Government of Tamil Nadu Tamil Nadu Urban Development Fund
City Corporate Cum Business Plan
Karaikudi Municipality
Final Report
March 2007
Wilbur Smith Associates Private Limited
Abbreviations and Acronyms
BOT : Build, Operate and Transfer BPL : Below Poverty Line BT : Black Top CAA : Constitution Amendment Act CAGR : Compounded Annual Growth Rate CC : Cement Concrete CCP : City Corporate Plan CMA : Chennai Metropolitan Area CMDA : Chennai Metropolitan Development Authority CMWSSB : Chennai Metropolitan Water Supply and Sewerage Board CPHEEO : Central Public Health Environmental Engineering Organisation CSC : Community Structure Component CUA : Chennai Urban Agglomeration DIC : District Industries Centre DPR : Detailed Project Report DWCUA : Development of Women and Children in Urban Areas ELSR : Elevated Storage Reservoir FOP : Financial and Operating Plan FY : Financial Year G.S.T. Road : Grand South Trunk Road gm : Grams GoI : Government of India GoTN : Government of Tamil Nadu gpcd : Grams per Capita per Day GLSR : Ground Level Storage Reservoir ISP : Integrated Sanitation Program Ha : Hectares HH : Households HSC : House Service Connection IPT : Intermediate Public Transport kg : Kilograms LCS : Low Cost Sanitation Lit : Litres LL : Lakh Litres LPA : Local Planning Area lpcd : Litres Per Capita Per Day m : Meters ML : Million Litres MLD : Million Litres per Day MSW : Municipal Solid Waste MT : Metric Ton MTC : Metropolitan Transport Corporation NGO : Non-Governmental Organisations NH : National Highway Nos : Numbers NSDP : National Slum Development Program O&M : Operation and Maintenance OHT : Overhead Tanks PSP : Public Stand Post PWD : Public Works Department SDBC : Semi-Dense Bituminous Concrete SFC : Second Finance Commission SH : State Highway SI : Sanitary Inspector SJSRY : Swarna Jayanti Shehari Rozgaar Yojna SO : Sanitary Officer Sq. km : Square Kilometres STP : Sewage Treatment Plant SWM : Solid Waste Management TCS : Thrift & Credit Societies TNEB : Tamil Nadu Electricity Board TNRDC : Tamil Nadu Road Development Corporation TNSCB : Tamil Nadu Slum Clearance Board TNUDP : Tamil Nadu Urban Development Project TNUIFSL : Tamil Nadu Urban Infrastructure Financial Services Limited tpd : Tons per Day TWAD : Tamil Nadu Water Supply and Drainage Board UGD : Underground Drainage ULB : Urban Local Body USEP : Urban Self Employment Program UST : Urban Skill Training UWEP : Urban Wage Employment Program VAMBAY : Valmiki Ambedkar Awas Yojana W : Watts WBM : Water Bound Macadam NMR Nominal Muster Roll
TNUIFSL_CCP_BP_Karaikudi
Contents
I. Background...... 1 A. Profile of Karaikudi ...... 1 1. Objectives of the study ...... 2 2. Scope of Work ...... 2 B. City Corporate cum Business Plan...... 3 1. City Corporate cum Business planning Approach...... 3 2. Source of Data ...... 3 C. Vision for Karaikudi Town...... 4 D. Report Structure...... 5 II. City Demography...... 7 B. Population Trends and Urbanization...... 7 1. Density Pattern ...... 9 C. Economic Development...... 11 1. Sectoral Growth ...... 11 2. Industrial Development...... 11 3. Health...... 11 4. Education ...... 12 E. Growth Trends and Projections...... 13 1. Growth Trends and Projections...... 13 2. Population Projection...... 13 III. Urban Management...... 15 A. Institutions and Capacity...... 15 1. Institutional Arrangements and Policy Context...... 15 2. Service Delivery and Performance of Urban Local Body...... 16 B. Organization Structure of Urban Local Body ...... 16 1. Administrative Wing...... 16 2 Executive Wing...... 16 IV. Planning & Land Use Management ...... 19 A. Planning Efforts in the Past...... 19 1. Master Plan Outline...... 19 2. Master Plan Implementation and Implications...... 19 B. Land Use Management ...... 19 1. Land Use Pattern – Current and Future...... 19 2. Development Patterns – Growth Areas and Direction ...... 22 C. Key Developmental Issues...... 22 V. Infrastructure Services ...... 24 A. Physical Infrastructure ...... 24 1. Water Supply...... 24 2. Sewerage and Sanitation...... 29 3. Storm Water Drainage and Rejuvenation of Water Bodies ...... 30 4. Solid Waste Management...... 33 5. Roads and Traffic Management...... 37 6. Traffic and Transportation...... 39 7. Street lighting...... 42 VI. Finances of Karaikudi Municipality ...... 44 A. Municipal Financial Management ...... 44 1. Municipal Fund...... 44 2. Financial Status ...... 44 3. Revenue Account...... 46 4. Water Supply and Drainage Account...... 53 5. Capital Account ...... 56 6. Assets and Liabilities ...... 57
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7. Key Financial Indicators and Issues...... 58 VII. Urban Basic Services for Poor...... 61 A. Overview...... 61 1. Water Supply...... 61 2. Sanitation ...... 62 3. Roads and Street lights ...... 62 B. Poverty Alleviation and Community Development...... 64 1. Policies, Targets and Programs...... 64 2. Government Assisted Schemes...... 64 VIII. Infrastructure Development and Service Provision ...... 69 A. Rationale, Need and Demand...... 69 1. Water Supply...... 70 2. Sewerage and Sanitation...... 71 3. Storm Water Drainage & Rejuvenation of Water Bodies ...... 72 4. Solid Waste Management...... 74 5. Roads and Traffic Management...... 78 6. Street Lighting...... 80 7. Poverty Alleviation...... 80 B. Project Identification for Service Delivery ...... 81 1. Cost Estimation - Water Supply...... 81 2. Sewerage and Sanitation...... 82 3. Storm Water Drainage & Rejuvenation of Water Bodies ...... 83 4. Solid Waste Management...... 83 5. Roads and Traffic Management...... 84 6. Street Lighting...... 84 7. Other Identified Projects...... 84 IX. Asset Management Plan...... 86 A. Overview...... 86 1. Asset Inventory...... 86 2 Information of Municipal Assets...... 86 3 Strategies...... 89 X. Resource Mobilization Initiatives ...... 92 A. Scope in Savings and Revenue Generation...... 92 1. Infrastructure ...... 92 2. Assets...... 92 B. Sector Wise Savings ...... 92 1. Water supply ...... 92 2. Solid Waste Management...... 95 3. Street Lighting...... 97 4. Assets...... 101 C. Additional Resource Mobilization ...... 103 1. Parking Fees ...... 103 2. Advertisement Fee...... 103 3. Conservancy Fee...... 104 4. Summary ...... 104 XI. Capital Investment Plan & Financial Sustainability ...... 107 A. Capital Investment Plan ...... 107 B. Financial Sustainability...... 110 1. Financial Sustainability ...... 110 2 Basic Assumptions for Projections ...... 111 3. Project Cash Flows and FOP Results...... 122 XII. Urban Governance ...... 130 A. Urban Governance ...... 130 1. Current Initiatives...... 130 2. Strategies...... 130
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Tables
Table 1.1: Goals and Service Outcomes ...... 4 Table 2.1: Municipal Population and Decadal Growth Rate ...... 9 Table 2.2: Town Level Density ...... 9 Table 2.3: Ward Wise Density Pattern - 2001 ...... 9 Table 2.4: Occupational Details...... 11 Table 2.5: Health Facilities in Local Body ...... 12 Table 2.6: Education Facilities in Local Body...... 12 Table 2.7: Population Projection by Various Methods ...... 14 Table 4.1: Details of Town Planning Schemes ...... 19 Table 4.2: Land Use 1991 and 2001 and Revised Master Plan Proposals...... 20 Table 5.1: Details of Bore Wells...... 24 Table 5.2: Details of Storage Capacity ...... 25 Table 5.5: Details of Consumer Connections ...... 26 Table 5.6: Details of Performance Indicators for Water Supply...... 29 Table 5.7: Details of Sanitation Facilities...... 30 Table 5.8: Performance Indicators for Sanitation and Sewerage...... 30 Table 5.9: Details of Drains ...... 31 Table 5.10: Details of Urinates ...... 31 Table 5.11: Performance Indicators of Drains ...... 32 Table 5.12: Details of Generation of Municipal Waste ...... 33 Table 5.13: Existing Fleet of Conservancy Vehicles...... 34 Table 5.14: Performance Indicators for Solid Waste Management ...... 35 Table 5.15: Existing Details of Surfaced Roads ...... 37 Table 5.16: Performance Indicators for Roads ...... 39 Table 5.17: Characteristics of Municipal Roads...... 39 Table 5.18: Details of Luminaries...... 42 Table 5.19: Performance Indicators for Streetlights ...... 43 Table 6.1: Summary of Municipal Fund...... 45 Table 6.2: Sources of Revenue Income ...... 46 Table 6.3: Own Sources of Revenue Income...... 47 Table 6.4: Property Tax – Demand Collection and Balance Statement...... 48 Table 6.5: Profession Tax – Demand Collection and Balance Statement...... 48 Table 6.6: Income from Assigned Revenue...... 49 Table 6.7: Income from Revenue Grants...... 50 Table 6.8: Sector wise Revenue Expenditure ...... 51 Table 6.9: Sector wise Salary...... 52 Table 6.10: Out standing Loan Statement...... 53 Table 6.11: Revenue Account Status of Water Supply and Drainage Fund ...... 54 Table 6.12: Water Charges – Demand Collection and Balance Statement...... 55 Table 6.13: Status of Capital Account - General ...... 56 Table 6.14: Status of Water Supply and Drainage Capital Account...... 57 Table 6.15: Summary of Current Assets and Liabilities status...... 57 Table 6.16: Key Financial Indicators...... 58 Table 7.1: Existing Ward Wise Settlements of Slums ...... 61 Table 7.2: Existing Infrastructure Facilities...... 62 Table 7.3: Performance Indicators for Slums ...... 67 Table 8.1: Goals and Service Outcomes – Water Supply ...... 70 Table 8.2: Requirement until 2026 in Water Supply Sector ...... 70 Table 8.3: Goals and Service Outcomes - Sewerage ...... 71 Table 8.4: Requirement until 2026 in Sewerage and Sanitation...... 72 Table 8.5: Goals and Service Outcomes – Storm Water Drain and Water Bodies ...... 73
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Table 8.6: Requirement until 2026 in Storm Water Drains ...... 73 Table 8.7: Goals and Service Outcomes – Solid Waste Management...... 74 Table 8.8: Details of Specification of Segregated Waste...... 74 Table 8.9: Details of proposed primary collection system...... 76 Table 8.10: Requirement until 2026 in Solid Waste Management ...... 77 Table 8.11: Goals and Service Outcomes –Roads, Traffic and Transportation...... 78 Table 8.12: Requirement until 2026 in Roads and Traffic & Transportation...... 79 Table 8.13: Goals and Service Outcomes – Street Lighting ...... 80 Table 8.14: Requirement until 2026 in Street Lighting ...... 80 Table 8.15: Goals and Service Outcomes – Poverty Alleviation...... 80 Table 8.16: Details of Identified Investment in Water Supply Sector ...... 82 Table 8.17: Investments for Sewerage and Sanitation...... 82 Table 8.18: Investments for Drainage and Lake Development...... 83 Table 8.19: Investments for Solid Waste Management ...... 83 Table 8.20: Investments for Roads and Traffic Management...... 84 Table 8.21: Investments for Street Lighting ...... 84 Table 8.22: The Investments for All Other Project...... 85 Table 9.1: Assets of Water Supply Details ...... 87 Table 9.2: Details of Remunerative Assets...... 88 Table 9.3: Details of Non-Remunerative Assets...... 88 Table 9.4: Details of Parks...... 89 Table 9.5: Details of Play Grounds...... 89 Table 10.1: Estimation of efficiency of pump ...... 93 Table 10.2: Estimation of net energy saving in pump house ...... 94 Table 10.3: Manpower deployment at pump house...... 95 Table 10.4: Saving in Solid Waste Management Sector towards Privatization...... 96 Table 10.5: Expenditure trend in street lighting ...... 97 Table 10.6: Salient features of Retro fit tube lights ...... 98 Table 10.7: Comparison of conventional tube lights with retrofit lights ...... 98 Table 10.8: Assumption for calculating energy savings ...... 99 Table 10.9: Energy savings in street lighting...... 100 Table 10.10: Additional Revenue Estimation from Remunerative Assets...... 102 Table 10.11: Estimated Parking Fee ...... 103 Table 10.12: Estimation of Advertisement fee ...... 105 Table 10.13: Estimation of Conservancy Fee ...... 105 Table 10.14: Estimated additional revenue from expenditure control and resource mobilization...... 106 Table 11.1: Sustainable Investment Phasing - Water Supply ...... 107 Table 11.2: Sustainable Investment Phasing - Sewerage and Sanitation...... 107 Table 11.3: Sustainable Investment Phasing - Roads ...... 108 Table 11.4: Sustainable Investment Phasing - Storm Water Drains and Natural Drains...... 108 Table 11.5: Sustainable Investment Phasing - Solid Waste Management ...... 109 Table 11.6: Sustainable Investment Phasing - Street Lighting ...... 109 Table 11.7: Sustainable Investment Phasing - Commercial Complexes, Parks etc,...... 109 Table 11.8: Component wise Sustainable Investments...... 110 Table 11.9: Key assumptions for forecasting income from Property Tax ...... 112 Table 11.10: Key assumptions for forecasting income from Water Charges ...... 112 Table 11.11: Key assumptions for forecasting income from Sewerage Charges...... 113 Table 11.12: Key assumptions for forecasting income from Solid Waste conservancy fee...... 113 Table 11.13: Key growth rate assumptions for income from other own sources...... 114 Table 11.14: Key growth rate assumptions for income from assigned sources...... 114 Table 11.15 Key growth rate assumptions for income from grants & contributions...... 115 Table 11.16: Key growth rate assumptions for forecasting revenue expenditure...... 115 Table 11.17: Key growth rate assumptions for forecasting water supply revenue expenditure ...... 116 Table 11.18: Assumptions for O&M Expenditure...... 116 Table 11.19: Proposed Financing Pattern ...... 117
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Table 11.20: Summary of estimated capital investment and phasing schedule...... 118 Table 11.21: Summary of phased investment in full project investment scenario ...... 119 Table 11.22: Financing pattern for proposed projects ...... 120 Table 11.23: One-time charges for water & sewerage connections...... 120 Table 11.24: Financial Operating Plan Results - Karaikudi Municipality...... 124 Table 11.25: Summary of Full Project Cash Flow...... 125 Table 11.26: Summary of base cost sustainable investment and phasing schedule...... 127 Table 11.27: Summary of sustainable project investment -base cost ...... 127 Table 11.28: Summary of sustainable investment project cash flow...... 128
Figures
Figure 1.1: Linkage and connectivity ...... 1 Figure 1.2: Approach to Business Plan...... 1 Figure 1.3: City Corporate Plan- The Process ...... 2 Figure 2.1: Population Growth Rate ...... 7 Figure 2.6: Town Growth Trends ...... 13 Figure 5.1: Head Works Location...... 24 Figure 5.2: Distribution Zones in Karaikudi...... 26 Figure 6.1: Total Revenue Income and Expenditure Trend...... 44 Figure 6.2: Total Capital Income and Expenditure Trend ...... 45 Figure 6.3: Source of Income (2000 to 2004)...... 46 Figure 6.4: Property Tax Collection Performance ...... 47 Figure 6.5: Items of Revenue Expenditure (2000 to 2004)...... 51 Figure 6.6: Sector Wise Salary Composition (2000 to 2004) ...... 52 Figure 6.7: Water & Drainage Account Expenditure Trend...... 54 Figure 6.8: Water Charge Collection Performance...... 55 Figure 11.1: Full Project - Sector wise Investment...... 122
Maps
Map 2.1: Administrative Boundaries (Wards) of Karaikudi...... 8 Map 2.2: Ward wise Density Pattern of Karaikudi...... 10 Map 4.1: Existing Land Use ...... 21 Map 4.2: Proposed Land Use...... 23 Map 5.3: Existing Water Supply System in Karaikudi...... 27 Map 5.5: Solid Waste Management System in Karaikudi ...... 36 Map 5.6: Road Network in Karaikudi...... 38 Map 5.7: Traffic &Transportation Proposals for Karaikudi ...... 40 Map 7.1: Locations of Slums in Karaikudi...... 63 Map 9.1: Municipal Assets in Karaikudi ...... 90
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Appendices
Appendix I: Ward Level Densities...... 133 Appendix II: Population Projection………………………………………...... 134 Appendix III: Minutes of Stakeholder meeting held on 3rd July 2006...... 136 Appendix IV: Municipal Finances...... 137 Appendix V: Short Term Projects Details ...... 138 Appendix VI: Draft Memorandum of Agreement ...... 139
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I. BACKGROUND
A. Profile of Karaikudi
1. The town of Karaikudi has its origins from 1800 A.D around the oldest structure in the town, which is the Sri Koppudaiya Nayagi Amman Temple. Karaikudi is a home for the “Nagarathars” with the location of their ancestral Heritage Town village at Chettinadu. The Hi T name Karaikudi was framed from thorny plants "Karai” and in an ancient literature this plant being referred as "Kareekudi". At present, the town is called Karaikudi. The areas of Muthupattinam, Meiyappan Ambalam Street and surrounding areas of Narayanan Chettiar Street has developed since 1940 and are characteristic of the heritage structures of the town. The development of the community based trade and prosperity led to the development of the core areas of old town.
