wherein the private sector develops the facility, operates for a specified concession period and transfer the facility back to the local body. Though large scale participation of private sector is lacking in water supply schemes, Chandrapur Municipal Corporation has implemented water supply scheme under PPP.

Tertiary Water Treatment of Sewage in Surat

Surat Municipal Corporation has adopted the PPP route for setting up of a tertiary sewage treatment plant to treat secondary treated water from Bamroli Sewage Treatment Plant to supply Industrial Grade Water to Pandesara Industrial Estate and Surat Municipal Corporation on Design Build Finance Operate and Transfer (DBFOT) basis for a concession period of 20 years under PPP.

Water Distribution in Chandrapur

The objective of the project was to reduce huge water losses, to the tune of around Rs 1.83 crores) every year, and increase coverage and service delivery efficiencies to the 3,00,000 population of Chandrapur town. Water distribution for the local community was therefore handed over to the private sector participant i.e M/s Gurukripa Associates & Contractors Pvt. Ltd. in 2004 successfully. Both distribution of water to existing users as well as the maintenance of the Filter Plant was entrusted to the private player. Additionally, the private player was required to:

• Lay one km additional line every year – thus expanding distribution

• All the employees would be the private company's own employees (Chandrapur Municipal Corporation(CMC) was short of manpower at the time and would therefore place their own manpower at other places in the corporation requiring additional deployment)

• Technical supervision to be done by the CMC Nodal Engineer with a regular program of inspection of the filter plant, every 3 to 4 days

The initial investment of the project was Rs 3.0 Crs. The private party injected Rs 50 lacs and raised another Rs 2.5 crs by selling 50% equity on a premium. The revenue sharing arrangement for the private player was -

• Private player to collect tariff charges

• Revenue sharing arrangement, such that private player makes a total payment of Rs 1.59 Cr. to the municipal corporation in 10 years

• Private player allowed to increase tariff charges by 10% every 3 years

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Before appointment of the private After appointment of the private sector sector participant participant Leakages-the main problem (56 Leakages removal through technological solution leakages to main water supply line) Low discharge Replacement of rusted pipes (about 50 km) Replacement of Pipelines leading to improved carriage capacity and extending water supply to additional households Low pump efficiency (repairs at every Oil lubrication system of pumps modified to 3-4 months) water lubrication and preventive maintenance initiated Pump breakdown and repairs frequency changed from about quarterly to almost nil Breakdown time brought upto 24-48 hours from one week Low water tax collections Streamlining of water tax collection system with improved quality of supply. Recovery % of water tax improved from 60% to 95% No of complaints reduced from 100 to 10

More complaints from users Per capita supply of water increased from 70 lpcd to 130 lpcd The private player has received requests from other neighbouring cities to run this pilot there also. Even where the private company was not required to expand coverage (in a year), consumers started coming to the private player on their own with offers to fund the cost of laying distribution pipelines themselves if the private party would distribute water to them also. Source: Analysis

Development of Parking Lots under PPP

• Brihanmumbai Municipal Corporation (BMC) has developed a multi- storeyed mechanised parking lot on a PPP basis at Bhulabhai Desai Road, Mumbai

• BMC is also in the process of developing seven mechanised parking lots at Dadar, Borivali, Kurla, Powai, Matunga on PPP basis

• Jaipur Municipal Corporation has commissioned a study for development of parking lots under PPP at 5 sites in Jaipur

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Other PPP projects

• Municipal Solid Waste management projects under PPP have been implemented in Delhi, Bangalore, Chennai, Jodhpur and Sirsa

• Bus terminals at Dehradun, many cities in Gujarat and Amritsar on PPP

• Thriupur water supply and sewer project on Build Own Operate and Transfer basis - Water supply infrastructure to draw raw water and distribute for industrial and demestic users

• Alandur underground sewerage scheme – Public participation in the scheme by financial contribution in the form of upfront payment for service connections

• Desalination Plant at Chennai to treat 100 MLD sea water by reverse osmosis on Design Build Own Operate and Transfer basis for 25 years.

The above projects highlight the importance of private sector involvement in implementation of various projects. The number PPP projects till date under JNNURM in various sectors are as follows: Table 14-37 : PPP Projects implemented under JNNURM

Sector Number Cost (Rs. Crores) Water Supply 3 (Project related) 246.61 Sewerage 1 (Project related) 31.47 Solid Waste 17 (Operation and 873.91 Management Maintenance) MRTS 1 (Project related) 476.15 Source: JNNURM

PPP projects bring in the much required funds for the project, reduce project delays, and improve operational efficiencies and quality of service delivery. Further, municipal councils should not be involved in maintenance of parks, schools, hospitals, recreational facilities as these facilities can be developed on commercial formats successfully with private sector participation and the councils shall focus its efforts towards provision of basic infrastructure facilities. With PPP gaining importance even in the provision of basic infrastructure, the municipal councils shall play the role of facilitator in implementation of these projects.

• Town Planning Schemes

“Gujarat Model” of land pooing for implementation of infrastructure projects has helped the state to achieve urbanisation at a faster rate than the rest of the states in the country. While the urban development Acts in the rest of the country focus on direct acquisition of land from owners, the Gujarat Town Planning and Urban Development Act, 1976, lays down the town planning or TP scheme procedure for land acquisition. Under the TP scheme, 40 per cent of the land in the area earmarked for infrastructure

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development is ‘pooled’ in from land owners. The rest 60 per cent of land remains with the owners, which they are allowed to sell or else develop in accordance with the urban development scheme. In this way, land owners are not forced to sell land to the urban development authority at cheap rates. As land prices shoot up, sometimes by 10-20 or even 100 per cent, with the development of infrastructure in the area, owners are not averse to ‘pooling’ in 40 per cent of their land. According to authorities, there have been instances where entire villages have approached the AUDA for including their land under a TP scheme.

From the 40 per cent land ‘pool’, 20 per cent is earmarked for development of road network, five-eight per cent for garden and lake developments, another five-eight per cent for construction of houses for economically weaker sections, and the remaining five-eight per cent is auctioned by the urban development authority. Money raised from the auctioned land helps cover infrastructure development expenses like the cost of laying of roads, gardens, lakes, flyovers, etc.