2. Town Administration: In the post independence period, the town has experienced growth in industrial activities (especially cotton and ginning) along with trading activities. Concentration of these activities mixed with residential developments has resulted in the further growth of the town.
Figure 1.1: Linkage and connectivity Trichy TIRUVALLURN H .5 CHENNAI
NH.4 VELLORE KANCHIPURAM Thanjavur Nagapattinam
TIRUVANNAMALAI 5 .4 H N DHARMAPURI
7 .
H .7 H N VILUPPURAM PONDICHERRY N SALEM CUDDALORE
5 Pudukottai .4 NILGIRIS H N 7 Dindigul 0 .4 H 1 N 2 ERODE NAMAKKAL . PERAMBALUR H N TIRUCHCHIRAPPALLI COIMBATORE (PONDICHERRY) KARUR
THANJAVUR THIRUVARUR
7
. H N PUDUKKOTTAI NAGAPATTINAM DINDIGULGUL Tiruppattur GUL Karaikudi Melur Madurai Devakkottai 9 SivagangaSivaganga DistrictDistrict .4 THENI Sivaganga District H N MADURAIMADURAI MADURAI NN HH. .4 4N9H9 .49 8 N Sivaganga Tiruvadanai NNH H H. .7 0 VIRUDUNAGARAR RAMANATHAPURAMRAMANATHAPURAM7NAHA . AR RAMANATHAPURAM.7A .2 4 H 9 N TUTICORIN Manmadurai TIRUNELVELI Virudunagar
KANNIYAKUMARI Sivakasi Ramanathapuram
7
. H R
3. The old town is clearly distinguished by its smaller streets with winding patterns. In the past, the focus of activities was concentrated at Koppudiamman Kovil. One of the major milestones in the town’s growth was the establishment of Dr. Alagappa Chettiar Group of Institutions and Research centers on the eastern side of the town limits in the neighboring
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Sankarapuram Village. This is now a University, and has led to a number of housing layouts in the village area. The town has been growing towards eastern and northern side since then. These relatively new parts of the town can be distinguished from the Grid pattern of the roads executed by the different T.P.Schemes. Some of the major commercial areas are located on the important arterial links between the old town and the new town such as the College road, Sekkalai main road, new bus Stand, 100 ft road, Kandanoor road etc.
4. Government of Tamilnadu (GoTN) has initiated to protect this Heritage town and indicated that the conservation should go beyond preservation and just development. In the City Corporate plan, the consultants are looking towards to preserve and protect the heritage monuments and special natural assets of the town
1. Objectives of the study
5. The main objective for the City Corporate Plan was emphasizes on issues of priority local concerns for livability, and the implied requirements in terms of
(i) Enhancing City Productivity (ii) Reducing Poverty (iii) Improving Management (iv) Enhancing Financial Sustainability
6. The objective of the assignment is to formulate a Business Plan comprising of appropriate policies and actions that are practically implementable to accomplish the objectives of the CCP.
2. Scope of Work
7. The scope of services for converting CCP to Business Plan broadly covers the following areas.
(i) Financial Assessment of Urban Local Bodies; (ii) Assess Levels of service, coverage and quality of municipal services in both poor and non-poor localities; (iii) Outline issues in revenue realizations, quality of existing assets in relation to service levels and coverage, and institutional constraints; (iv) Prepare a Financial and Operating Plan (FOP); (v) Indicate and assess areas for expenditure reduction, revenue mobilization and management; (vi) Prepare a draft Memorandum of Understanding between Urban Local Body and TNUIFSL for effective implementation and monitoring of the Business Plan; (vii) Initiate consultations with council and local stakeholders on the priorities; (viii) Finalize Business Action Plan for the City, with a resolution from the council on the priorities and commitment to implement revenue and management improvement measures; (ix) Identify the obligations on the part of the ULB/TNUIFSL/TNUDF/Government for successful implementation of the Business Plan;
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B. City Corporate cum Business Plan
8. The corporate plan is a strategic plan, which sets out in detail the policy and investment options. The plan sets out baseline for the performance of the municipality, its priorities and aims for future. The Business plan is the tool to implement comprising of projects and reforms to be under taken by the ULB. In addition, the Business Plan would formulate strength for additional resource mobilization to enhance the credit worthiness of the ULB.
1. City Corporate cum Business planning Approach
9. The approach of the Corporate Plan cum Business Plan is iterative in nature and is presented in Figure 1.2
10. For the formulation of the City Corporate Plan cum Business Plan, the future vision of the city was developed through a participatory approach, initiated in July 2002. Public Consultations were conducted at the town level with the Municipal Councilors, officials, and line agencies and identified stakeholders.
2. Source of Data
11. A varied list of organisations apart from Karaikudi municipality were consulted for putting together the data presented in the report and used for analysis by the consultants through the City Corporate cum Business Plan preparation process.
12. The census data for the town is made available by the directorate of Census operations Tamilnadu. Institutions and organisations like DTCP, DIC, TWAD board, IMA, Local NGOs, Alagappa University, Private organisations etc have provided the necessary data for the respective services.
13. The municipality has provided the necessary data with respect to infrastructure at the ward level. This was instrumental in preparation of the Business plan, which includes Capital Investment program for the municipality and prioritizing the needs at the local level.
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Figure 1.2: Approach to Business Plan
Situation Analysis ¾ Rates of growth ¾ Revenue revision assumptions ¾ Collection performance ¾ Expenditure growth Assumptions Legal / Systems City Strategic Plan ¾ Expenditure Management Municipal Acts Shared long-term vision ¾ Revenue Enhancement Measures ¾ Taxation Powers ¾ Assumption on O & M for new ¾ Borrowing Provisions ¾ investments ¾ Budgeting Systems ¾ Lending options ¾ Accounting Practices City Corporate Plan ULBs’ commitment to citizens Loan grant mix Loan terms
Finances City Business Capital ¾ Sources & Uses of funds Plan Investment Plan ¾ Base and basis of levy of ¾ major taxes and charges
¾ Collection issues Financial and Operating ¾ Uses Plan ¾ Rate of growth Project Identification & facility ¾ Per-capita Analysis Siting • Sectoral Strategies • Integration of Line Agency Services Projects Current levels of services • Public Priorities Sustainable ¾ Water supply Investment ¾ Sanitation ¾ Roads
¾ Solid Waste Management ¾ Drainage Capital Investment ¾ Lighting Project Pipeline Need & Prioritization ¾ Traffic & Transportation Implementation Strategy Management Strategy
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Figure 1.3: City Corporate Plan- The Process
Strategic Planning, Existing Situation Review & Defining City Vision and Goals • Review of current service delivery levels from the citizens’ perspective through consultation between councillors and Agenda for the Future technical staff of municipality • Agenda Note Preparation on Visions and Draft Corporate Plan Sectoral Strategies Goals of the Corporate Plan in Consultation City Vision and Goals Master Plan with Planning Partners Water Supply Augmentation Plan • Review of State and Local Organisations/ Draft Plan Formulation and Sewerage Master Plan Institutional Operations in Service Delivery Identification of Capital Storm Water Master Plan Improvement Program Comprehensive Traffic & Transport Study • Address issues and identify future requirement within Plan Period Annual Progress Report • Identify Tasks to address Corporate Plan Amendments strategies formulated to cater to future requirement Plan Review • Identify Institutions involved in • Annual Report and Assessment performing tasks of Progress • Define sustainability indicators • Identification of Shortcomings to Monitor and Evaluate the Plan • Areas of focus for forthcoming Corporate Plan Corporate Plan Draft for Public Consultation Final Corporate Plan for Implementation Public Consultation, Plan Approval and Finalization Plan Monitoring and Evaluation Critical Review and Approval of Plan • Review of Sustainability Indicators by Citizen Groups/ Public • Identification of Key Areas of Representatives, Elected Councillors deficiencies and Planning Partners • Redressal of issues and accounted for
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C. Vision for Karaikudi Town
14. The vision for the town is to achieve improved service levels and better quality of life for the citizens to make Karaikudi as Heritage and Knowledge town. Specific goals and service outcomes have been framed in Table 1.1 below.
Table 1.1: Goals and Service Outcomes Sr. No Goal 2011 2016 2026 A. Water Supply 1 Network cover for 100% 100% 100% general households 2 Network cover for Slum 100% 100% 100% households 3 Per Capita Supply 90 lpcd 130 lpcd 4 Hours of supply 24 hours / daily 5 Un accounted water 20% 15% 12% 6 O&M Cost Recovery 100% 100% 100% 7 Collection Efficiency 100 % 100 % 100 % 8 Customer Satisfaction Good Good Good B. Sewerage 1 Coverage (Access) 100% 100% 100% 2 Treatment and Disposal 100% 100% 100% 3 Recycling and Reuse 25% 40% 50% 4 Customer Satisfaction Good Good Good C. Storm Water Drain and Water Bodies Macro Drainage 1 Flood Alleviation and 100% Macro Drainage Recommendation Micro Drainage 1 With in the Town 100% 100% 100% (Preparation and Implementation Plans) D. Solid Waste Management 1 Collection with in the 100% 100% 100% Town 2 Door to Door Collection - 100% 100% 100% % 3 Source Segregation - % 75% 100% 100% 4 Collection - % 90% 100% 100% 5 Scientific Disposal 80% 100% 100% 6 Waste to Energy 50% 100% Generation 7 Cost Recovery of O & M 50% 75% 100% -% 8 Private Sector 100 % Primary Complete in the Complete in Participation Collection by Disposal the Disposal Privatization E. Traffic and Transportation 1 Road Network as % of 12% 15% 15% Total Area
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Sr. No Goal 2011 2016 2026 2 Average Speed -km/’h 20 30 35 with in the town 3 Sidewalks length to Total Half of the 75% of the 95% of the road length requirement requirement requirement 4 Road accidents Reduced by Reduced by Reduced by 25% 50% 70% Roads Coverage 1 Municipality 80% 100% 100% Safety 1 To reduce traffic 100% 100% 100% accidents by traffic management measures With in the Town Parking 1 Construction of parking 100% 100% 100% complexes at proposed locations Decongestion 1 Development of Outer 100% Ring Road F. Street Lighting 1 Energy saving 80% 100% 100% mechanisms 2 Adequate lighting in Non- 80% 100% 100% lit areas G. Poverty Alleviation 1 Network Coverage for 90% 95% 100% slum households 2 UGD coverage for slum 60% 100% 100% households 3 Adequately lit slums 100% 100% 100% 4 Adequate road link for 100% 100% 100% the slums 5 Pucca houses for all slum 80% 100% 100% households 6 Education for all in slums 100% 100% 100%
D. Report Structure
15. This report is the Draft Final Report and comprises of following structure:
(i) Project Brief and Scope of work. The current section detailing the project objective and the Scope of work of the project. Approach to the City Corporate Plan. The vision and the goals are framed with time frame; (ii) Chapter 2 gives the Profile of the ULB and in terms of its demographic characteristics, past trends and growth, population projections and future trends; (iii) Chapter 3 deals with urban management, the institutions involved, structure of ULB -its political and executive wings. The chapter also outlines the reform agenda currently undertaken by the Municipality (iv) Chapter 4 elaborates planning and land use management and its growth directions
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of the town; (v) Chapter 5 detailed on existing situation of infrastructure services, coverage, gaps, and issues confronting the same; (vi) Chapter 6 presents the fiscal situation of the Karaikudi Municipality (vii) Chapter 7 deals with urban poverty including slums, demographic and socio- economic characteristics, availability of infrastructure services and gaps in the provision and delivery of services. Housing for urban poor is also discussed in this chapter. (viii) Chapter 8 describes vision and sectoral strategies for the different infrastructure, facilities for the town along with the proposed interventions and costing for each of the sector. (ix) Chapter 9 will deal with the elements that are essential in an asset management program for movable and immovable infrastructure. More specifically road networks, sidewalks, water supply networks, pumping, storage, treatment facilities and storm water drains. (x) Chapter 10 deals with revenue generation through the non-traditional sources with minimum investment s and the enormous scope to control expenditure. (xi) Chapter 11 describes Capital Investment Plan and Financial Operating Plan and sustainability of the proposed interventions including the suggested reforms to enhance the municipal revenues. (xii) Chapter 12 outlines the various best practices world over regarding good urban governance. The strategies presented in this chapter, are an integrated whole and none of them can be seen are understood in an isolated section.
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II. CITY DEMOGRAPHY
16. Linkage & Transportation: Karaikudi is situated towards north of Sivagangai district and is about 90 Km from Trichy and and 450 Km from Chennai respectively. It is well connected by rail and road transport. NH 210, SH 28 and SH 35 passes through the town. While NH 210 connects Trichy and Rameswaram, SH 28 & 35 connects Tanjavur, Sayalkudi and Dindigul with Karaikudi. Karaikudi is a junction on the southeast Railway division. The meter gauge line connecting Trichy, Manamadurai and Rameswaram pass through the town.
17. Physical & Geographical Character: The terrain of Karaikudi is predominantly flat. Rocky areas are found in the surrounding areas of Karaikudi town and intensity of rocks is more towards western side of the town. The rocks are of ancient crystalline type. Clay deposits in the form of calcareous nodules and limestone are also found in the nearby areas. The soil is hard red laterite and is not suitable for cultivation. There is no physical restraint to developments except the railway line, which skirts the town at its eastern periphery.
18. Climate & Rainfall: The summers are quite hot with temperatures of around 370 C. The climate is pleasant during the monsoon while the autumns are temperate. The winters are not very cold but the temperatures in January are around 220 C. The level of ground water table in most of the places within the town varies in summer to non-summer seasons between 6 and 3 feet respectively. The annual average rainfall in Karaikudi is 913.6 mm and the total rainfall for the year 2001 is 1096.4 mm.
B. Population Trends and Urbanization
Figure 2.1: Population Growth Rate 19. Karaikudi is a selection grade 100000 90000 municipality with an area of 80000 13.75 Sq. km consisting of 36 70000 wards. The town population 60000 50000 in 2001 was 86,596. The
Population 40000 decadal growth rates had 30000 20000 shown a gradually increasing 10000 trend until the year 1971 and 0 then decreased from 1981 1951 1961 1971 1981 1991 2001 until it reached a very low value of 7.42 percent in 1991. This reduction can be attributed to the out migration, which is also reflected in the reduction in primary and secondary workforce in 1991. In 2001, Karaikudi has shown a growth of about 20.33 percent. This growth rate is due to increase in the educational facilities around the town and town experienced with inward migration. The decadal population growth rate is presented in Table 2.1. The population growth curve is shown in Figure 2.1
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Map 2.1: Administrative Boundaries (Wards) of Karaikudi
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Table 2.1: Municipal Population and Decadal Growth Rate Year Population Decadal Growth Rate ( %)- 1901 11,801 1911 14,648 24.13 1921 15,350 4.79 1931 21,672 41.19 1941 28,908 33.39 1951 38,453 33.02 1961 43,698 13.64 1971 55,449 26.89 1981 66,993 20.82 1991 71,965 7.42 2001 86,596 20.33 Source: Census of India.
1. Density Pattern
20. The town had a population density of 4,594 persons per Sq. km in 1971, which increased to 6,285 persons per Sq. km in 2001. The town has 36 administrative wards presented in (Map 2.1) and mainly the transport corridors, namely NH 210 and State Highway 28 & 35, guide the density pattern of the town. Table 2.2 gives the town level density.
Table 2.2: Town Level Density Year Area Population Density Sq. Km Per/ Sq. Km 1971 12.07 55,449 4,594 1981 13.75 66,993 4,970 1991 13.75 71,965 5,339 2001 13.75 86,422 6,285 Source: Analysis
21. There are three wards (5, 18, and 27) where density is more than 20,000 persons per Sq km and house significant slum population. Wards on the south and northeast (1, 9, 12, 17, 19, 34, 35, and 36) have low density at less than 5000 persons per sq. km. Ward level density is presented in Appendix I. The density pattern (2001) is presented in Table 2.3 and Map: 2.2
Table 2.3: Ward Wise Density Pattern - 2001 Sl No. Ward Number Density Per/ Sq. Km 1 5, 18, 27 >20,000 2 34, 15, 25, 33 15,001 – 20,000 3 7, 13, 14, 16, 30, 29, 32, 28, 20 10,001 – 15,000 4 24, 23, 22, 21, 26, 31, 8, 2, 11, 10, 6 5,001 – 10,000 5 1, 12, 9,19,17, 34, 35, 36 <5,000 Source: Analysis
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Map 2.2: Ward wise Density Pattern of Karaikudi
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C. Economic Development
22. Karaikudi acts as a major growth center for all the rural areas as well the other areas of surrounding Chettinadu region. Over the years, Karaikudi has developed mainly along NH 210 leading to Trichy, as seen from the developments on Sekkalai road, which proceeds to Devakottai in the south.
1. Sectoral Growth
23. There are no major industrial activities in the town except for the research institute of Central Electro-Chemical Research Institute, Karaikudi (CECRI) and Alagappa University, which are located out side the municipal boundaries. Most of the units located in Karaikudi are small-scale industries like engineering works, handlooms, wood works, etc.
24. As per the 2001 census, the work force constitutes 33 percent of the town population. During the period 1971 to 1991, there is a major shift in occupation pattern from tertiary sector to secondary sector. This trend reversed in the following decade 1991 to 2001. At present majority of the people are engaged in tertiary sector in Karaikudi. The occupational details is presented in Table 2.4
Table 2.4: Occupational Details Sector Number of Persons 1971 1981 1991 2001 Primary sector 1,079 757 936 420 Secondary Sector 5,097 2,308 6,463 2,127 Tertiary Sector 10,059 16,939 14,231 26,239 Total Work Force 16,235 20,004 21,630 28,786 Source: Census
2. Industrial Development
25. The textile sector provided for the setting up of small scale weaving units in the town. This has however declined and has almost come to a standstill due to the large-scale mechanization of the textile industry in the neighboring region of Madurai. However, the economy of the town is primarily dependent on the trade and commerce related activities. There is no major industrial development in and around Karaikudi. There is a predominance of small-scale industries with an average of four members employed per industry.
3. Health
26. There is a government hospital, 4 maternity centers and 16 private clinics in Karaikudi town. While considering the existing population and size of the town, the available facilities are grossly inadequate. Table 2.5 provides the details of hospitals and dispensaries.
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Table 2.5: Health Facilities in Local Body Type Numbers Doctors Beds Government Hospital 1 12 120 Maternity Homes 4 1 12 Health Centers 1 - - Dispensaries 16 22 129 Source: Karaikudi Municipality
27. Apart from the government hospital and maternity homes, there is one health center and a dispensary, run by the Government. There are four doctors each for the maternity home and the dispensary. There are 12 beds in the maternity home apart from those in the Government Hospital. There are 22 doctors and 129 beds with the private hospitals.
4. Education
28. The town has three different categories of educational facilities. There are four middle level schools, twenty elementary schools and one Deaf and Dumb School. Higher educational facilities include Engineering College and Polytechnic College etc. Alagappa Chettiyar University is the prime institution of repute just outside the municipal limits. Apart from these, there are colleges, which are either affiliated or self-financed and imparting education to students at college and graduation level. The town has elementary to post graduation education facilities. The details of education centers are illustrated in Table 2.6.
Table 2.6: Education Facilities in Local Body Type of Schools Numbers Middle Schools (by education department) 4 Elementary Schools (by education department) 20 Deaf and Dumb School 1 High School 1 Higher Secondary School 3 Professional college 1 Private University 1 Source: Karaikudi Municipality
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E. Growth Trends and Projections
1. Growth Trends and Projections
29. Some of the areas that are experiencing growth are those areas just outside the town towards Madurai with limited commercial activities. Although Karaikudi Town served as an important economic center for the nearby villages, it was solely dependent on regional economic centers of Madurai, Trichy etc for employment. Thus, it has a role of a transit town for goods and services due to its linkages to major economic centers of Madurai, Trichy, Virudunagar, etc.
Figure 2.6: Town Growth Trends
30. Thus, the emerging economic investments the town can make will be solely in terms of strengthening its current role as a supplier of commercial goods and services. Some of them can be well-planned commercial centers located in the transit-oriented locations of the town. In addition, efforts are on going to place Karaikudi as tourist destination and focal point for Chettinad heritage. Hence, the future towards economy would depend on tourism related activities.
2. Population Projection
31. The following methods are employed to project the Population.
(i) Arithmetic Increase Method (ii) Incremental Increase Method (iii) Geometric Increase Method (iv) Graphical Methods (Exponential, Polynomial 2nd Order, Power Method and Log Method))
32. By using the above methods, future population has been projected for the Present (2006), Intermediate (2021, 2026) and Ultimate Stage (2036) and furnished in Table 2.7
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Table 2.7: Population Projection by Various Methods Projected Population Forecasting Method Present Intermediate Intermediate Ultimate Remarks (2006) (2021) (2026) (2036) Arithmetic Method 91,410 1,05,853 1,10,668 1,20,296 Moderate Geometric Method 93,389 1,17,136 1,26,325 1,46,922 High Incremental Increase 92,290 1,12,893 1,20,933 1,38,775 Reasonable Method Graphical Methods Polynomial Second 91,569 1,09,994 1,16,490 1,30,013 Moderate Order Exponential Method 95,220 1,21,796 1,32,210 1,55,788 Very High Power Method 82,740 90,912 93,447 98,282 Low Log Method 80,600 85,976 87,546 90,426 Very Low Source: Analysis
33. Considering the growth trends, the future growth would witness an increase in growth rate during the next decade. To assess the future growth of population, a variety of methods were employed, the details of population projection calculation are enclosed in Appendix II
34. Projections by Incremental Increase are considered appropriate for the municipality. The projected population figures for the years 2011, 2021 and 2026 for the municipality by this method are 95,290, 112,893, and 120,933 persons respectively. Based on the population projection above, the demands and gaps are calculated.
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III. URBAN MANAGEMENT
A. Institutions and Capacity
1. Institutional Arrangements and Policy Context
35. Institutional Arrangements. The State Government’s line departments continue to play a crucial role in urban basic service delivery. Sectors and agency involvement include:
(i) Water Supply & Sewerage. The Tamil Nadu Water Supply and Drainage Board (TWAD) are responsible for creation of water and sewerage infrastructure in the state. However, Municipality is responsible for the provision and delivery of services within the town.
(ii) Master Plan. The Town and Country Planning Department (TCPD) prepares the Master Plan and Comprehensive Development Plan (CDP) for the town, and the mandate of implementing the Master Plan /CDP lies with the ULB – growth is generally haphazard and unplanned, the CDP is rarely referred to. However, with a vision to achieve planned growth, revision of CDP is in progress.
(iii) Roads and Highways. Highways and Rural Works maintain the National and State Highways that pass through the town. Municipal roads are maintained by the ULB.
(iv) Environmental Protection. The Tamil Nadu Pollution Control Board (TNPCB) is responsible for environmental protection and enforcement of rulings related to the same, passed by competent authorities.
(v) Slum Up gradation. The Tamil Nadu Slum Clearance Board (TNSCB) develops improvement schemes for notified/regularized slum settlements in the town. Infrastructure provision is financed partly through loans from the Housing and Development Corporation (HUDCo) and partly through grants from GoTN and GoI.
36. In addition to involvement of various institutions in the development of local-level infrastructure, the Municipal Administration & Water Supply Department controls local- level governance through the Commissionerate of Municipal Administration (CMA).
37. Policy Framework. The Tamil Nadu District Municipalities Act, 1920, governs Karaikudi Municipality. The municipality is classified as a selection grade municipality Amendment to the Corporation Act (1971) and Amendment to the Municipalities Act (1920), provides impetus for environment improvement through Rain Water Harvesting
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2. Service Delivery and Performance of Urban Local Body
38. The engineering department is responsible for all public works, and maintenance of civic facilities. This department is responsible for the following works:
(i) Public Works (Construction and maintenance of roads and storm water drains, (ii) Maintenance of school buildings, (iii) Construction and Maintenance of Public Conveniences, (iv) Maintenance of other facilities viz., Bus stand, Markets, etc. (v) Street Lighting (Maintenance of Street Lights) (vi) Water Supply and Sewerage (Provision and operation and maintenance of water supply and sewerage system) (vii) Parks and Gardens (Maintenance of parks and gardens).
B. Organization Structure of Urban Local Body
39. In 1928, Karaikudi was a grade III municipality and in the post independence period was subsequently upgraded to grade II municipality. Later the state Government declared it as grade I municipality in 1973 and in 1988; the town achieved the status of a selection grade municipality. The master plan for Karaikudi town was prepared by the Karaikudi Local Planning Authority and the Directorate of Town & Country Planning Authority- Sivagangai prepared the master plan for Karaikudi town and was approved in 1984. The structure of the municipality consists of two wings i.e., the deliberative wing and the executive wing.
1. Administrative Wing
40. The Municipal Council, the political arm of the municipality consists of 36 elected councilors, each representing a ward. The Chairperson (elected from among the councilors) heads the municipal council, which performs its duties as per the provisions of the district municipalities Act. The political wing provides an overall direction to the Municipality and performs its functions through a set of committees constituted for different purposes.
2 Executive Wing
41. The Executive Wing is responsible for day-to-day operations of the Municipality, and is headed by the Municipal Commissioner. The Commissioner is the administrative head of the Municipality and is supported by different departments in the operations. The organizational structure of the Municipality comprises of five functional Departments.
42. The Karaikudi municipality of executive wing is responsible for day to day operations, and is headed by the municipal commissioner. The commissioner is the administrative head of the municipality and is supported mainly by five departments in the operations. The organizational structure of the municipality comprises of five functional departments.
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43. The municipality consists of a head that reports to the commissioner and functions as per the responsibilities prescribed in the Act and as delegated by the municipal commissioner. The function of clerical staff dealing under each department/ section of the Municipality is coded for the sake of work allocation and standardization.
44. Various departments under the ULB share the responsibility of service delivery within the Corporation. The functions of various officials/departments, under the Administrative wing, are elucidated hereunder:
(i) Commissioner. The Commissioner is at the apex of this structure and is responsible for all activities carried out by the ULB. The Commissioner is responsible for preparation and certification of all periodical records, returns and furnishes all information as may from time to time be required by the Municipal Council or the Standing committees. He is also responsible for preparation of accounts. At each general meeting, the Commissioner along with some other key officials, discuss various issues with the elected representatives.
(ii) General Administration Department. The department is headed by the Commissioner and assisted by Assistant Commissioner (Personnel), Administrative officers, Public relation officer, Superintendent and other officers. This department is responsible for establishment, other essential matters relating to office, officers, staff and their welfare like preparation of staff pay bills, maintenance of registers for advances, GPF, pension, PF’s etc.
(iii) Engineering and Water Supply Department. The Municipal Engineer heads the engineering department, and is assisted by Assistant Engineer, Junior Engineer and other staff. With regards to fieldwork, Scheme works are delegated to one Junior Engineer who also looks after regular works, related to Public Works, Drains, Street Lighting. The Assistant Engineer looks after the water supply and is assisted by electrician, operators and other staff. The Department is responsible for ensuring the quality and quantity of water supply to the municipality. A major function of the Municipality is formulation and execution of Works- like construction and maintenance of roads, buildings and other infrastructure systems.
(iv) Revenue and Accounts Department. The department is headed by Revenue Inspector and assisted by junior assistant. The Accounts Section is responsible for supervising all financial transactions related to the ULB, advising the Revenue Officers on all internal financial matters, updating financial receipts and expenditure details in accordance with the utilization of funds, reporting deviations in expenditure of funds in any of the allocated schemes, assisting preparation of the ULB budget, maintenance of accounts regarding stamp duty, SFC Grants, MP Grants, maintenance of petty cash book and general cash book and attending to audit requirements and other such accounts-related duties. Revenue Officer, heading the Revenue Section, is responsible for collecting taxes such as, trade tax, house tax, advertisement tax, and entertainment tax; development charges; transfer of properties collection of duty; issuing notices for recovery of tax; and monitoring revenue collections of the ULB.
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(v) Public Health Department. The department is headed by Sanitary Officer, and is responsible for ULB services such as Solid waste management, public health related works like malaria control, family planning, mother and child health care, birth and death registration etc, and other government assisted programs related to health and poverty reduction and awareness programs. The Sanitary Officer assisted by the Sanitary Inspectors and Sanitary Worker Supervisors, is responsible for services of Solid waste management and Malaria Control activities. Sanitary Worker Supervisors are in-charge of works execution at the field level, which includes monitoring and supervising the work of sanitary laborers in the wards under their charge and attending to specific local complaints. Besides, this department is responsible for the enforcement of the Public Health Act. The Public Health Department is vested with the responsibility of ensuring safe sanitation and cleanliness of the town. The department is also responsible for the maintenance of Municipal Dispensaries, Burial Grounds and slaughterhouses. One of the most crucial services of the municipality is maintenance of sanitation and cleanliness in the town. This involves mainly conservancy works involving sweeping of roads, garbage collection and disposal, cleaning of drains, and disinfecting of drains. Private contract was awarded for Solid Waste Management in certain areas of the town. Markets areas and main roads are cleaned every day
(vi) Town Planning Department. A town-planning officer heads this department, assisted by building inspectors, surveyors and junior assistants and other staff. The major function of this department is issue of building license, preparation and implementation of development plans and eviction of encroachments, urban planning and building regulation. The Town-Planning Department’s main function is to implement the master plan proposals, ensure orderly growth in the town and avoid unauthorized constructions and to formulate projects.