• Other sources of project funding

Energy Efficiency Projects especially in Street lighting and Solid waste management and waste recovery are eligible for availing carbon credits (Certified Emission Reductions) which are tradeable. However, the projects should be large enough for application for CERs under Clean Development Mechanism

14.14.1 Supervision of capital works and maintenance

• Appointment of Project Management Consultants for Implementation

Morena Municipal Council lacks trained manpower to carryout supervision of the projects and monitoring of the quality of work within the stipulated costs and without delays is a challenge. Appointment of Project Management Consultants for monitoring of the projects is essential.

• Turnkey contracts with minimum years of operation obligation

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years. During the O&M phase, the contractor can train the municipal council employees to undertake O&M in subsequent years.

• Induction of Technical staff

Induction of trained and skilled manpower is essential in municipal councils as they are responsible for service delivery of basic infrastructure facilities – Water Supply, Sewer, Roads etc. Training also needs to be imparted to the staff of the municipal council in technical areas, administration, use of IT tools and Management Information Systems.

• Outsourcing of municipal functions

To maintain a lean organization, Municipal councils can outsource some of its functions for a fixed consideration. This improves efficiency and reduces the burdent on the municipal council. Some of the areas where outsourcing of functions is practiced are: • Street lighting • Solid waste management • O&M of parks • Accounting

Even O&M for water treatment and distribution systems, sewer treatment and distribution systems, tax collection can also be outsourced to improve efficiency and ensure effective service delivery.

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15 Urban Reforms

to the inhabitants of the urban area. Several initiatives and reforms have been taken up at the national level and state level. These reforms need to be replicated and implemented by the ULBs completely in a time bound manner.

Under the Urban Local Bodies level, reforms viz., E-Governance, shift to Accrual based double entry accounting, property tax (85% coverage) and property tax collection efficiency (90%) have been committed. 100% cost recovery for water supply and solid waste services have been committed to be achieved in the year 2020-21. Internal earmarking of funds for services to Urban Poor has been done and provision of Basic services to urban poor has been committed to be achieved till the year 2015. Public Private Partnership should be encouraged through outsourcing in solid waste management, street light maintenance, STP maintenance and hiring of vehicles. Few of the suggested reforms have been implemented to some extent though at the ULB level further refinement and qualitative implementation needs to be carried out.

Implementation of Reforms is critical for achieving self sustainability for the ULB and hence mandatory and optional reforms need to be implemented in a phased manner within the scheme period. Some of the reform initiatives are already underway in the ULB with assistance from the State Government. The present status of the reforms is elaborated in this chapter.

15.1 Status of Mandatory Reforms

The property registry is not updated and survey need to be carried out to bring all the properties under the municipal tax assessment. Municipal Council has not carried out valuation of assets and valuation is a pre- requisite for migration to a Double Entry Accounting system. Presented below is the status of the Municipal Council vis a vis the reform measures enlisted under the JnNURM scheme.

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Table 15-1: Reform Status and Action Plan

Particulars Presents Action Plans status

Property Tax Nil • Online payment of Tax • Property Tax calculator with the help of which Assessee can work out the tax rate applicable for his/ her Property. • Defaulter’s list to be posted on website to ensure greater compliance • Kiosks at various places to pay taxes online • Listing of collection centres, Facilitation centres for Property tax collection online • Online information for administrators for better monitoring Water Supply Nil • Online payment for water tax and Other • Filing request for new water connection Utilities • Online request for water tanker if required.

Procurement Nil • Display of tenders by department, including the and Monitoring tender documents, online submission of tenders. of Projects E-tendering for all tenders to ensure transparency • E- • E-procurement for empanelment, registration and procurement selection of vendors for various works, goods • Project/ward • Online Project Monitoring system to check works planned vs. achieved progress of work from various sites to control time overruns • Integration with the Financial Management system to control cost overruns Building Plan Nil • Online status of building plan approval, layout approval Approval • Request for survey, reconstitution of plots • Formats for AutoDCR in website and automatic approval of the plans using software to facilitate speedy approval of building plans. Users shall upload the AutoCAD drawing of the plan on the website.

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Particulars Presents Action Plans status

• Formats for alteration to the existing buildings Advertisement Nil Details of advertisement boards/ hoardings in each ward with the details about the agency name, dimension of the board, status of the approval, cost of advertisement based on the zones and area, termination date, and facility for online auction of advertisement space.

Public Health Nil • Online filing and processing of D&O, PFA trade Management license

• Request for sullage lorry • Licenses Complaints and request for street sweeping, • Solid Waste dustbins by citizens • Management GIS Mapping Nil Mapping of the following:

• ULB and ward boundaries • Road and street layer • Property layer • Household & demographic • Water supply network • Sewerage network • Street lighting • SWM • Storm water drains Darashaw Analysis

15.2 Status of Optional Reforms

Table 15-2: Optional Reforms

Optional Reforms Status 1 Introduction of Property Title Certification System in ULB No 2 Revision of Building Bye Laws No Simplification of legal and procedural framework for conversion of 3 agricultural land for non-agricultural purposed No Earmarking 25% developed land in all housing projects for EWS/ 4 LIG No Introduction of Computerized process of Registration of land and 5 property No 6 Administrative Reforms No 7 Structural Reforms No 8 Encouraging PPP No

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15.3 Issues

The Morena Municipal Council has been facing several problems in relation to capacity building and service provisions. Hence, municipal council is in urgent need for support and reforms for strengthening and capacity building of urban local body. Following are the major issues:

Lack of adequate and skilled number of staff for administrative purposes Lack of funds from state government in order to implement the reforms Poor financial status of urban local body Absence of vision for Morena Municipal Council Large number of urban poor living in slum areas with inadequate services Encroachments and illegal colonies

15.4 City Specific Strategies and Action Plans

City Specific Action Plans have been eloberated in the above table of reforms status and action plans with long term and short term strategies.Though it is imperative to implement all the reform measures mandated under the JnNNURM scheme, the areas that require immediate attention are mentioned below:

• Property assessment

Survey of properties need to be carried out as an immediate priority to bring all the properties within the municipal council under tax assessment. Properties which are currently exempted from payment of taxes need to be brought under the tax umbrella.

• Survey of assets

Survey and valuation of assets shall bring in accountability and also in aiding migration to double entry accounting system. It will also help the municipal council in exploiting the land bank and also in raising funds from external sources.

• Improvement in collection efficiency and cost recovery

The collection efficiency and cost recovery for services is very low in Morena. This will act as a dis-incentive for the municipal council to undertake new projects to improve service delivery. Hence, the collection efficiency need to be drastically improved coupled with imposition of reasonable rates for each

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of the services provided by the municipal council for long term financial sustainability. Overview

• Reforms and measures for Morena Municipal Council

• Financial and Accounting Reforms

• Institutional reforms

• E-Governance in Urban Local Bodies.

• Reforms in physical infrastructure

• Financial Reforms:

As a part of financial reforms, tax mobilization reforms in tax and non-tax collection needs to be taken up for improving the financial position of the Corporation. The reform process of tax collection should be comprehensive and should focus on structural and systematic changes so that the increase in efficiency is sustained. This is vital for achieving self-sufficiency and improving its financial health to make it possible for the ULB to undertake various projects for the welfare of the people.

The revenue department of Morena Municipal Council is responsible for collection of various taxes and charges from its citizens including raising the demand for key revenue items like property tax, Electricity tax, Entertainment tax, water charges etc., There is only one permanent sub- inspector heads the revenue department and is supported by bill collectors who are temporary workers. The five year financial information from 2004- 05 to 2008-09 of the Morena Municipal Council has been analyzed to assess the revenue and expenditure trend of the urban local body.

Morena Municipal Council has shown deficit funds in the last five years. The revenue has grown at a CAGR of 7.21% while the expenditure has grown at a CAGR of 8.39% in the last four years.

Municipal Taxes and fees account for 57% of the total income of Morena Municipal Council (MMC). This high contribution is attributed to the imposition of taxes for the services.

• Property Tax Reforms:

Present Status:

• Property tax accounts for only 17% of the municipal taxes and fees,

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• The ratio of arrear collection to current demand collection on an average is 61:39 for the last five years which shows that there is a consistent delay in recovery of current year demand raised every year.

• Presently there is no computerization of property records.

• Morena Municipal Council will require the assistance of State Government agencies in implementation of area based tax system, as the Municipal Council staff is not equipped to implement the same.

• Morena Municipal Council will require the assistance of State Government agencies in GIS based property mapping, migration to self assessment of property tax.

Proper implementation of reforms is a pre-requisite for healthy revenue generation. Healthy growth in number of assessments, updated tax demand, periodic revisions and high collection efficiency is important for strong growth in property tax collection.

Hence the following reforms have been suggested to bring about improvement in property tax collection. Table 15-C: Suggested Property taxes Reforms • Mandatory Implementation of Revision of Property Tax once in every five years is required. • Digitization of the property maps through GIS to identify un-assessed and under assessed properties is required. • GIS based mapping system is advisable for each property identified on GIS (Whether it is residential, commercial or industrial). • The above database can be crossed checked with the data from various governmental authorities/sources such as Income Tax, Profession Tax, and Mandatory Implementation of Revision of Property Tax once in every five years is required. • Computerization of records of encroached properties, action taken, list of encroachers through MIS would enable linking the same with GIS. • Making the payment of property tax more convenient for the assessees through the use of various alternative modes can be explored through a decentralized approach such as: 1. Through banks 2. Through Post Offices, Bus terminus, Kiosks et . 3. Through online payment through using internet. 4. Through ECS/ EFT • Using special schemes and incentives to encourage people to make the payment of property tax before the lapse of the due date can be considered. Rebates can be offered for advance payment of property taxes. • The Council can do more initiatives to increase the number of self assessed tax payers by creating well awareness among the people themselves about the social responsibility of paying tax in time. • Collection of arrears through innovative means such as community participation and fast track litigation methods need to be attempted. Law enforcement powers should be given to the Council to compel payment of

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taxes and other charges levied by them. • Improve enforcement against defaulters by modifying byelaws with adequate recourse to ULB within the current framework for enforcing disconnections on defaulters. • PSP involvement in computerization, billing, collections and survey of properties can be explored. • Rewarding collection efforts of the employees to encourage more aggressive collection. • List of consistent major defaulters can be published in the notice board of the Corporation office. This can be resorted in the case of extreme default. • Suitable legislation at state level to ensure that in the case of disputed property tax the assessee should first pay the tax under protest and then can take the necessary legal recourse as done in customs/excise duties can be considered. • Considering the future expansion of the council and its properties the possibility of introducing additional collection centers to enable the citizens to pay the taxes can be looked into. • Late payment of property tax after the grace period can be penalized with nominal charges as being done in the case of insurance payments etc.

A possible approach for the reform process can be as follows: - Figure 15-A: A possible approach for the Property tax reform

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• Accounting reforms:

The administrative section is responsible for maintenance of all income and expenditure statements, payment, preparation and implementation of budget. However the system of accounting is based on accrual accounting system since the council established. Presently they do not have fully computerized accounts department. Table 15-D:Suggested Accounting Reforms • There is need for the ULB to update it accounts to the latest year to provide a complete, updated details on the financial health of the ULB. Hence accounts needs to be finalized within the year itself instead of a year later as seen currently. This would enable the ULB to identify the revenue gaps, financial commitments and costs of various services and take remedial measures to regain its financial health. • As a part of a larger accounting reform process at the State level, it is suggested that the ULB can include disclosures in its Annual Accounts and other published documents details on cost recovery of essential services through direct “user charges”, indirect “taxes” and Environmental status report. • Above suggested information can be made available to the public through various channels in simple effective language to facilitate substantial/full recovery of O&M costs of the various essential services such as Water Supply, Solid Waste Management, etc. e.g. Details on the website, distribution of pamphlets, Involving S.H.Gs/NGOs/Woman Groups for spreading awareness, Public announcements etc. • The awareness creation at various levels will increase the “willingness to pay” actions of the citizens of the area. • The audited annual accounts can contain ULB Discussion and Analysis Report (UDAR) providing a holistic view on the financial health, quality of service level rendered, initiatives taken/proposed by the ULB to improve the city, areas of concern, targets and action plan to achieve the same etc. This report along with the Urban Performance indicators can provide a qualitative edge to the accounting and financial reporting system that can go a long way towards achieving high levels transparency, accountability and easy and smoother facilitation of the reform process required. Thus the support from the stake holders of the city would

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become easier if the awareness is created with these qualitative reports being prepared and shared with the key stake holders of the city.