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IV. PLANNING & LAND USE MANAGEMENT
A. Planning Efforts in the Past
1. Master Plan Outline
45. The Master Plan was prepared for the Karaikudi Municipality in 1977 and was approved only in 1984. The main difference from the existing situations in 1991 to 2001 is the increase in residential area from 38.84 percent to 44.73 percent and commercial from 2.47 percent to 2.98 percent.
46. The growing population and the subsequent demand for basic services has stressed the need for expanding the area of the town and a revised proposal for 2026 is under preparation by the Directorate of Town and Country Planning, Sivagangai. While the commercial and residential areas have increased in the master plan proposals for 2011 and 2021, there are otherwise no major changes in land use of existing and proposed land use.
2. Master Plan Implementation and Implications
47. Karaikudi had eight Town planning schemes prepared for planned development of the town. An extent of 10.48 sq km, out of 13.75 sq km of the total town area has been brought under development control under Madras Town Planning Act 1920. Much of these planned areas are to the north and northeast of the town. The details of Town Planning Schemes are presented in Table 4.1.
Table 4.1: Details of Town Planning Schemes Town Planning Scheme Area Acres Kalanivasal Extension Town Planning Scheme part-I 126.0 Kalanivasal Extension Town Planning Scheme part-II 197.0 Meenakshipuram Town Planning Scheme 286.1 Sanjai Extension Town Planning Scheme 179.0 Nanaganathapuram Perumal Kovil Extension Town Planning Scheme Part –I 215.0 Naganathapuram Perumal Koil Extension Town Planning Scheme Part II 265.0 Railway Station Area Town planning Scheme part I 659.7 Railway Station Area Town planning Scheme part II 475.4 Source: Karaikudi Municipality
B. Land Use Management
1. Land Use Pattern – Current and Future
48. The proposed Karaikudi local planning area coincides with the municipal area and extends over an area of 13.75 Sq. km. The existing land use of 2001 and the proposals of 2011 and
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2021 (which are yet to be sanctioned) in the town has anticipated the area under different land uses, which is briefly discussed below. The details of land use for 1991 and 2001 and Revised Master Plan Proposals are presented in the Table 4.2 Figure 4.1, 4.2 &4.3
Table 4.2: Land Use 1991 and 2001 and Revised Master Plan Proposals Land Use Area Distribution Sq. km % 1991 2001 2011 2021 1991 2001 2011 2021 Existing Proposed Existing Proposed Residential 5.34 6.156.62 7.52 38.84 44.73 48.22 54.62 Commercial 0.34 0.410.5 0.6 2.47 2.98 3.64 4.36 Industrial 0.11 0.110.11 0.11 0.8 0.8 0.8 0.8 Education 0.11 0.110.11 0.11 0.8 0.8 0.8 0.8 Public and Semi- 0.16 0.16 0.16 0.16 1.16 1.16 1.16 1.16 Public Transportation (Roads 1.67 1.67 1.67 1.67 12.17 12.17 12.17 12.17 and Rail) Water Bodies 1.39 1.39 1.39 1.39 10.11 10.11 10.11 10.11 Agricultural Wet 0.69 0.69 0.69 0.69 5.05 5.05 5.05 5.05 Dry land +Vacant area 3.94 3.05 2.5 1.5 28.63 22.16 18.16 10.89 Sub Total 9.12 10.00 10.56 11.56 66.3 72.8 76.8 84.07 (Developed Area) Sub Total 4.63 3.75 3.19 2.19 33.7 27.2 23.2 15.93 (Undeveloped Area) Total 13.75 13.75 13.75 13.75 100.00 100.00 100.00 100.00 Source: Karaikudi Municipality.
49. Residential. In 1991, residential areas constitute about 38.84 percent of the total area and it is increased to 44.73 percent in the 2001 land use plan. There are organized developments towards north and northeastern parts and form part of the town planning scheme area. For the proposals of 2011 and 2021, which, are yet to be sanctioned, the figures are 48.22 and 54.62 percent respectively.
50. Commercial. Major Commercial activities are concentrated in the old town and towards main transport corridors. Anna daily market and weekly market are also situated at core area of the town. The commercial area in the town has increased over the decade from 0.34 sq. Km to 0.41 Sq. Km (3 percent of the total area of the town). Major commercial activities like wholesale and retail business of textiles, handlooms, furniture shops automobile spares, repair shops etc. is located along the main roads. For the proposals of 2011 and 2021, the figures are 3.6 percent and 4.3 percent respectively anticipating an increase in commercial activities to serve the nearby areas also.
51. Industrial. At present, the area under industrial use is around 0.1 Sq. Km that is about 0.8 percent of the total area of the town. This is contributed by the small scale industrial activities (power looms, utensils cottage industries etc) scattered in entire town. For the proposals of 2011 and 2021, the industrial use is proposed to remain stagnant at 0.8 percent, but these figures are likely to change during the sanctioning process.
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Map 4.1: Existing Land Use
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52. Education. Karaikudi is one of the major institutional towns in Tamilnadu. Even though the Alagappa University is out side the municipal boundary it influences the town largely. There are at present Polytechnics, one Engineering and Graduation and Post Graduation College, three higher secondary schools and 20 elementary schools in the town. Educational land use was 0.8 percent both in 1991 and in 2001. For the proposals of 2011 and 2021, the proposed figures remain at 0.8 percent.
53. Public and Semi-public. The major Public and Semi-public activities in the town are scattered across the entire town. The land for the public and Semi-public use in the 2001- year was around 1.13 percent of the total area of the town. For the proposals of 2011 and 2021, the proposed figures remain at 1.13 percent as in the existing plan.
54. Undeveloped areas. Most of vacant lands in the town are located towards north and northeast of the town between the already developed areas within and outside the town limits. Further, the Agricultural lands to the south of the town are also developing into residential areas. While there were 2.09 Sq. Km. of agricultural lands and water bodies in 2001, the same is proposed for 2011 and 2021.
55. Water bodies. Water bodies in the town account for almost 10.11 percent of the total area of the town. There are 13 water tanks and Athala Kanmoi, Karaikudi Kanmaoi, Vannankulam, Veerian Kanmoi, Nattar Kanmoi, Kodikalcan Kanmoi existing, and in which temple tanks (Uranis) are protected with side walls.
2. Development Patterns – Growth Areas and Direction
56. While the present area of the town is not fully developed, the future growth patterns are clearly directed towards the North and Western areas outside the municipal limits. The National highway and the State highways leading to Madurai and Trichy bound these areas. The eastern side of the town boundary follows the railway line. The municipal boundary follows railway line and other side of the railway line (out side municipal boundary) is developing slowly. The proposal prepared by Karaikudi municipality has taken note of these developments and plans to include them into the municipal limits.
57. There was a proposal in 1991 to include the Sankarapuram town panchayat, which is adjacent to municipal boundary towards Madurai road. The main reason is to Protect Sambai Oothu water source from developments happening around the source. The municipality got the stay order from the court in this regard. After this incident, there is no further development, including new areas in municipal boundary.
C. Key Developmental Issues
(i) Lack of coordination between the implementing agencies. (ii) Unauthorized developments and layout in peripheral areas. (iii) Lack of technical expertise and manpower at the municipal level. (iv) Lacking efforts towards updating the changes in land use and revision of the master plan according to the changing and developing scenario of the town.
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Map 4.2: Proposed Land Use
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V. INFRASTRUCTURE SERVICES
A. Physical Infrastructure
1. Water Supply
Figure 5.1: Head Works Location 58. The Tamil Nadu Water and Drainage board executed the present water supply scheme of 14 16 High Level Oht Karaikudi in 1975 and at present, the Middle 15 municipality maintains it. The installed Level 13 High Level Zone 12 17 Middle Level capacity is 9.2 MLD, of which the quantity OHT
10 being extracted and supplied is 7.5 MLD. Of 11 9
the total 21,102 properties assessed in the 18"CI Kallukatti OHT 12"CI town, 43 percent of the properties have house Head 10"CI Low Level service connections. There are four water Kallukatti OHT Zone 6"Ac Low Level supply zones in Karaikudi town. Zone
6"Ac 59. Source: - The main source of water supply to Karaikudi town is Sambai Oothu, the
groundwater artesian spring located outside the 8"CI
8 municipal limits on the Madurai road. The 7 Pump head works at the source is 4.31 Km away Room from the town limits. There are nine deep bore wells near the head works from which water is extracted into the sump at the head works of capacity 2 lakh liters. This water is pumped by two centrifugal pumps with capacities of 75 HP and 60 HP into the feeder mains of 12.74-Km length reaching the service reservoirs. Source location is shown in Figure 5.1
60. About total 29 bore wells are fitted with pumps supplies water to entire town. Of these 29 bore wells, nine wells are part of the head works at Sambai Oothu on Madurai Road. Water is continuously extracted by the nine bore wells at head works. Water extracted from bore wells at Athalapatti and Servar Urani is linked to the sump at the head works. Water from the sump at head works is pumped to the four service reservoirs (combined storage capacity of 3.4 ML). The details of bore wells are illustrated in Table: 5.1
Table 5.1: Details of Bore Wells Location of bore wells 2002-03 2005-06 Head works1 69 Others (with in the town) 12 20 Source: Karaikudi Municipality
1 Decrease in yield, in recent three years municipality put additional two bores around the source spring to meet the present demand
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61. Yield and Reliability. The average yield from the nine bore wells at head works is about 7.5 MLD those serving the piped supply in the town. The water from all the wells is potable since the source is the aquifers of Sambai Oothu and hence no treatment is enhanced. With regards to the other 20 bore wells located with in the town, they act as localized sources and the water is supplied directly to the distribution network. The hydro geological studies conform that all the sources have long-term reliability.
62. Treatment facility: - Since water is drawn from a ground water source, an artesian spring, which has recorded negligible pollutants, pre-chlorination is the only type of treatment done before water is pumped into the elevated storage reservoirs. However, with developments in and around the source, there has been an increasing threat to by sewerage and sullage Sambai Oothu from contamination.
63. Storage Capacity: - At the head works there is one sump with a storage capacity of 3.2 ML into which water is pumped continuously throughout the day. The service reservoirs are supplied water from this sump. There are four service reservoirs (OHTs) in the town with a total storage capacity of 3.4 ML. There is additional service reservoir located in Subramanyapuram, which is under construction with storage capacity of 0.4 ML. The elevated storage capacity works out to be 50.67 percent of total water supply. The details of storage capacity of tanks are listed in Table 5.2
Table 5.2: Details of Storage Capacity Location Capacity 2005-06 ML Sekkalai Urani High Level Tank 0.15 Maharnonbupottal Low level Tank 1.50 Sathappa Park Middle Level Tank 1.50 Kallukatti Tank 0.25 Subramanyapuram 0.40 Total 3.80 Source: Karaikudi Municipality.
64. Feeder main Distribution Network: - The water is pumped and conveyed by CI pipes ranging from 6 to 12 inches diameter size to the service reservoirs located in the town. Water is pumped from the sump at the head works located near Madurai Road, bore wells on Devakottai Rastha and bore well near O. Siruvayal. The total length of the feeder mains is 12.74 Km. Two centrifugal pumps of 60 HP and 75 HP is used to pump water to the service reservoirs. The existing distribution network and reservoirs are presented in Figure 5.3.
65. Distribution Network: - There are 9,353 house service connections in the own connected by a distribution network of about 85.29-km. The town is divided into four water supply zones, High Level, Middle Level, Low Level and Kallukatti zones covering about 75 percent of the total area of the town. One overhead tank is located in each of zone and water is supplied daily for 2 to 2.5 hours. The areas still not covered are in the east of the town near Railway station, Saudaminipuram etc and the areas to the extreme north (Kalanivasal) and south (Kodikattanpatti) of the town. The distribution zones are presented in Figure 5.2
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Figure 5.2: Distribution Zones in Karaikudi
14 16 High Level Oht Middle 15 Level Zone 13 High Level Zone
12 17 Middle Level OHT
10 11 9 Un-served Area 18"CI Kallukatti OHT Head Works 12"CI 10"CI
Low Level Kallukatti OHT Zone Bore Wells 6"Ac Low Level Zone 1,2,3,4,5, 6, 7, 8, 9,- Head Works 10, 11 - Devakottai Rasta
6"Ac 9, 10 - Servar Urani 11 - Athalapatti 12 - Parappu Urani 13 - Nadar Kudiyuruppu Un-served Area 8"CI 14 - ‘O’ Siruvayal 15 - Kalanivasal Pudu Road
8 7 16 - Kalanivasal Kottaiyar Road Pump Room 17 - Pattaiamman Kovil Street 18 - Slaughter House
66. House Service Connections: - There are 9,353 house service connections all of them metered. However, meters are not functioning and hence flat rates are charged. Domestic connections account for 97 percent of the connections while the rest account for the commercial connections. The monthly house service connections are charged at Rs. 41/- for domestic connections and Rs. 81/- for non-domestic, commercial and Rs. 121/- for industrial. One time connection fee of Rs. 2000/-, Rs. 3000/- and Rs. 5000/- are collected for new domestic, commercial and industrial connections respectively. The annual house service connection rates have grown at 3.4 percent. The details of water supply connections are illustrated in Table 5.5
Table 5.5: Details of Consumer Connections Head 2002-03 2005-06 Percentage to total Domestic 8,633 9,102 97.30 Non – domestic 237 251 2.70 Industrial - - - Total Metered 8,870 9,353 100.00 Source: Karaikudi Municipality
67. There are 348 public fountains in the town of which 56 are in slums. The population covered by these public fountains is 20,094. Apart from these, there are 592 hand pumps and 5 open wells in the town.
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Map 5.3: Existing Water Supply System in Karaikudi
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68. System Coverage and Adequacy: - The average gross per capita supply is 73.38 lpcd as per the 2005 projected population. Against 21,102 Property Tax Assessments in the municipality during 2005 – 06, there are 9,353 service connections (9,102 domestic connections). The service coverage is only 43 percent with respect to P.T. Assessments.
69. Low Pressure areas: - Low pressure is experienced in areas mostly in the tail end areas of distribution network such as Muththupattinam Ist Street, Muththupattinam IInd Street, IIIrd Street and Gandhipuram Area, Meenakshipuram, Kalanivasal Area, V.O.C Road, Kattuthalaivasal, Jeeva Nagar and Paruppu Urani. Due to inappropriate sizing of pipes and being away from Over Head Tank, these areas have been experiencing low pressure. Ward level public Consultations were held to assess the extent of low pressure from which it was understood that leakages are prevalent in certain areas like Indira Nagar, and Samynada mainly due to faulty and aged valves.
70. The capacity/ demand ratio in high level zone is 0.15 against a requirement of 0.33, i.e., requirement of additional storage of at least 3 lakh liters to cater to the present population and 4 Lakh liter capacities for the future population. Karaikudi Municipality has accordingly proposed (Roc. No. E2/4355/03 Dated: 10-02-2004) an additional Over Head Tank and received administrative sanction from the O/o Commissioner of Municipal Administration during March/ April 2004 for construction of one Over Head Tank of 4 Lakh liter capacity at Subramaniapuram.
71. Karaikudi Municipality indicated the system losses range from 20 percent to 25 percent. It is to be noted that, the ability to identify sources and the amount of loss is constrained because the system lack network maps and consumer databases are inadequate or not available.
72. Water losses are due to leakages from old, damaged, corroded pipe lines/ connections and leaking joints, theft, illegal tapping of water unregistered connections, faulty meters and unrecorded supply due to poor records and billing errors.
73. There is a need for Leak Detection Study and implement the recommended options, for the program to yield results, it is also necessary to have sufficient and reliable database regarding the water supply systems. A good information base, willingness to follow-up on systematic replacement of leaking pipes, defective meters and connections as well as tariff revisions, etc are critical to the success of the program. Control on Unaccounted for Water (UFW) and loss minimization can be achieved through prevention of illegal tapping, water metering, education and information management, promotion of water conserving household appliances etc.
74. Key issues/indicators are based on review and discussions and data analysis presented in Table 5.6 below.
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Table 5.6: Details of Performance Indicators for Water Supply Indicator Current Situation Benchmark Per Capita Supply 73.33 lpcd 90.0 lpcd T & D losses/ Total Supply 20 % 10 % Supply Frequency Daily Daily Distribution Network Reach (% of Road Length) 53.14 % 85 % Elevated Storage capacity/ Total supply 50.67 % 33 % % of P.T. Assessments with House Service Connections 42.90 % 100 % Source: Analysis
(i) The town lacks proper distribution network and there is a requirement to have more storage at distribution level. This will also reduce longer and inefficient networks with low pressure; (ii) Low service coverage i.e. only 42.90 percent with respect to P.T. Assessments. The number of properties assessed stands at 82.09 percent of the households; (iii) A large number of leaks, faulty and aged valves; (iv) Reduced pressure in supply due to inappropriate sizing of pipes and distances from Over Head Tank; (v) Probable threat of pollution and contamination to the aquifers of Sambai Oothu.
Ongoing / Recently completed Projects.
75. Ongoing and Proposed Sub-Projects. Various improvement works were proposed under this scheme prepared by Karaikudi Municipality during 2001-02. However, the proposals are rather towards addressing the immediate issues and catering to the intermediate demand only. The proposals include:
(i) Provision of distribution network for un-served areas of the town. Newly developed areas of Bus Stand, Subramanyapuram, Saudaminipuram and some other areas of city to be extended with water supply distribution network. (ii) Replacement of existing corroded & damaged pumping and distribution mains (iii) Replacement of Motors. (iv) Sinking of 4 new deep bore wells with pump room. (v) Two service reservoirs each having 4.0-lakh-liter capacity in Subramaniapuram near Arya Bhavan and on Senjai ground. (vi) However, to achieve long term sustenance in the provision and delivery of water supply system for Karaikudi Municipality, the strategies and capital improvement programs is designed to meet the ultimate demand for the year 2026.
2. Sewerage and Sanitation
Existing situation
76. There is no under ground drainage system in Karaikudi. The safe disposal system comprises of the individual facilities like septic tanks, low cast sanitation units, and liquid waste (sullage and kitchen waste) is let in to the open drains.
77. The main mode of individual disposal in the town is through septic tanks, low cost
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sanitation units and through public conveniences. About 76.64 percent of total assessments are having septic tanks as safe disposal system and 11.2 percent of the population has low cost sanitation units as disposal mode. The existing details of sanitation facilities are listed in Table 5.7
Table 5.7: Details of Sanitation Facilities Description 2002-03 2005-06 No. of Septic Tanks 12,112 13,826 No. of Low Cost Sanitation Units 3,752 2,347 No. of Units (ISP) 66 66 No. of Units (Others) 72 72 Source: Karaikudi Municipality
78. An estimated 60,000 population in the town uses about 13,826 septic tanks as safe disposal mode. About 17,000 population depends on low cost sanitation units and public toilets. The local body has provided public conveniences in the town and their total capacity is 138 seats. There are 66 units under ISP. Slum population per seat of the public convenience in Karaikudi is 192 persons. The Municipality has recently embarked onto the provision of Integrated Sanitation Complex units each with 16 seats through the Integrated Sanitary Program (ISP), funded by World Bank through TNUDP II.
79. About 76.6 percent of the property tax assessments have safe disposal facility served by septic tanks. However, the numbers of properties assessed in the municipality itself being low, the actual coverage is much lower.
Service Adequacy and Key Issues.
80. Key issues/indicators are based on review and discussions and data analysis presented in Table 5.8.
Table 5.8: Performance Indicators for Sanitation and Sewerage Indicator Current Situation Benchmark % P.T. Assessment Covered with Septic tanks 65.52 % 90.0 % % P.T. Assessment Covered with Low cost sanitation 11.12 % 10.0 % % P.T. Assessment Covered with Safe Disposal 76.6 % 100.0 % facility-Total Source: Analysis
(i) Absence of adequate safe disposal facilities led to disposal of sullage and night soil into drains/ nallahs and tanks in the town. (ii) The shallow ground water aquifer, which is the only source of ground water, is highly susceptible to pollution from the open flowing sewerage and sullage in the surrounding tanks and nallahs.
3. Storm Water Drainage and Rejuvenation of Water Bodies
81. Existing Situation:- The city has an effective network of storm water drains running to a length of approximately 137.90-km. This is 89.02 percent of the total road length in the town. Predominately Karaikudi has a flat terrain with potable water bodies in and around
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the town. The existing natural drains (Odai’s) are between these water bodies. Most of the road network in the town has storm water drains on either side of the roads. These drains discharge storm water into the lakes (Urani’s/ Kanmoi’s) in the low-lying areas. The length of the pucca and kutcha open drains is 1382 km. Most of the existing kutcha drains were converted into pucca drains during the last three years coupled with construction of new Pucca drains. The drains carry the wastewater in addition to the storm water generated during the monsoon, thus polluting the water bodies making them unsafe for potential use. The existing details of drains are listed in Table 5.9
Table 5.9: Details of Drains Tertiary Drain Type Length - 2002-03 Length 2005-06 Total length Km Km % Open Drains- Pucca 49.20 70.70 51.3 Open Drains- Kutcha 67.20 67.20 48.7 Total 116.00 137.90 100.0 Source: Karaikudi Municipality
82. Some of Karaikudi’s major water bodies are located towards the west of Sekkalai road. A gentle slope exists towards this side of about 1:250 and most of the primary drains of Karaikudi let into these water bodies.
83. Most of Karaikudi’s primary drain flows (13.81 Km) from east to west meeting the major water bodies like the Athala Kanmoi, Adi Dravidar Kanmoi, Nattar Urnai, Veerayan Kanmoi etc. They also carry with them some quantity of the town’s sullage and sewage. The absence of proper sewerage system has led to the degradation of these natural drains as well the water bodies. The details of natural water bodies are illustrated in Table 5.10 and location of water bodies are presented in Figure: 5.3
Table 5.10: Details of Urinates Name of Water Body Area in Ha Name of Water Body Area in Ha Puthu Kanmoi 3.15 Servav Urani 17.52 Konneri Kanmoi 2.30 Kuppadiamman Koil 8.77 Ayyanaar Kovil Urani 1.10 VannanKulam 0.3 Kalanivasal Vadakku Urani 0.16 Keela Urani 8.81 Manakkadu Kanmoi 2.88 Adidravida Koil Urani 65.34 Chellan Chetti Urani 2.08 Perumal Koil Urani 4.36 Retta Arasu 1.28 Senjai Urani 13.07 Athala Kanmoi 37.17 Nattar Urani 56.63 Edachiammal Urani 1.60 Kodikattan Kanmoi 69.69 Parrippu Urani 1.43 Veeran Kanmoi 204.73 Sekkalai Urani 17.58 Pappa Urani 8.71 Karaikkudi Kanmoi 52.05 Kudikattan Pattil Kanmoi 30.49 (Railway) Vaithi Urani 24.18 Kudikattan Kanmoi 143.79 Muthth Urani 0.08 Source: Karaikudi Municipality
84. From the field visits and public consultation, the following areas require strengthening of
2Additional length of 22 km was added within last two years (2003-2006).
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primary drains viz., North Urani Street, Pillayar Coodam Street, Alagappan Street, Pugazendhi Street, Marudhuapandiar Street, Sekkalai Thiyagarajan Chettiyar street, Arunachalam Chettiyar street, Pillayar Koil Street, Swaminathan Achari Street, Srinivasan Street, North lane 1,2,3, Middle lane, South lane etc,.
85. Most of the flood prone areas are those near the water bodies in the low lying areas towards south. Some of the areas that face regular flooding problems are Vadakku Urani and Idaichi Urani areas of ward 1, Sekkalai water tank and near Ambedkar statue, Pillayar Kovil Urani of ward 7, Senjai Urani, Nattar Kanmoi areas of ward 35.
Service Adequacy and Key Issues.
86. Key issues/indicators are based on review, discussions, and data analysis presented in Table 5.11 below.
87. At 89.02 percent of the total road length, the storm water drains cover the entire town effectively though not adequately. The system is effective for the fact that Pucca open drains cover most of the areas.
88. Wards 34, 33, 32, 23, 24, 26, 11, 10, 6, 12, 17, 15, 31, 13, 4, 27, 29 and 46 present a good coverage of above 150 percent of the road length. The rest of the wards need to improve the system through construction of new drains over the next five years. The priority would be for wards 9, 7, 28, 35, 1, 5, 25, 30, 19, 21 and 22 where the coverage very less. These wards need to take up up-gradation of the existing kutcha drains to pucca type apart from new formations as and when new roads are laid.
Table 5.11: Performance Indicators of Drains Indicator Current Situation Benchmark Storm Drain network/ Total Road Length 89.02 % > 150.0 % % Pucca Drains 51.03 % 100.0 % % Kutcha Drains 48.70 % 100.0 % Source: Analysis
(i) Large amounts of domestic sewage flow into the storm water drains polluting the Urani's/ Odai's. In addition, the storm water drains and natural drainage channels are susceptible to uncontrolled garbage dumping resulting in blockage and stagnation. (ii) Silting, disposal of construction waste, solid waste dumping and encroachments on the banks of Odai and Urani’s are interrupting the smooth flow of storm water. (iii) All the water bodies and the tanks in the town had connecting flowing channels which have either got encroached upon or choked over the years of negligence and no maintenance.
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4. Solid Waste Management
89. Existing situation:-Efforts to improve the solid waste management in the town were made by the health department. The town is divided into 8 zones and the waste generated is collected and disposed at the site located on Devakottai road in an area of 13.70 acres. The site is about 5 km from the town. The total quantity of solid waste generated in the town is 41.51 tons per day and around 30 tons of the waste generated per day is collected with a collection efficiency of 72 percent as per the estimates of the municipality. The detail of municipal waste generation is illustrated in Table 5.12.
Table 5.12: Details of Generation of Municipal Waste Type Quantity 2002-03 Percentage Quantity 2005-06 Percentage Tons Tons Domestic 12.57 36.4 16.52 39.8 Commercial 4.32 12.5 5.32 12.8 Industrial 3.82 11.1 3.81 9.2 Markets 2.29 6.6 4.29 10.3 Street Sweeping 10.00 28.9 10.00 24.1 Drain Cleaning 12.57 4.2 1.44 3.5 Hospital Waste 0.13 0.4 0.13 0.3 Total 34.57 100.00 41.57 100.00 Source: Karaikudi Municipality & Analysis
90. Per capita waste generation in Karaikudi is 461 grams/day and is on the higher side for a town of similar size. Solid waste generated in Karaikudi is mainly organic in nature. The other major components being inert material mixed with paper and plastic. Apart from these, bio-medical waste also mixes with the domestic solid waste generated by the city.
91. Domestic, Commercial and Markets: - Domestic waste per household varies from area to area in the town and on an average, ranges between 250 to 500 gram. About 16.52 tons of domestic waste is generated per day. The commercial waste includes the waste from hotels and eating establishments, shops, small time street traders, etc. There is one daily market and one weekly market run by the municipality. The daily waste generated by these markets is roughly around 4.29 tons. Market waste, generally organic in nature is planned to use for composting.
92. Industrial: - About 3.81 tons of industrial waste per day is generated mainly from the looms and household industries in the town. Out of this only 9.2 percent of the total waste generated. The waste mainly consists of cloth, plastic carry bags, paper bags, glass bottles etc.
93. Bio-medical waste: Bio Medical Waste of about 0.13 T is generated everyday. They consist of recyclable types of bottles etc as well as non-recyclable types of tissues, dressing left-outs, needles etc. These are from the private hospitals, nursing homes, medical Laboratories etc. At present, a separate area is being planned at the compost yard to handle this waste through incineration plant to be provided by the support of the Indian Medical Association and Local Medical Practitioners Association.
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94. Primary Collection & Street Sweeping: Door to Door collection has been implemented in all 36 wards. Privatization of solid waste collection has been implemented in 7 wards and 18 important streets, which is entrusted with collection of about 25 percent of the total waste generated in the town. The municipality handles another 70 percent of the waste collection through door-to-door collection process. The municipal health workers collects wastes from the doorstep use 100 handcarts with compartments with total capacity of 0.1 T. These tricycles cover the entire population of the town. The system of primary collection followed is cleaning, sweeping, scrapping and collection of MSW by tri-cycle/ handcarts and transfer to secondary collection points. In the other wards where door-to- door collection is yet to be introduced, waste is collected from the community dustbins.
95. Secondary Collection: - The municipality has 5 sanitary inspectors, 9 sanitary supervisors, and field assistants under the supervision of the Municipal Health Officer to monitor the solid waste management system in the town. At present there are 215 workers engaged in collection of waste across the eight zones of the town. The approximate road length per sanitary worker in the town works out to be 720 meter. Waste collected through primary collection is transported from the secondary collection points to the disposal site. The fleet of vehicles available for the purpose includes trucks, tractors and mini trucks as presented in Table 5.13 and the solid waste management system is presented in Figure: 5.5
Table 5.13: Existing Fleet of Conservancy Vehicles Type of vehicle Owned/Rented Number of Capacity Total Age Vehicle trips Tones Years Tractors Rented 2 2.5 4 - Mini Trucks Owned 2 2.5 3 10 Trucks Owned 1 3 3 11 Tipper Owned 1 3 3 11 Push carts Owned 100 0.1 3 Source: Karaikudi Municipality
96. The frequency of transportation of waste from various waste collection points is once a day and the total capacity of the fleet is 18 T. The total rated capacity of the vehicles with the municipality is about 29.4 percent of the waste generated in the town. Assuming a bulk density of 0.353, and an average of 3 trips per vehicle per day, the actual vehicle carrying capacity with the municipality is only 21 percent of the waste generated, which is very low. The municipality has hired two private vehicles (tractors) to augment the existing fleet and to overcome the shortage in transportation capacity of waste to the disposal site.
97. About 13.7 acres of land is available for treatment and disposal of waste. The disposal site is about 5 km. from the town. At present, no scientific method of disposal is followed. The area available is sufficient to meet the disposal requirement till 2026.
98. Keeping in view the increasing waste generation in the town, the disposal site is divided into two parts. One part is used for bio-medical waste and another for organic and inorganic waste processing. In case of Bio-medical waste, the municipality is adopting the
3 The solid waste management studies conducted in several towns of Tamilnadu (Palani, Mamallapuram, Kodaikanal, Rameswaram, Erode etc have put the density factor for un-compacted waste at an average of 0.18 – 0.2. When compacted the same is observed to be in the range of 0.35 -0.4.
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practice of deep burrowing, but plans are being considered for an incinerating the waste.
99. At present private sector is involved in the transportation of solid waste to the disposal site. The main roads in the core areas of the town including New Bus Stand to Periyar Statue, Rajai Bus Stand to Sekkalai road junction are currently vested with the private sector.
Service Adequacy and Key Issues.
100. The collection performance and vehicle capacity adequacy ratio indicates the need to increase the numbers of vehicles. The other alternative is privatization of garbage transport. Key issues/indicators are based on review, discussions, and data analysis presented in Table 5.14 below.