• Institutional Reforms:

The Institutional reforms suggested for Morena Municipal Council can be broadly divided into the following heads:

• Training and Capacity Building for administrative staff and elected officials • Private Sector Participation • User charges • E-Governance

Training and Capacity Building for administrative staff and elected officials:

There is need to provide training for administrative as well as elected member in the fields of HRD training, computer training imparting the all the clerks, accounting training, and other training areas of solid waste management, water supply and sanitation particularly for technical areas. The state government should provide the necessary support in order to bring the capacity building for the Morena Municipal Counil.

It is recommended that the periodicity of the training shall be coupled with more qualitative in-depth focus on the type of training offered. This would result in increased awareness among the administrative staff on various issues there by enhancing their productivity and creating awareness about their responsibility towards the public. For both elected and administrative members educational and awareness tours can be organized to understand the best practices in various services of other ULBs.

Consumer Grievance Redressal System (CGRS):

The consumer grievance redressal system process assists the urban local bodies in improving their services in the following manner:

Citizens municipal Council:

Consumers/ citizens voice their grievances and thus provide valuable feedback to municipal council regarding the quality of services delivered.

Municipal Council citizens:

Besides addressing the complaints, the feedback given by consumer/ citizens helps the municipal bodies to analyze the quality of their services and become aware of any deficiency in their services. This helps in improving the

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efficiency, accountability, responsiveness and transparency of municipal council. All this will lead to improved service quality. Figure 15-B: Benefits of consumer grievances redressal system

Source: Framework for effective consumer grievance redressal system, MOUD, GOI

Private sector participation:

Morena is basically an agricultural town which has huge potential for growth. This town provides cheap and affordable housing for workers working in Gwalior. Private Sector Participation in infrastructure projects and Civic services can be actively pursued in Morena. The objectives for initiation of PSP in Infrastructure projects / Civic Services are:

• To reduce government grant funding for infrastructure projects • To reduce the burden on the ULB to undertake large infrastructure projects • To increase coverage of services in areas of water supply, sewerage and solid waste management • To hasten the development of the region • To improve efficiency of operations

Some of the sectors which can be considered for Private Sector Participation are:

1. Solid Waste Management 2. Water Supply Scheme 3. Sewage Treatment Plant 4. Housing for poor 5. Public Transport Initiation Project 6. Vocational Training Institutes

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Table 15-E:Areas of Privatization • Solid Waste Management Options for Private Sector Participant to invest in Solid Waste Management Project in Morena are: Production of manure from waste Conversion of biogas plant into waste to energy plant when the solid waste generation reaches 100tonnes/ day in future. • Water Supply Scheme In India, Private Sector Participation in water supply schemes has not taken off fully. However, Private Sector Participation for distribution and Operation and Maintenance can be considered in future.

Private sector Participation in service delivery, collection of bill (participation can be in the form of performance contracting.)

• Sewage Treatment Plant Private Sector Participant can be invited to setup treatment plant for generating bio-energy and bio fertilizer. PSP in Sewage Treatment can be taken up actively in Morena.

• Housing for poor Dharavi model for providing housing for poor can be considered under PSP. Under this model, land occupied by slum dwellers will be developed for residential, commercial and recreational purposes and the occupants will be provided alternate housing if the developer is provided additional FSI.

• Transportation Projects on BOT basis can be considered in areas of Para transit system, construction of ROBs, construction and management of pay and park parking lots.

User Charges

• There is a need to introduce in phases “User Charges” for various infrastructure amenities provided by the Council. Cross subsidization of tariff, Innovative product structuring and community participation are some of the measures which could be explored to provide services for the urban poor.

• Currently only property tax is the only direct income for Morena municipal council. The water tax is collected only from the bulk supply through tankers to several parts of the city. For implementing the new project there will be necessary to revise the user charges for the respective services, in order to sustain and maintain the operation of the services.

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• In the light of the above limitations, the ULB needs to explore the option of introducing

• User charges in other areas too. For the proposed UGD collection of user charges for meeting O & M expenses becomes imperative. Some of the suggested areas are user charges from commercial entities and institutions for solid waste management to be extended to residential areas in phases after proper awareness is created at all levels.

• E-governance:

E-governance is the application of information & communication technologies to transform the efficiency, effectiveness, transparency and accountability of informational & transactional exchanges with in government, between govt. & govt. agencies of National, State, Municipal & Local levels, citizen & businesses, and to empower citizens through access & use of information.

At ULB level, an e-governance shall serve the following three basic requirements in a user friendly manner

• Information to the office bearers for their effective discharges of their duties, safeguard the assets of the municipality and for future planning and development of their city.

• Information to councilors to do effective service delivery to their constituents.

• Information to public to pay their duty, update the information on assessment and to get the right services of the ULB in time.

Present Status:

• Morena municipal council does not have website, but the being a district headquarters, Morena district has online information.

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Figure 15-C: Possible approach of the Reforms for the User charges.

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Table 15-F: Reforms in Urban Governance:

Particulars Presents Proposed status

Property Tax Manual • Online payment of Tax registration of property tax • Property Tax calculator with the help of billing and which Assessee can work out the tax rate payment. applicable for his/ her Property. • Defaulter’s list to be posted on website to ensure greater compliance

• Kiosks at various places to pay taxes online • Listing of collection centres,Facilitation centres for Property tax collection online • Online information for administrators for better monitoring

Water Supply Manual • Online payment for water tax and Other registration of billing and bill • Filing request for new water connection Utilities payment, • Online request for water tanker if required. complaint

registration.

Citizens’ Nil • Status of complaint and action taken Grievance report to be made online Monitoring • Citizen Service centers and call centers to

be setup for processing of all application forms and address grievances. • Categorization of complaints in the online format department wise for speedy action – Drainage, encroachment, health, roads, water, street light, solid waste, tax, illegal construction etc.