Table 5.14: Performance Indicators for Solid Waste Management Indicator Current Situation Benchmark Per-Capita Generation 461 gm < 350 gm Collection Performance (% Collected to generated) 70.8 % 100.0 % % Rated vehicle capacity to total waste generated 21.9 % >= 40 % Source: Analysis
(i) The vehicle capacity adequacy is considerably less and hence, the municipality has adopted alternate day collection, which in turn reduces the collection efficiency. (ii) Scientific methods are not followed to dispose the waste
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Map 5.5: Solid Waste Management System in Karaikudi
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5. Roads and Traffic Management
101. Existing Situation:- The older part of the town developed around the Koppudiamman Kovil has narrow roads. The new areas of the town developed radially around the old areas have grid-iron pattern of roads. These areas are close to the new bus stand. Karaikudi is well connected by both National and State high ways and around 11.03 Km of road length within the town is part of the highways (NH and SH).
102. The density of the roads in the town is about 11.27 km per sq. km of the town area. Average width of the roads in the town is at 5.5 m average carriageway of 3.1 meter.
103. Total road length in the town is 154.90 Km, of which 11.03 km are NH & SH. The total length of municipal roads is about 144 km of which 100.50 km is BT surfaced and 7.64 km by cement concrete roads. Cut-stone slab roads constitute a meagre 0.44 km length and are found largely in slums.The details of existing surfaced roads are listed in Table 5.15 and road network presented in Figure 5.6
Table 5.15: Existing Details of Surfaced Roads Surface type Length (2002-03) Length (2005-06) Km % Km % Cement Concrete 7.64 5.3 7.64 5.3 BT/Tar 95.56 66.9100.50 69.9 WBM 28.69 20.126.94 18.7 Cut Stone Slab 0.44 0.3 0.44 0.3 Gravel & Earthen 10.55 7.4 8.35 5.8 Total 142.88 100.00 143.87 100.00 Source: Karaikudi Municipality & Analysis
104. The roads cover around 6 percent of the total area of town. The town has been effectively connected through a total length of 143.87 km of road network.
105. The NH 210 runs across the town from the north to south leading to Devakottai and Rameswaram in the South and Trichy in the north. The state highway branches out to the west of the NH 210 connecting Madurai, Tanjavur and Dindigul.
106. BT roads constitute 69.9 percent and cement concrete roads constitute 5.3 percent. It is observed that in several areas, the road surface is badly damaged due to heavy vehicle traffic plying on these roads mainly the NH cutting right through the north-south length of the town. Around 25 percent of existing black toped roads to be rehabilitated with seal coat.
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Map 5.6: Road Network in Karaikudi
38 TNUIFSL_CCP_BP_Karaikudi
107. Service Adequacy. The per capita road length in the town is 1.78 m, which is above the considered norm of 1.75 m. However, it is observed that certain peripheral wards are devoid of good connectivity attributed to the large extents of water bodies in these wards. In addition, the high per-capita road length can be attributed to grid pattern of road network in the town. The surface condition of the roads needs improvement and there is a need to provide surfacing to a large extent of earthen and gravel roads. Hence, the wards deficient in coverage needs new formations, and those wards deficient in road widths needs widening and the others needs specific improvements. Key issues/indicators are based on review, discussions, and data analysis presented in Table 5.16 below.
Table 5.16: Performance Indicators for Roads Indicator Current Situation Benchmark Road Density 11.67 Km/ Sq. km 10.0 – 15.0 Km/ Sq. km Per capita Road Length 1.78 m 1.75 m % CC Roads to Total Road Length 5.3 % 5.0 % % Municipal Surfaced Roads 94.2 % 100.0 % Source: Analysis
6. Traffic and Transportation.
108. Exiting Situation:- The travel pattern in the town is guided by the road network and land use pattern in the town. The concentration of commercial and trading activities at the center of the town coupled with the radial pattern of the roads make a large number of trips to originate and end at the Periyar statue intersection. The road pattern also makes a lot of through traffic to pass through the town. All the regional traffic pass through the center of the town owing to the non-availability of any ring roads/ bye-pass roads.
109. The urban roads in the town are characterized by mixed traffic conditions resulting in complex interaction between various kinds of vehicles. The characteristic details of municipal roads are presented in Table 5.17.
Table 5.17: Characteristics of Municipal Roads Name of the road Length Width of Capacity Peak Volume/ Carriage hour capacity Way ratio Km m PCUs PCUs Madurai Road 0.60 7.0 1,200 1,091 0.91 Sekkalai Road 1.74 6.2 1,063 1,021 0.96 V.O.C Road 2.22 6.2 1,063 786 0.74 Mela Urani Road 0.48 3.6 617 382 0.62 Kallukatti N Road 0.12 10.0 1,714 753 0.44 Source: Karaikudi Municipality
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Map 5.7: Traffic &Transportation Proposals for Karaikudi
40 TNUIFSL_CCP_BP_Karaikudi
110. The V/C ratio is found minimum on Kallukatti East road at 0.27 while the maximum value of 0.96 was on Sekkalai road. The width of these major roads varies from 3.6m to 10m. The peak hour volume ranges from 341 PCUs in Devakkottai road to 1091 PCUs on Madurai road.
111. Intersections: - There are four important junctions in the town where major roads like the State Highways and National Highways meet. These are:
(i) Periyar statue intersection (ii) Second Beat intersection (iii) First Beat intersection (iv) Kallukatti Intersection
112. While the Periyar statue junction is a 5 arm junction and other three junctions are four arm junctions. In case of Periyar junction, meandering alignment has made the junction a bottleneck for the smooth flow.
113. The construction beyond the culvert at second beat junction is a severe bottleneck to traffic flow. At the first beat intersection, encroachments have lessened the width of the roads. In case of Kallukati intersection, the road geometrics need to be revised to improve visibility. The traffic and transportation proposals are presented in Figure: 5.7.
114. Parking Facilities. There are no specific parking provisions made by the municipality in the town for orderly and regulated parking of vehicles along the major roads. Parking of vehicles on Madurai road from old bus stand to second beat has become a major hindrance to the through traffic. In addition, a large number of auto rickshaws and taxies are generally parked opposite to old bus stand.
115. For the purpose of improving the parking facilities in the town, regularization drive would be the first step required concentrating on Madurai road from old bus stand to second beat. For the stretch between First Beat and Second Beat the parking of taxis on the northern side street may be allowed to continue and facilities need to be improved for orderly parking. The open spaces available beyond the canal bund on the southern side of the Madurai road may be developed as on-street parking lots.
116. Public transport system in the town is catered to by private service operators through mini- buses between various localities in and around the town. There are about 10 to 15 such mini buses plying within the municipal limits.
Key Issues
(i) The main issue is not just the connectivity in the peripheral wards but also the requirement of good surfaced roads. Also within the other wards of the town, considerable lengths of roads need to be surfaced.
(ii) Encroachments and informal activities on major corridors of the town create congestion, especially in the old town area. The margins of the road and the
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footpaths are encroached in several sections by small time street vendors, illegal parking and other informal activities.
(iii) Heavy traffic movements and frequent congestion is seen on Madurai road, Sekkalai road and Kallukatti East road.
(iv) Absence of raised footpaths and pedestrian crossing facilities on busy routes.
(v) Haphazard on street parking of vehicles on Madurai road from old bus stand to second beat junction.
(vi) Most of the roads in Karaikudi town are functioning as one-way streets.
(vii) During night time the visibility is poor on most of the roads and at several junctions.
(viii) Lack of segregated roads creates absolute confusion and hazardous traffic movements.
7. Street lighting
117. Existing Situation. The municipality maintains around 3,839 streetlights with an average spacing between each lamppost of 42m, which is considerably high. Around 93 percent of the luminaries in the town are tube lights. High power lamps in the town constitute 7.43 percent of the total number. These include sodium vapour lamps and mercury lamps. The existing details of luminaries are listed in Table 5.18.
Table 5.18: Details of Luminaries Type of Luminary Number (2002-03) Number (2005-06) % % High Mast Lamps 1 0.03 1 0.03 Mercury Vapour Lamps 72 1.88 82 2.14 Sodium Vapour Lamps 200 5.23 202 5.23 Tube Lights 3,554 92.87 3,554 92.58 Total 3,827 100.00 3,839 100.00 Source: Karaikudi Municipality & Analysis
118. Service Adequacy and Key Issues. Except for wards 34, 25, 18, 1, 4 and 8 all the other wards have the street lights spaced at a distance more than the accepted average norm of a minimum of 30m. In wards 5, 32, 7 and 16 the average spacing is below 40m. Wards 11, 24, 14, 2 and 28 are the worse off in terms of streetlight spacing with the range above 110m. Considering that these wards are also some of the peripheral wards, the actual spacing between the light poles would be much higher than 150m. The details of performance indicators for streetlights are furnished in Table 5.19.
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Table 5.19: Performance Indicators for Streetlights Indicator Current Situation Benchmark Spacing between Lamp Posts 40.35 m. 30.0 m. % Tube Lights 93 % 70.0 – 80.0 % % High Power Lamps 8% 20.0 – 30.0 % Source: Analysis
(i) The street lights are spaced at an average of about 40.35m against an acceptable 30m and this is prevalent in 30 out of the 36 wards
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VI. FINANCES OF KARAIKUDI MUNICIPALITY
A. Municipal Financial Management
1. Municipal Fund
119. Overview. Karaikudi Municipality maintains a municipal fund for managing the finances of the Municipality. The accounts of the municipal fund were maintained on a cash based single entry system till the FY 1999-2000. The financial status of the Municipality has been reviewed for the past four years, commencing from the financial year 2000-01. This section contains a description of the municipal finances, the sources and uses of funds, and an assessment of municipal finances based on important financial indicators. Currently the urban local bodies of Tamilnadu maintain three separate funds, namely General Fund (Revenue Fund), Water & Drainage Fund and Education Fund. For the purpose of this analysis, Education fund has clubbed in to General fund. For further analysis, the items of each fund are categorized under the following major heads.
120. Revenue Account: All recurring items of income and expenditure are included under this head. These include taxes, charges, salaries, maintenance expenditure, debt servicing etc.
121. Capital Account: Income and expenditure items under this account are primarily non- recurring in nature. Income items include loans, contributions by GoTN, other agencies and capital grants under various State and Central Government programs, revenue account transfer for capital works and income from sale of assets. Expenditure items include expenses booked under developmental works and purchase of capital assets.
122. Deposits and Advances: Under the municipal accounting system, certain items are compiled under advances and deposits. These items are temporary in nature and are essentially adjustments for the purpose of recoveries and payments. Items under this head include library cess, income tax deductions, pension payments, provident fund, payment and recoveries of advances to employees and contractors, etc.
2. Financial Status
Figure 6.1: Total Revenue Income and Expenditure Trend
123. Revenue income of Total Revenue Income & Expenditure Trend Municipality has grown to Rs. 599.70 800.00 Revenue 700.00 Income lakh in the FY 2003- 600.00 04 from Rs. 547.41 500.00 lakh in FY 2000-01, 400.00 Revenue at an annual growth 300.00 Expenditure of 3.09 percent. 200.00 Amount in Rs. Lakh Revenue expenditure 100.00 - 2000-01 2001-02 2002-03 2003-04 Year 44 TNUIFSL_CCP_BP_Karaikudi
increased at an average annual rate of 15.63 percent from Rs. 416.52 lakh to Rs. 637.78 lakh during the assessment period. The revenue account maintains surplus during the entire assessment period except during 2003-04 and maintained a maximum surplus of Rs. 245.44 Lakh in 2002-03. The trends for the revenue fund are presented in Table 6.1. High revenue income during the FY 02-03 has attributed to transfer of previous years ULB’s share of State Finance Commission Grant (SFC) allocation and Surcharge on stamp duty. During the FY 03-04 high revenue expenditure incurred due to a high operation and maintenance expenditure for service provision.
Table 6.1: Summary of Municipal Fund Item 2000-01 2001-02 2002-03 2003-04 Amount in Rs. Lakh Revenue Account Revenue Income 547.41 514.43 740.52 599.70 Revenue Expenditure 416.52 450.55 495.08 637.78 Surplus/Deficit 130.88 63.88 245.44 (38.08) Capital Account Capital Income 180.71 40.61 51.12 350.89 Capital Expenditure 291.45 0.05 18.82 156.86 Surplus/Deficit (110.75) 40.56 32.30 194.03 Fiscal Status 20.14 104.39 277.74 106.54 Advances & Deposits Extraordinary Income 204.63 26.27 37.86 18.08 Extraordinary Expenditure 11.92 1.80 137.30 12.62 Surplus/Deficit 192.70 24.47 (99.44) 5.46 Overall Fiscal Status 212.84 128.86 178.30 112.00 Source: Karaikudi Municipality & Analysis. Note: Figures in parentheses indicates a deficit. Capital Income includes Revenue account transfer for capital works.
Figure 6.2: Total Capital Income and Expenditure Trend 124. Capital income comprises of loans, grants and Total Capital Income & Expenditure Trend contribution in the form 400.00 of initial deposit for 350.00 h 300.00 Capital water supply connections, Income revenue account transfer 250.00 200.00 for capital works and sale 150.00 proceeds of assets. Capital
Amount in Rs.Lak 100.00 Majority of the capital Expenditure 50.00
income is in the form of - loans. The capital 2000-01 2001-02 2002-03 2003-04 account has witnessed Year surplus except during 2000-01, implying loan drawn and grant received was utilized less for capital works. Fiscal status of revenue account and capital account status witnessed surplus during the entire assessment period. During the FY 00-01, major share of capital expenditure were incurred from public works and Roads asset creation.
125. The following sections present detailed review of revenue and capital accounts, primarily
45 TNUIFSL_CCP_BP_Karaikudi
aimed at assessing the municipal fiscal status and providing a base for determining the ability of Municipality to sustain the planned investments.
3. Revenue Account
126. The revenue account comprises of two components, revenue income and revenue expenditure. Revenue income comprises of internal resources in the form of tax and non- tax items and external resources in the form of shared taxes/ transfers and revenue grants from the State Government. Revenue expenditure comprises of expenditure incurred on establishments, operation & maintenance and debt servicing.
Figure 6.3: Source of Income (2000 to 2004) 127. Revenue Income. The revenue sources Sources of Revenue Income (2000 to 2004) of municipality can be broadly categorized as own sources, assigned revenues and grants. The source wise Tax- Own Sources income generated during the review Revenue Grants 44% period is presented in Table 6.2. The 19% base and basis of each income source has been further elaborated in the following section. The revenue income of Karaikudi Municipality has increased Non Tax- Own from Rs. 440.30 lakh in 2000-01 to Rs. Sources 485.03 lakh in 2003-04 – a low 19% Compound Annual Growth Rate (CAGR) of about 3.28 percent. The revenue income has declined from Rs. Assigned Revenues 620.69 lakh in 2002-03 to Rs. 485.06 18% lakh in 2003-04. During the financial year 2002-03 the Karaikudi Municipality has received maximum surcharge on stamp duty and State Finance Commission Grant (inconsistent transfer of ULB share), which attributed to high revenue income during the same period.
Table 6.2: Sources of Revenue Income Item 2000-01 2001-02 2002-03 2003-04 Amount in Rs. Lakh Own Sources Tax 197.40 198.95 218.97 227.35 Non Tax 87.60 63.31 136.69 96.99 Assigned Revenue 57.33 67.10 103.69 115.38 Grants 97.97 77.51 161.33 45.34 Total (excl. W&D A/C) 440.30 406.87 620.68 485.06 Source: Karaikudi Municipality & Analysis.