Procurement and Nil • Display of tenders by department, Monitoring of including the tender documents, online Projects submission of tenders. E-tendering for all • E-procurement

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• Project/ward tenders to ensure transparency works • E-procurement for empanelment, registration and selection of vendors for various works, goods

• Online Project Monitoring system to check planned vs. achieved progress of work from various sites to control time overruns • Integration with the Financial Management system to control cost overruns

Building Plan Nil • Online status of building plan approval,

Approval layout approval • Request for survey, reconstitution of plots

• Formats for AutoDCR in website and automatic approval of the plans using software to facilitate speedy approval of building plans. Users shall upload the AutoCAD drawing of the plan on the website. • Formats for alteration to the existing buildings Advertisement Nil Details of advertisement boards/ hoardings in each ward with the details about the agency name, dimension of the board, status of the approval, cost of advertisement based on the zones and area, termination date, and facility for online auction of advertisement space.

Public Health Nil • Online filing and processing of D&O, PFA Management trade license • Licenses • Request for sullage lorry • Solid Waste Complaints and request for street sweeping, • Management dustbins by citizens

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GIS Mapping Nil Mapping of the following:

• ULB and ward boundaries • Road and street layer • Property layer • Household & demographic • Water supply network • Sewerage network • Street lighting • SWM • Storm water drains

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16 City Vision

16.1 Summary of Sectoral Strategies

Sectors Proposed • Service coverage of water connections to be increased from current 45% to 80% by 2020-21 • Water supply charges and connection charges need to be revised on periodic basis ie once in 5 years to fund its future investments in water supply. • Monthly service charges for the consumers can be increased minimum of 15% every 5 years. • For funding its investments in water supply, the Council can consider alternative payment structures for water. It could offer one-time payment options, where the connection fee is bundled with usage fees for a number of years. The packages could be made attractive by offering suitable levels of discounts. This could result in reduction in collection risk and reduced cost of billing and collections. The same could be used for other services, where the collection requires the effort of the municipal staff. • To improve the collection levels, the Corporation could look at providing an incentive and penalty structure for payment of water taxes and charges.

• For reducing operating and maintenance costs, water leakage audit, installation of leak detection equipment and replacement of Water pipes needs to be done on regular basis. supply • It may be mentioned that the percentage of non-revenue water is ascertained based on the condition assessment of the water supply system. It is necessary to carry out a detailed study to estimate the non-revenue losses to enhance the efficiency of the water supply system. In addition, the corporation has to undertake a series of initiatives to arrest illegal water connections and enhance the coverage of House Service Connections (HSC). • Privatization in routine maintenance relating to water supply such as hand pumps can be considered • Periodic technical training to its engineering cell is required. • Implementation of 24/7 water supply system with the main features of: ♦ Anytime full availability of water. ♦ Confessional water user charges to slum dwellers and higher charges for commercial users. ♦ Reduction of water wastages and unaccounted water flow by installing water audit equipments, energy saving equipments, water metering and conducting periodic water audits, energy audits etc. Water quality monitoring system on daily basis.

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Sectors Proposed • Implementation of underground sewerage system with coverage upto 80%. • Sewer Connection charges to the users can be increased once in five years for better revenue generation. • Monthly service charges for the consumers can be increased Sewerage minimum of 25% every 5 years. system • To improve the collection levels of monthly charges, the Council could look at providing an incentive and penalty structure for payment of charges and privatize the collection system. • Periodic technical training to its engineering cell is required in O&M of Sewage Treatment Plant, Pumping Stations and Sewer Networking System. Solid • Door to door collection of garbage at household level and waste segregation of waste at source need to be implemented after managem creating suitable awareness level ent • Gradual and phased introduction of user charges initially for commercial areas later to be extended to residential zones can be considered in later years after proper awareness is created among various stake holders. • The Council can identify the ways to generate revenue from Solid Waste by selling compost at market. • Privatization of services for the following activities should be undertaken to reduce the establishment charges and O&M charges of Corporation:

♦ Door to door collection of domestic waste ♦ Door to door collection of commercial waste, construction waste and Market waste. ♦ Setting up and operation and maintenance of waste treatment plants. ♦ Supplying vehicles on rent ♦ Transportation of waste on contract basis. Street • As a measure to save energy, the Corporation has put in use lights Energy efficient lamps. (Installing 1375 new street lights with 55 W LED till 2025-26.) • The Corporation shall replace its other existing non-energy saving lamps to energy saving lamps. • Meeting the norms of one pole per 30 meters by 2020-21 • Energy Audit needs to be conducted periodically. • Private parties can be involved for financing, operation and maintenance of energy efficient street light projects to reduce the cost incurred for the same. Roads • Relaying Bitumen roads once in three years with patch works to be undertaken based on the need in between years • Future roads to be laid with dedicated service lanes. • Relaying roads with recyclable materials like fly ash, can be explored.

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16.2 Morena City Vision

The city vision clearly highlights the need of the stakeholders to bridge the demand supply gaps in infrastructure and to achieve an improved quality of life. The vision also represents the views/ issues of all the stakeholders. While the short term focuses on the immediate issues of access to basic services, the mid-term and long term vision focuses to have a town with sustainable economic growth and greater economic vibrancy. In addition to above considerations, while developing the city vision, all sectors in terms of physical and social aspects along with equity consideration to urban poor shall be taken into consideration. Following figures shows the process of development of vision for Morena city development plan. Figure 16-1 Development Vision Model for Morena Municipal Area

Stakeholder’s view for Short Term Vision Stakeholder’s view for Long Term Vision

To Develop a City with effective and efficient infrastructure through community participation to attain a self sustainable and balanced development.