128. Own-source income includes income from resource mobilization activities of Municipality in the form of taxes, income from municipal properties and markets, building permit fee, trade licenses, income from fees and fines, etc. Own revenue sources are further classified as tax revenue and non-tax sources that are generated by various sections of the Municipality. The salient features of the revenue head is detailed below:
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• Own Sources/Tax. This item head comprises of income sourced primarily from property tax (General-purpose tax, Lighting tax, Scavenging tax and Education tax excluding Water and Drainage tax), professional tax and other taxes. The property tax is the largest revenue-generating item. Own sources of tax income are presented in Table 6.3. Average income from own sources constituted 63.34 percent of the total revenue income during the review period and has increased at an average compounded annual growth rate of 4.40 percent. Tax sources contributed 43.97 percent of the revenue income and non-tax sources contribute 19.37 percent of the revenue income. Income from municipal properties, markets and other remunerative assets witnessed inconsistent collection performance during the assessment period, which attributed to low revenue non-tax income during FY 01-02 & FY 03-04.
Table 6.3: Own Sources of Revenue Income Item 2000-01 2001-02 2002-03 2003-04 Amount in Rs. Lakh Taxes Property Tax (excl. W&D Tax) 185.91 186.05 202.17 219.73 Profession Tax 11.48 11.87 16.78 7.62 Other Taxes 0.01 1.03 0.02 Non - Taxes Income from ULB’s Properties 37.66 11.30 43.45 12.51 License Income (Trade, etc.) 8.57 6.96 18.62 9.09 Income from Fees and Fines 11.25 13.00 31.01 24.88 Miscellaneous Income 30.11 32.05 43.62 50.51 Total (excl. W&D A/C) 285.00 262.26 355.67 324.34 Source: Karaikudi Municipality & Analysis.
Property Tax: This is the most important category of own source income to the Municipality. Karaikudi Municipality levies a consolidated property tax of 31 percent of the Annual Rental Value (ARV). During the assessment period, the numbers of property tax assessments increased at an average growth rate of 5.73 percent per annum. Property tax income however has increased at a CAGR of about 5.73 percent during the assessment period.
Figure 6.4: Property Tax Collection Performance 129. The average collection performance Property Tax Collection Performance of Property Tax for the review 450 400 period is 78 percent and the same is Total- presented in Table 6.4. The 350 Demand property tax levied is 31 percent of 300 the Annual Rental Value (ARV) 250
200 and includes the general tax (18%), Lakh Rs.
water and drainage tax (8%) and 150 Total- Collection
education tax (5%). It is observed 100
that the Municipality maintained a 50
Low arrear collection of average 0 about 56 percent, except during 2000-01 2001-02 2002-03 2003-04 FYs 01 and FY 02. The current and Year arrear collection during the FY 04 was 84 percent and 42 percent respectively.
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Table 6.4: Property Tax – Demand Collection and Balance Statement Item 2000-01 2001-02 2002-03 2003-04 Demand (Rs. Lakh) Arrear 50.44 79.74 112.73 120.95 Demand 233.59 226.95 280.71 293.52 Total 284.03 306.69 393.44 414.47 Collection (Rs. Lakh) Arrear 40.35 47.92 48.07 50.28 Demand 210.23 202.84 224.42 245.88 Total 250.58 250.76 272.49 296.16 Collection Performance (%) Arrear 80% 60% 43% 42% Demand 90% 89% 80% 84% Total 88% 82% 69% 71% Total no of Assessment (Nos.) 19,991 20,294 22,640 24,986 Growth in Assessment (%) 1.52% 11.56% 10.36% Source: Karaikudi Municipality & Analysis.
130. The total collection performance of the Municipality has witnessed a declining trend from 88 percent to 69 percent during the assessment period. The maximum arrear collection was achieved during the FY 01 and the same was as low as 42 percent during FY 04. There are a total of 24,986 assessed properties in the Municipality and this has increased at an average growth rate of 5.73 percent per annum from 19,991 assessments in 2000-01. The ARV per property during the FY 04 is Rs. 3,790 and the tax per property is Rs. 1,175.
Professional Tax: The municipality also collects professional tax from all registered organizations, companies or firms, public or private, individuals and State & Central Government departments. Currently 3,686 assesses are registered with the Municipality. Based on the demand, the average tax per professional is about Rs. 314/- per annum. low average collection of 21 percent observed during the review period and the current collection is around 56 percent during the same period. The details of Demand Collection and Balance statement are provided in Table 6.5.
Table 6.5: Profession Tax – Demand Collection and Balance Statement Item 2000-01 2001-02 2002-03 2003-04 Demand (Rs. Lakh) Arrear 41.65 48.55 39.40 39.40 Demand 17.15 16.29 17.81 11.57 Total 58.80 64.84 57.21 50.97 Collection (Rs. Lakh) Arrear 2.73 3.65 6.83 - Demand 8.75 8.22 9.95 7.62 Total 11.48 11.87 16.78 7.62 Collection Performance (%) Arrear 7% 8% 17% - Demand 51% 50% 56% 66% Total 20% 18% 29% 15% Source: Karaikudi Municipality & Analysis.
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(ii) Own Sources/Non Tax. This item head comprises of income from Municipal properties, fees on Municipal services (building permission, etc.), income from interest on investment and miscellaneous services. On an average, through the assessment period, own source/non tax income constitutes 19.37 percent of the total revenue income. Income from remunerative enterprises, income from fees and fines constitute the major revenue sources under this item head. Income through non-tax own sources of the Municipality has grown over the assessment period at a CAGR of about 3.45 percent.
Remunerative Enterprises: Income from remunerative enterprises is the non- tax income in the form of rentals from assets like shopping complexes, market fee, parking fee and income from other real assets owned by the Municipality. Income from the remunerative assets of the municipality contributed 5.23 percent of the revenue income during the assessment period and registered a negative CAGR of about 30 percent. Income from municipal properties, markets and other remunerative assets witnessed inconsistent collection performance during the assessment period, which attributed to low non tax revenue income during the FY 01-02 & FY 03-04. The average revenue mobilized during the review period under this item head is Rs. 26.23 Lakh. Rent recovery from the shopping complexes is very low during the FY 2003-04, attributed to negative revenue growth of remunerative enterprises.
(iii) Assigned Revenues. This item head comprises of income from Government of Tamil Nadu (GoTN)/State transfers of municipal income collected by the state line department. Transfers are in the form of municipality’s share of taxes levied and collected by GoTN from establishments/operations within the municipal limits. Surcharge on transfer of immovable properties and entertainment tax, are the major items on which these revenues are realized by Municipality.
Table 6.6: Income from Assigned Revenue Item 2000-01 2001-02 2002-03 2003-04 Amount in Rs. Lakh Entertainment Tax 22.17 20.00 20.89 19.10 Surcharge on Stamp Duty 35.16 47.00 82.81 96.28 Other Transfers - 0.10 - - Total 57.33 67.10 103.69 115.38 Share in total Revenue Income (%) 13.02 16.49 16.71 23.79 Growth (%) - 17.03 54.54 11.27 Source: Karaikudi Municipality & Analysis.
Income through assigned revenues contributes around 17.50 percent of revenue income and it is growing at an average compounded annual growth rate of 26.25 percent during the review period. It is observed in Table 6.6 that the inflow from this account head has been inconsistent due to delays in transfers and deductions at source towards municipality debt repayment commitments and/ or other dues payable to GoTN.
Entertainment Tax: The Commercial Tax (CT) Department collects
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entertainment tax from six cinema halls (with a total capacity of 5,200 seats) functioning within Municipal limit. The CT Department transfers 90 percent of the total tax collection to Municipality, and retains 10 percent towards management charges. Entertainment tax accounts for around 4.31 percent of total revenue income.
Stamp Duty: Surcharge on stamp duty is another assigned revenue source, accounting for 13.18 percent of revenue income during the assessment period. It is levied in the form of a surcharge on stamp duty applicable on all properties registered or transferred within Municipality limits. The Registration Department collects and 90 percent of the collections are transferred to Municipality.
(iv) Revenue Grants and Contribution. This item mainly comprises revenue grants and compensations from the State Government under various heads. The regular grants include the State Finance Commission (SFC) grants and the others include aid grants, grants for services like roads, buildings, maternity and child welfare, public health, contributions for elementary and secondary schools and etc. Grants, which are for specific purposes, are ad-hoc in nature. In case of Karaikudi Municipality, revenue grants and contributions constitute about 19.16 percent of the total revenue income and have registered an average annual growth rate of (22.65) percent. SFC Devolution is major item of grants, which is transferred as part of SFC recommendation. As per SFC recommendation, 12% of state revenue under pool B is transferred to each local body based on a formula recommended by SFC. The fluctuation in SFC grant is due to delay and deduction at source.
Table 6.7: Income from Revenue Grants Item 2000-01 2001-02 2002-03 2003-04 Amount in Rs. Lakh State Finance Commission Grant 76.06 46.62 161.33 32.40 Other Grants 21.91 30.89 - 12.94 Total 97.97 77.51 161.33 45.34 Share in total Revenue Income (%) 22.25 19.05 25.99 9.35 Growth (%) (20.88) 108.14 (71.90) Source: Karaikudi Municipality & Analysis.
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Figure 6.5: Items of Revenue Expenditure (2000 to 2004) 131. Revenue Expenditure. Revenue expenditure of Municipality has Items of Revenue Expenditure (2000 to 2004) been analyzed based on Debt Servicing expenditure heads broadly 2% classified under the following Operation & departments- General Maintenance 18% Administration and Tax collection, Public Works and Roads, Street Lighting, Public Health & Conservancy, Town Planning and Miscellaneous
Items. Water supply and drainage Establishments revenue expenditure is analyzed 80% separately and the same is presented in the following section. Revenue expenditure is further classified under Establishment, Operation & Maintenance and Debt Servicing.
Table 6.8: Sector wise Revenue Expenditure Item 2000-01 2001-02 2002-03 2003-04 Amount in Rs. Lakh Establishment 289.20 291.47 329.74 372.55 Operation & Maintenance 45.92 52.91 65.53 135.54 Debt Servicing - 7.00 14.00 12.88 Total (excl. W&D A/C) 335.12 351.38 409.27 520.97 Growth (%) 4.85 16.48 27.29 Source: Karaikudi Municipality & Analysis.
(i) Establishment Expenditure. Establishment expenditure alone accounts for about 80 percent of revenue expenditure, excluding water supply and drainage account. About 67 percent of the total revenue income is utilized for payment of salaries excluding water supply and drainage staff salary and other related expenses. Debt servicing of the Municipality accounts for a meager around 1.97 percent of the revenue expenditure was made from general fund during the review period.
(ii) For the assessment period, revenue expenditure grew at an average rate of 15.84 percent; while growth in revenue income was 3.28 percent during the same period. This indicates that revenue and education fund of Municipality is in deficit.
(iii) Further, while expenditure on establishment grown at annual average rate of 8.81 per cent, expenditure on O&M grew at an average rate of 43.45 percent per annum indicating that the Operations and maintenance expenditure need to be controlled. Public health conservancy O&M increased by 8 times and street lighting by two times during the financial year 2002-03 to 2003-04.
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Figure 6.6: Sector Wise Salary Composition (2000 to 2004)
The following Table 6.9 Sector wise Salary Composition (2000 to 2004) presents sector /department wise salary expenditure incurred Water Supply 6% General Administration during the assessment 24% period. Since, the department wise establishment expenditure was not furnished in the Public Health account statement 8% (consolidated figures only Conservancy Engineering Wing available in the 2000 54% 4% series) consultant were used the third SFC questionnaires for working out the department wise salary. Over 54 percent spent for conservancy staffs salary and around 24 percent for general administration departments include revenue collection and administration department salary. Water supply staff salary contributes about 6 percent of the total expenditure incurred towards establishments.
Table 6.9: Sector wise Salary Item 2000-01 2001-02 2002-03 2003-04 Amount in Rs. Lakh General Administration 55.95 56.64 56.59 52.37 Engineering Department 10.05 10.18 10.17 9.41 Conservancy 128.86 130.46 130.35 120.62 Public Health 20.20 20.45 20.43 18.91 Street Lighting 8.41 8.52 8.51 7.88 Water Supply 14.19 14.37 14.35 13.28 Total 237.66 240.62 240.40 222.47 Growth (%) 1.25 (0.09) (7.46) Source: SFC Questionnaire Document
Establishment expenditure of all sections (excluding water and drainage account) accounts for an average of 80.33 percent of revenue expenditure. Establishment expenditure of the Municipality has been consistently above 70 percent and there have not been any major efforts on part of the Municipality towards containing the establishment expenditure.
Though the growth rate of establishment expenses has fallen, the actual results of privatization efforts are yet to reflect on accounts. In the coming years, these expenses are expected to go down due to the reforms taken up by the Municipality. It is necessary that the Municipality go ahead with such privatization initiatives so as to improve upon and allocate more amounts for the O&M and debt servicing.
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(i) Operations & Maintenance. Operation and maintenance expenditure of all sections together accounts for 17.70 percent of revenue expenditure and had increased at an average rate of 43.45 percent per annum.
General Administration, Public health & conservancy, Street lighting are the major expenditure items. O&M expenses are dominated by power charges for street lighting and that for general administration, while that for the upkeep of roads has been minimal. Street lighting sector can be put for privatization and implement energy conservation measures to curtail the costs on repairs, replacements and power charges.
Debt Servicing. A review of the outstanding loan statement of Municipality, as on March 31, 2005, i.e., at the start of the FY 2004-05 reveals that the net outstanding debt liabilities of Municipality are at Rs. 476.59 Lakh. Table 6.10 details out the agency wise outstanding loans.
Table 6.10: Out standing Loan Statement Item Loan Amount Outstanding Amount in Rs. Lakh Government of Tamil Nadu 269.13 259.29 MUDF 50.80 30.50 TUFIDCO (Own Fund) 62.50 62.50 TUFIDCO (Various Schemes) 99.99 46.55 TNUDF 35.28 32.12 DTCP 25.00 45.63 Total 542.70 476.59 Source: Karaikudi Municipality & Analysis.
132. The total amount of loans drawn by the Municipality till date is Rs. 542.70 Lakh, majority of it from Government of Tamilnadu and TUFIDCO. It needs mention that the ratio of outstanding loans to current demand of property tax is about 162 percent. The ratio in terms of ARV (estimated at Rs. 3,790) is 1.99; thereby indicating that the Municipality is capable of leveraging additional debt to finance its projects as this is below the threshold of 2 to 3 (generally considered by Financial institutions).
133. Debt servicing accounted for around 4.46 % of revenue expenditure during the review period and the DSR (as % of revenue income) is around 3.78 %, which is well below the threshold level of 25 percent, as considered by financial institutions. The Municipality has to start to focus upon sustainable debt servicing after having cut down establishment costs to improve its credit rating and capability towards leveraging additional debts.
4. Water Supply and Drainage Account
134. As mentioned earlier, local bodies in Tamilnadu maintain a separate water supply and drainage fund. Hence, to maintain the consistency and also to assess the cost recovery aspect, the consultants have analyzed the water fund separately. The details are provided in Table 6.11 and the water supply and drainage revenue fund expenditure trend is plotted on a graph Figure 6.7.
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Table 6.11: Revenue Account Status of Water Supply and Drainage Fund Item 2000-01 2001-02 2002-03 2003-04 Amount in Rs. Lakh Revenue Income Water & Drainage Tax 64.67 64.71 70.32 76.43 Water Charges 42.40 42.85 49.47 38.11 Water Supply & Sanitation Grant - - - - Other Income 0.04 - 0.03 0.10 Total 107.11 107.57 119.82 114.64 Revenue Expenditure Establishments 12.61 22.90 24.77 13.49 Electricity Charges 37.18 29.00 36.88 61.26 Miscellaneous 19.65 23.50 16.62 30.75 Debt Servicing- Old 11.97 23.77 7.54 11.31 Total 81.41 99.17 85.81 116.81 Surplus/Deficit 25.70 8.40 34.01 (2.17) Recovery (%) excl. tax 52% 43% 58% 33% Source: Karaikudi Municipality & Analysis.