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A vision is a statement of where the city wishes to go, within a given timeframe, and is often expressed in terms of clear expectations. The vision statement for Morena defines the potential of the city and reflects its unique attributes in terms of comparative and competitive advantages, values and preferences of the city’s residents, relationship of the city to the state, national and global economies, and of course, the history and physical characteristics of the city. Morena city vision aligns stakeholders’ energies to work cohesively for the development of the city. Being its close proximity to the city of Gwalior, the vision of the Morena city shall be the in the context of sustainable growth centre. Vision statement for Morena city development plan is as follows:

City Vision

To Develop a City with effective and efficient infrastructure through community participation to attain a self-sustainable and balanced development

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TRANSPORT NAGAR- FOR MORENA CITY DEVELOPMENT

SUBMITTED BY: DARASHAW & CO. Development of Truck Parking Terminal (Transport Nagar) through PPP at Morena, Madhya Pradesh

Introduction...... 2

1.1 Project Background...... 2

1. Need for Transport Nagar for Morena City ...... 2

1.1. Regional goods transport...... 2

2. Preliminary Site Visit and Data Collection...... 3

2.1. Location ...... 3

2.2. Regional Setting and Road Network Connectivity ...... 3

2.3. Present activity at the sites ...... 5

2.4. Meeting with municipal official and site survey...... 5

2.5. Development Control Regulation applicable to the sites ...... 6

2.6. Urban development formulation and implementation guidelines for transport Nagar:...... 6

3. Possible Development Models...... 8

3.1. Case Studies ...... 8

3.1.1 MIDC Truck Terminals...... 8

3.1.2 Truck Terminal proposed to be developed by BBNDA ...... 9

3.1.3 Truck Terminal at MIHAN, Nagpur proposed to be developed by MADC...... 10

3.2 Possible Transaction Structure...... 11

3.2.1 Option 1: Maximum Upfront premium/ Minimum Viability Gap Funding as bid variable ....11

3.2.2 Option 2: Annual Lease rental/ Revenue sharing as bid variable...... 11

3.2.3 Option 3: Concession Period for Project as bid variable...... 12

3.2.4 Option 4: Concession Period for Commercial area as bid variable...... 12

1 Development of Truck Parking Terminal (Transport Nagar) through PPP at Morena, Madhya Pradesh

Introduction

Directorate of Town and Country Planning, Madhya Pradesh (DT&CP) is responsible for planning and development of Morena Municipal Area (MMA). As part of the proposed master plan, DT&CP has various proposals for decongesting the traffic in Morena City. One such proposal is development of a full-fledged truck terminal (Transport Nagar) at Agra road near Quarry river.

Project Background

In the whole of Morena Municipal Area (MMA), there is no organized truck parking terminal developed so far. In the absence of organized truck parking terminals for the trucks which are operating in the MMA, they are being parked on the road margins causing congestion on the roads. In addition, the crew of the trucks does not have access to basic facilities like dormitories to take rest and are compelled to spend the idle time in the trucks itself. To overcome the problem, Morena Municipal Council intends to develop truck parking terminals at Agra road. Morena Municipal Council is in possession of 42.00 acres of land at proposed site.

1. Need for Transport Nagar for Morena City 1.1. Regional goods transport

Being its close proximity towards Gwalior, Morena as district centre has experiencing the lot of traffic movements within its region due to its road connectivity and in-house transport business activities. Morena city is the district headquarters of Morena with agrobased industries, administrative and education centre of the region. As per information provided by APMC there has been export of around 70000 Quintal food grains, which shows the importance of good transport in the region. Also, Banmour industrial region and Kailaras Sugar industries attract the truck transportation to and from Morena region. It has been observed that there has been significant travel demand of truck vehicles in north-south corridor i.e Gwalior-Agra region. The Morena railway station provides the centre for significant scale of goods transport in term of container freights and oil transport for surrounding region. Major attraction centres for goods transport which are affecting the city’s traffic system due to its loading and unloading activities are:

• Along NH-3 stretch from Gwalior to Agra road passing through Morena city • Agriculture produce Market (APMC) • Industrial region • Commercial centers in the city and food markets

The project team undertook a visit of the project site on 2nd February 2010. The team studied the site characteristics, access, infrastructure provision and the developments surrounding the site. The details of the site visit and the preliminary observations are presented below.

2 Development of Truck Parking Terminal (Transport Nagar) through PPP at Morena, Madhya Pradesh

2. Preliminary Site Visit and Data Collection

2.1. Location

The proposed transport nagar is located at Agra-Mumbai National Highway passing north-east with an area around 42 acres with several supporting facilities. The supporting facilities have been proposed in terms of workshops, cold storage, etc. The provisions have been made for the goods go-downs which fall under inconsistent use within the city. Canal is passing from south-east to north-west along the boundary of the transport nagar plot.

2.2. Regional Setting and Road Network Connectivity

Morena is located at 30 km from city of Gwalior through the connectivity in terms of NH-3 and rail network. As mentioned earlier, the proposed transport Nagar has significant connectivity as it will be located on Agra-Mumbai National highway. Also the railway station is located at 10 km from the site location. Apart from national highway, there has been proposal of 60m ring road passing along the canal will improve the connectivity of transport nagar towards Badkhor and Ambah region at western region while maharajpur and Jaura at eastern region.

Morena SITE for Transport Nagar NH-3

Gwalior

3 Development of Truck Parking Terminal (Transport Nagar) through PPP at Morena, Madhya Pradesh

Figure 1 : Morena Transport Nagar site location Map

4 Development of Truck Parking Terminal (Transport Nagar) through PPP at Morena, Madhya Pradesh

2.3. Present activity at the sites

The current site of 42 acres, transport Nagar is a barren land without any construction of any proposals. Morena municipal council tried to initiate the commercial activities by constructing the shopping tenements but unfortunately no one turned up due to lack of infrastructure provision in terms of electricity, water supply.

2.4. Meeting with municipal official and site survey

Darashaw convened a kick off meeting with the Consultants’ project team on 3rd February 2010. The following were discussed during the meeting:

Issues relating to the possession of the proposed sites with Morena municipal council (MMC) Data relating to past studies available with MMC Facilities that need to be developed at the proposed site Possible transaction structures including availing viability gap funding

The Consultant collected the phtocopy copy of site map available with Morena municipal council. The Consultant also discussed the preliminary findings based on the site visit.

The Consultant also visited the toll check point on NH-3 along the transport Nagar entry gate situated while entering the Morena city. The toll check point operated and maintained by National highway authority of India, and as per the information collected from traffic engineer, average number of trucks passing through the NH-3 (Both directions) is 100782 for one month period.

• The vehicular traffic at the project site

Consultants had a meeting with the Manager at toll site at NH-3 on Gwalior expressway. As per the information and the records the average monthly vehicular count is 100782 for truck and bus.

Proposals for logistic hub:

Following proposal have been included for Morena logistic hub as mentioned under map prepared by Town improvement trust, Morena.

Sr.No. Categories Sr.No. Categories 1 Shopping complex 15 agencies 2 Petrol pumps 16 spare parts 3 School 17 repair shops 4 Auditorium 18 body builders 5 Motel 19 timber shops 6 Fire brigade 20 Dhaba 7 Police station 21 mechanic shops

5 Development of Truck Parking Terminal (Transport Nagar) through PPP at Morena, Madhya Pradesh

8 RTO 22 workshops 9 Bank 23 weighbridge 10 Dispensary 24 working space 11 Post office 25 parking space 12 Club Dormitory 26 open parks 13 Water Tank 27 residential area 14 Godown ware house 28 Informal shelter/ EWS

2.5. Development Control Regulation applicable to the sites

Development control regulations applicable for Morena Transport Nagar site as per the DCR for Transport Terminals such as Bus Terminals, Bus stands, Railway Stations, Truck terminals, container terminals, is worked out below: Table 1: Development Control Regulations for Morena Transport Nagar site Sr. No. Particulars As per DCR 1 Minimum Plot extent 1000 Sq. M 2 Minimum plot frontage 20 meters 3 Minimum road width 18 meters One and half times the width of the abutting road provided that the height may be exceeded to the extent of 1 meter for very 30 centimeters 3 Maximum Height by which the building is set back from the street or 15.25 meters whichever is less except in areas set apart specifically for multistoried buildings. 4 Maximum FSI 1 5 Maximum plot coverage 75 percent Setbacks Front 6 meters 6 Side 6 meters on either side Rear 6 meters on either side

The entire FSI can be consumed by opting for multi-storeyed structures while planning for the commercial facilities. Current FAR for the project site is 1.5 to 2.0 as per information provided from municipal officials.

2.6. Urban development formulation and implementation guidelines for transport Nagar:

• The main facilities for which area allocation needs to be made in transport nagar are: • Transport agencies • Godowns • Circulation • Weigh bridge • Parking • Stalls/Dhabas • Open Spaces • Administrative offices

6 Development of Truck Parking Terminal (Transport Nagar) through PPP at Morena, Madhya Pradesh

• Petrol Pump • Fire station, post office, dispensary • Service Centre • Bank, Bus station, electric sub station • Toilets • Cold storage • Police Station • Spare parts shops • Restaurent • Body building shops • Shops • Cinema

• Broad landuse break up for transport nagar: Percentage Sr.No. Use area Transport operators- 1 30 office, Godown, loading and unloading Service industry- 2 6 petrol pump, service area, weighbridge etc Public, semi public 3 3 -police station, post office, telephone, first aid etc 4 Commercial 3 Parking- 5 18 Idle, Transit, other vehicles 6 Open Spaces 10 7 Circulation 28 8 Others 2 Total 100 • Benchmarking for Transport Nagar: Recommeded Sr.no type of service Units per 100 trucks areas per unit (sqmtr) 1 Goods booking office and Godowns 30-40 29-450 2 Spare parts shops 10-15 9-72 3 Mechanical and Electrical workshop 15-25 7.5-13.5 4 Tyre/Tube sale shops 12-20 7.5-90 5 Motel 5-7 30-90 6 Tea-Breakfast shops 8-19 9-14 7 Cigarete shops 10-14 2-5 8 Sewing shops 1 10-15 Aggregate land area required will be around 1.1 to 1.5 Ha per 100 trucks. • Benchmarking of services for transport nagar: Area per unit Sr.No Services (sqmtr) Remarks minimum one for 200 1 Bank 100 trucks 2 Post office 100 one at each end 3 Petrol Pump 800 entry/ exit 4 Hotel, Lodge 600 upper floor 5 Police station 200 strategic points 6 Clinic 200 -- 7 Fire station 200 --

7 Development of Truck Parking Terminal (Transport Nagar) through PPP at Morena, Madhya Pradesh

3. Possible Development Models

Efforts have been taken by various state government agencies to develop truck parking facilities on PPP basis. The case studies of some of the truck terminals proposed to be developed on PPP is presented in this chapter. This chapter also presents some of the possible transaction structures that can be considered for development of the truck parking terminal through PPP.

3.1. Case Studies

3.1.1 MIDC Truck Terminals

Maharashtra Industrial Development Corporation (MIDC) intends to develop Truck Terminals at various Industrial Areas as part of Industrial infrastructure development In the State of Maharashtra. The following sites were proposed for the development:

Table 2: Project Features of MIDC Truck Terminal sites

MIDC Site Area (in Acres) Project Cost (Rs.in Crores) Taloja 10.37 17.34 Patalganga 12.84 20.46 Ranjangaon 10.65 16.97 Talegaon 7.19 20.76 Chakan 11.48 20.89 Waluj 10.89 19.51 Latur 5.00 10.30

Particulars Description MIDC Site Talegoan Site Area 7.19 Acres Project Cost Rs.20.76 Crores Transaction Structure Design Built Finance Operate Transfer (DBFOT) Upfront land premium for the Project Site will be paid by the Preferred Bidder/Concessionaire to MIDC as a consideration for grant of the Concession. Under this, the developer operates the facility till the concession period of 30 years and would automatically transfer back the project asset to MIDC at the end of the concession term. The Truck Terminal and the Project Assets shall be transferred to MIDC or its nominated agency, as the case may be, for a sum of Re 1/- (Rupee One

8 Development of Truck Parking Terminal (Transport Nagar) through PPP at Morena, Madhya Pradesh

Particulars Description only) After Expiry of MIDC shall re invite bid for the Project for another 30 years, which shall Concession Period be open for all the interested bidders. However, the existing concessionaire would be extended the first invitation provided it matches upto and offers to pay to MIDC the highest valid bid (Land premium). Proposed The Concessionaire Agreement had clearly spelt out the Mandatory, Development Optional and Prohibited activities at the proposed site.

3.1.2 Truck Terminal proposed to be developed by BBNDA

Baddi Barotiwala Nalagarh Development Authority (BBNDA), Government of Himachal Pradesh intends to develop and establish a Truck Terminal and a Commercial Facility near river Balad, towards ensuring smooth regulation of the traffic & curbing irregular parking along the main road adjoining the Project Site.

Table 3: Project Features of Truck Terminal facility proposed by BBNDA

Particulars Description Site Area 28.174 acres Transaction Design Built Operate Transfer (DBOT) Structure Concession Fee will be paid by the Concessionaire to BBDNA every year till the concession period of 45 years. The Fee shall be increased @ 10% every year which would be effective from the third year. The Concession Fee shall be payable by the Concessionaire to the BBNDA in equated quarterly installments within seven (7) days of the close of each quarter. The Truck Terminal and the Project Assets shall be transferred to BBNDA or its nominated agency, as the case may be at the end of the concession period Performance Includes both Construction Period Performance Security and Operations Security Period Performance Security. Upon furnishing the Operations Period Performance Security, the Construction Period Performance Security shall returned by the BBNDA to the Concessionaire Parking Fees Concessionaire shall levy and collect Parking Fee from every commercial vehicle using the facility as per the prescribed rates in the agreement. The Fees shall be revised at the rate of 10% per annum effective every third year rounded off to nearest rupee. Proposed The Concessionaire Agreement had clearly spelt out the Mandatory Development activities in the proposed site.

9 Development of Truck Parking Terminal (Transport Nagar) through PPP at Morena, Madhya Pradesh

3.1.3 Truck Terminal at MIHAN, Nagpur proposed to be developed by MADC

Maharashtra Airport Development Company Limited (MADC) intended to develop a Road Terminal in the MIHAN area on Built Operate and Transfer basis (BOT). After undertaking a transparent bidding process, SICAL Logistics Limited and Gupta Coal India Ltd consortium were selected as the preferred bidder for developing the same.

Table 4: Project Features of Truck Terminal facility at MIHAN

Particulars Description Special Purpose Vehicle’s Name Nagpur Sical Gupta Road Terminal Ltd. Place Khapri and Kalkuhi village of Nagpur -Multi-modal hub in MIHAN Site Area 60.37 ha Project Cost Rs. 10442.30 lakhs MADC would have an equity stake of 26% in the Special Transaction Structure Purpose Vehicle. MADC’s equity contribution will be in the form of land admeasuring 16.37 hectares. The balance land of 44 hectares was transferred by MADC to the SPV on a 66 years long term lease. at such lease rentals which shall fetch NPV of Rs.91.24 lakhs per hectare to MADC. The entire facility except for the truck parking, weighbridges and dormitory would be leased out by the SPV to various parties. Also the major portion of land area i.e.14.93 ha will be allocated to the Open Plots of Land, which will be leased out to various parties. The Concessionaire shall be responsible to meet the Operation & Maintenance of the facility. The Concessionaire shall set up a trust with a corpus of not less than Rs.40 crores for maintenance and development of the project. Concessionaire shall pay 1% of the construction cost to the Performance Security Concessioning Authority as performance security The Concessionaire Agreement had clearly spelt out the Proposed Development Mandatory activities in the proposed site.

10 Development of Truck Parking Terminal (Transport Nagar) through PPP at Morena, Madhya Pradesh

3.2 Possible Transaction Structure

The Truck Terminal project proposed in both Madhavaram and Manjambakkam would be developed on a Public Private Partnership mode wherein CMDA would act as a facilitator while the responsibility of developing and marketing of the terminal would be left to the Developer.

The project sites have good accessibility and could cater the demand for truck parking in that region. It will also cater to the truck parking demand arising from the existing truck terminal facility at Madhavaram. The facilities shall include truck parking bays, facilities for truck drivers such as dormitories, toilets, restaurants, allied facilities like garages, auto spare parts shops etc.

If the project is found to be unviable, additional incentives such as rights to develop commercial area and viability gap funding may be required. Additional incentives in the form of higher FSI, relaxation in height restrictions may also be considered by CMDA. These incentives shall form part of the Concession that will be granted by CMDA to the private developer. Some of the transaction structures that may be considered for the project are presented below.

3.2.1 Option 1: Maximum Upfront premium/ Minimum Viability Gap Funding as bid variable

The minimum development obligation, commercial area and the concession period shall be fixed. Bidder shall be selected on the basis of the minimum viability gap funding required by the developer or the maximum upfront premium that the developer is willing to pay. No annual lease rental is payable by the developer in this case. The developer shall handover all the project facilities at the end of the concession period to CMDA. The viability gap funding shall be capped at 40% of the project cost or as determined by CMDA.

3.2.2 Option 2: Annual Lease rental/ Revenue sharing as bid variable

The minimum development obligation, commercial area, viability gap funding if any and the concession period shall be fixed. Developer shall be selected on the basis of the maximum annual lease rental or percentage of the revenue which the developer shall be willing to share with CMDA. In this case, the lease rentals/ percentage revenue shall be payable by the developer only after commissioning of the facilities. In this model, the developer shall pay to CMDA only after the project starts generating revenue and hence there will not be additional financial burden on the developer during the construction phase.

11 Development of Truck Parking Terminal (Transport Nagar) through PPP at Morena, Madhya Pradesh

3.2.3 Option 3: Concession Period for Project as bid variable

The minimum development obligation, commercial area, viability gap funding if any shall be fixed by CMDA. Developer shall be selected on the basis of minimum concession period quoted by the developer.

3.2.4 Option 4: Concession Period for Commercial area as bid variable

Typically the revenues from parking are sufficient to meet the O&M requirements of the truck parking facility. Hence, for making the project viable, the concession period of the project facilities pertaining to parking and allied facilities can be fixed while the commercial area can be kept as the bidding parameter. Developer quoting minimum concession period for the commercial area can be selected. In this case the developer may tend to quote slightly higher concession period for the commercial area than the concession period for parking facilities to make the project viable.

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