135. Salaries of staff directly working in the water supply department are booked under this head, while salaries of other engineering staff performing administrative functions related to water supply are booked under the engineering section of general fund. Expenditures incurred under this account comprised of 43 percent power charges and other operation & maintenance expenses accounts 7 percent and 20 percent on establishment costs. The balance 16 percent is spent on wages and other expenditures, around 14 percent utilized towards debt servicing.
Figure 6.7: Water & Drainage Account Expenditure Trend
Water & Drainage Account Expenditure Trend 70.00 Staff Salary & Employee Related 60.00 Expenses Equipment Maintenance & Repairs 50.00 Board
h Payment
40.00 Miscellaneous
30.00
Amount in Rs. Lak Debt Servicing- Old 20.00
Administration Expenses 10.00
Electricity Charges - 2000-01 2001-02 2002-03 2003-04 Year
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136. The cost recovery incase of excluding water and drainage tax income work out to only 46 percent of the revenue expenditure incurred in the water supply and drainage fund account. Thus, the above analysis indicates that the current tariff is not able to recover even a share of the O & M expenses, when it is compared with only water charges. Major share of water supply income is derived by way of water and drainage taxes, which account for about 61.47 percent of water supply and drainage income.
Figure 6.8: Water Charge Collection Performance Water Charge Collection Performance 137. There are a total of 9,052 80 water supply house service connections as of 2004-05 70 Total- Demand provided by the Municipality 60 in the town. The average collection performance of 50 water charges for the review 40
period indicated in Table Rs. Lakh 30 6.12 though averaged at 64 percent, the cost recovery in 20 Total- Collection the sector is only 46 percent 10 excluding water and drainage taxes, indicating 0 2000-01 2001-02 2002-03 2003-04 low coverage and very less Year number of legal service connections against the service provided.
Table 6.12: Water Charges – Demand Collection and Balance Statement Item 2000-01 2001-02 2002-03 2003-04 Demand (Rs. Lakh) Arrear 16.03 14.39 44.86 27.36 Demand 45.88 47.02 28.82 45.48 Total 61.91 61.41 73.67 72.84 Collection (Rs. Lakh) Arrear 3.46 0.24 34.75 7.09 Demand 37.69 41.51 13.64 30.74 Total 41.15 41.75 48.39 37.83 Collection Performance (%) Arrear 22% 17% 77% 26% Demand 82% 88% 47% 68% Total 66% 72% 66% 52% Total no of Connections (Nos) 7,404 7,607 8,105 8,397 Growth in Connections (%) 6.55% 3.60% 1.26% Source: Karaikudi Municipality & Analysis.
138. The numbers of House Service Connections stand at just 42 percent of the PT assessments indicating the large numbers of unauthorized connections in the Municipality. The unauthorized connections and unassessed properties need to be brought under the user charges and municipal tax gambit to affect cost recovery on the investments.
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5. Capital Account
139. Capital Income. Capital income comprises of loans, grants and own contributions. The detailed components of capital income are detailed in Table 6.13. An analysis of this account indicates that grants & contributions have contributed the maximum share of income under this account. While on an average, 55 percent of the capital income is in the form of loans from various sources and 40 percent is from grants and contributions like XIIth Finance Commission grants for public works and roads. New loans were acquired during the assessment period. Own contribution from revenue account contributed 4.68 percent during the assessment period.
Table 6.13: Status of Capital Account - General Item 2000-01 2001-02 2002-03 2003-04 Amount in Rs. Lakh Capital Income Capital Loans 169.48 5.77 18.73 23.32 Capital Grants and Contribution 2.75 13.25 3.84 194.98 Own Sources - 0.05 - 49.41 Total (excl. W & D a/c) 172.23 19.07 22.57 267.71 Capital Expenditure General 16.82 - 1.00 2.57 Public Works and Roads 197.65 - 5.25 - Street Lighting 3.05 - - - Public Health & Conservancy 2.57 - - - Education 5.31 - 12.10 37.88 Total 225.39 - 18.35 40.45 Surplus/Deficits (excl. W &D a/c) (53.16) 19.07 4.22 227.26 Source: Karaikudi Municipality & Analysis.
140. There have not been any significant capital grants over three years since FY 01 except FY 04. There is also no income realized by the Municipality in the form of sale proceeds.
141. Capital Expenditure. The majority of capital expenditure has been directed towards general purpose includes all item of works excluding water supply and drainage and roads over the past four years, this is due to fact TNUDF/TUFIDCO had funded most of the municipalities for roads during the assessment period.
142. Analysis of capital income and capital expenditure notes that the account was in surplus during the assessment period excluding FY 00-01, indicating lesser utilization of allocated funds or just start of utilization of allocated funds. There was no capital work under taken during 2001-02 other than water supply and drainage fund.
143. Water supply and drainage capital account status is detailed in Table: 6.14. Capital income is mainly from water supply connection charges, other than that no other income received during the assessment period. Capital account is surplus during the financial year 2001-02 to 2003-04 except during 2000-01.
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Table 6.14: Status of Water Supply and Drainage Capital Account Item 2000-01 2001-02 2002-03 2003-04 Amount in Rs. Lakh Capital Income Capital Loans - - - - Capital Grants and Contribution - - - 48.28 Own Sources 8.48 21.54 28.55 34.90 Total 8.48 21.54 28.55 83.18 Capital Expenditure Water supply 52.68 0.05 0.47 102.48 Drainage &Sanitation 13.38 - - 13.93 Total 66.06 0.05 0.47 116.41 Surplus/Deficits (57.58) 21.49 28.08 (33.23) Source: Karaikudi Municipality & Analysis.
6. Assets and Liabilities
144. Current assets and liabilities of Karaikudi Municipality include monies due to Municipality from debtors and monies due from Municipality to creditors, respectively. Table 6.15 presents a summary of the current assets and liabilities of Karaikudi Municipality.
145. The current assets include outstanding arrears in property tax, water charges and profession tax and lease rental (non-tax items) dues. The total current assets due to municipality are Rs. 196.66 lakh.
146. Current liabilities include the payment of power charges due to TNEB, Salaries Payable, PF and other contribution due, tax /cess payable to government, other payables and deposits. The net liability of Karaikudi Municipality is Rs. 57.8 lakh. The current ratio is the ratio of total current assets to total current liabilities, which is used to measure short- term liquidity of a ULB. The idea behind measuring this ratio is to assess whether the ULB has enough liquid assts to pay off its current obligations when they fall due. Intuitively one would expect that this ratio should be over 1. In case of Karaikudi municipality, the current ratio is 3.40 and hence ULB has comfortable current ratio.
Table 6.15: Summary of Current Assets and Liabilities status Description Amount (Rs. Lakh) A. Current Assets Property Tax Recoverable 118.31 Profession Tax Recoverable 43.35 Water Charges Recoverable 35.00 License/Lease/Rental/other Recoverable - Other Recoverable - Cash on Hand /Bank - Total – Current Assets 196.66 B. Current Liabilities Salaries Payable - PF and Other Contribution 42.00 TNEB 12.00 Library Cess Payable -
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Description Amount (Rs. Lakh) Other Payables - Deposits 3.80 Total – Current Liabilities 57.80 Net Status 138.86 Source: Karaikudi Municipality & Analysis.
7. Key Financial Indicators and Issues
147. A set of key financial indicators has been derived using the financial data procured from the Municipality for the assessment period. Table 6.16 presents these indicators. These indicators are used to assess the municipal performance with regards resource mobilization, fund utilization, financial performance and collection efficiencies.
Table 6.16: Key Financial Indicators Indicators Value Unit A Resource Mobilization 1 Per Capita Income 691 Rs. p.a 2 Sources of Funds a Share of Own Sources in Total Revenue Income (RI) 70.23 % b Share of Property Tax in Total Revenue Income 45.18 % c Share of Revenue Grants & Subsidies in Total RI 15.58 % 3 Growth in Revenue Income 3.09 % p.a 4 Growth in Own Sources of Revenue Income 3.80 % 5 Per Capita Own Income 353 Rs. P.a B Fund Application 1 Per Capita Expenditure 575 Rs. p.a 2 Uses of Funds a Share of Establishment Expenditure in Total RE 68.59 % Share of O&M Expenditure in Total Revenue b Expenditure 26.95 % c Share of Establishment Expenditure to Total RI 56.48 % 3 Growth in Establishment Expenditure 6.46 % 4 Growth in O&M Expenditure 26.67 % 5 Growth in Total Revenue Expenditure 15.63 % p.a C Liability Management 1 Per Capita Liability (2004-05 estimated) a Outstanding Debt per Capita 536 Rs. b Outstanding Non-Debt Liability per Capita 141 Rs. c Total Outstanding Liability per Capita 677 Rs. As a Proportion of Property Tax Current Demand (2003- 2 04 estimated) a Outstanding Debt as % of P.T Demand 162.37 % b Outstanding Non-Debt Liability as % of P.T Demand 42.63 % c Total Outstanding Liability as % of P.T Demand 205.00 % 3 As a Proportion of Property Tax Own Revenue Income
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Indicators Value Unit (2003-04 estimated) a Outstanding Debt as % of Own Revenue Sources 108.57 % b O/s Non-Debt Liability as % of Own Revenue Sources 28.50 % c Total O/s Liability as % of Own Revenue Sources 137.07 % 4 Non-Debt Liability as % of Total Liability 20.80 % 5 Debt Servicing Ratio (D.S/ Revenue Income) 3.78 % D Performance Indicators 1 Operating Ratio 0.84 Ratio 2 Growth in Per Capita Own Income 3.42 % p.a 3 Growth in Per Capita Grant (23.38) % p.a 4 Growth in Per Capita Total Revenue Income 2.12 % p.a 5 Growth in Per Capita Establishment Expenditure 7.53 % p.a 6 Growth in Per Capita O&M Expenditure 29.12 % p.a 7 Growth in Per Capita Revenue Expenditure 14.17 % p.a 8 Capital Utilization Ratio 0.81 Ratio E Efficiency Indicators 1 Tax Collection Performance a Property Tax 78% % b Water Charges 63% % c Sewer Charges NA % d Profession Tax 21% % 2 No. of P.T Assessments per Tax Collection Staff 2,776 Nos. 3 Property Tax Demand per Assessment 3,790 Rs. p.a 4 No. of Municipal Staff per 1000 Population 3.27 Nos. 5 Annual Revenue (Own Source) per Municipal Staff 11.15 Rs. Lakh p.a 6 Population per Residential P.T Assessment 3.59 Persons Source: Analysis.
148. Resource Mobilization Indicators. These indicators summarize the performance of the Municipality with regards sources of funds. Karaikudi Municipality derives about 70.23 percent of its revenue income from own sources, which is a good sign, while grants account for just about 15.58 percent of the revenue income.
149. Fund Application Indicators. These indicators are a measure to ascertain the utilization from the municipal fund. Around 69 percent of the revenue expenditure is spent on establishment heads, only about 27 percent for O&M of municipal assets and services. Leaving only 4 percent utilized for debt servicing. Establishment expenditure accounts for about 57 percent of the total revenue generated by the Municipality.
150. Liability Management Indicators. These indicators are a measure to ascertain the utilization from the municipal fund regards to debt servicing. The ratio of debt servicing to revenue income is only 3.78 percent during the assessment period. The per capita average outstanding debt works out to 536 rupees and per capita non-debt liability is 141 rupees. Out standing debt to property demand is around 162 percent and non-debt liability is 43 percent times the property tax demand for the current year.
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151. Overall Financial Performance Indicators. These indicators are a measure to assess the overall financial performance of the Municipality with regards operational performance and effective growth in revenue income and expenditure. The average operating ratio during the assessment period was a healthy 0.84 and the capital utilization ratio was low at 0.81 indicating lesser utilization of revenue surpluses in asset creation – rather most of the capital expenditure has been incurred through external funding like loans, grants and contribution. The indicators of growth in per capita income and expenditure item heads indicate the effective growth, giving a performance measure relative to the growing population. Karaikudi Municipality has demonstrated only 2.12 percent annual growth in per capita revenue income during the assessment period, while the per capita revenue expenditure has grown at a significantly higher 14.17 percent during the corresponding period. Which indicates that as population increases revenue fund will be in deficit, so there is a need for controlling revenue expenditure.
152. Efficiency Indicators. These indicators are essentially a measure to assess Municipal efficiency with regards revenue base coverage and realization. Karaikudi Municipality has maintained a healthy collection performance both with regards property tax and water charges (78 percent and 63 percent respectively). The average population per assessment at 3.56 indicates that the property tax base has a wide coverage.
153. Key issues and conclusions are based on the review and assessment municipal finances and discussions with relevant municipal officials.
(i) Maintenance and Reporting of Accounts. The State Government deducts debt due by the Urban Local Body and then transfers funds (SFC devolution) the Urban Local Body records do not capture such apportionment. ULB’s do not maintain department/sector wise salary expenditure as mentioned in the ULB’s Accounting Manual.
(ii) Revenue Realization. Taxes and charges are major own sources of revenue income. Being more dynamic in nature and within the control of the Urban Local Body, these revenue incomes have potential to contribute more to the municipal fund. Besides low tax rates and charges levied, the actual demand itself is not established. Key issues regarding the above comprise:
• Low water supply coverage witnessed there are chances of illegal or unauthorized connections in the town; • Financial transaction trends not commensurate with population growth trends, resulting in reduction in per capita expenditure levels;
(iii) Fund Application. Key issues regarding application from the municipal fund comprise:
About 69 percent of the total expenditure is on establishment-related heads, leaving relatively lower amounts for expenditure on operation and maintenance of services, which is very high and above the normal/ideal range of 49 percent.
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VII. URBAN BASIC SERVICES FOR POOR
A. Overview
154. Owing to rapid urbanization in and around the town, large influx of the migrants has been observed, which has resulted in formation of slums. The town presents a wide range of activities in various institutional and commercial sectors. Growth in such activities, possibilities of absorption in various service sectors, scope of employment in trade and business activities, hawking, retailing, carting etc. could have attracted rural poor to the town.
155. There are fifteen notified slums and the total population residing in slum is 26,013. Around 30 percent of total population is residing in slums. The extent of area under the slums is around 150 acres. The ward-wise details on slum settlements are listed in Table 7.1.
Table 7.1: Existing Ward Wise Settlements of Slums Sl. Location Ward House Population No. of BPL BPL No. No. holds Households Households % 1 Kalanivasal 1 475 2,375 163 11.13 2 Meenakshi Puram 3 353 1,743 40 2.73 3 Jeeva Nagar 3, 4 265 1,320 18 1.23 4 Anna Nagar 5 877 4,347 143 9.76 5 Servar Ooani 22 116 563 85 5.80 6 Veeriyam Kanmoi 34 243 1,177 89 6.08 7 Pappa Oorani 34, 35 456 2,703 118 8.05 8 GaneshPuram 31, 33 720 3,562 66 4.51 9 Kalvaipottal 30 319 1,496 59 4.03 10 Keela Oorani South 25 295 1,428 161 10.99 11 Kurchi Kmai 19 216 1,022 126 8.60 12 Pananthoppu 32, 33 310 1,530 70 4.78 13 Senjai Avvaiyar St 36 180 926 79 5.39 14 Maruthupandiyar Nagar 19 132 538 70 4.78 15 Vaithiyalingapuram 34 252 1,283 178 12.15 Total 5,209 26,013 1465 100.00 Source: Karaikudi Municipality
1. Water Supply
156. All the slums are having piped water supply systems connected through public stand posts. In addition to this, hand pumps are also provided in some slums, which are located in wards 1, 5, 22, 33, 30, and 34. There are 56 public stand posts in these slums apart from eight bore wells with hand pumps. The distribution network in the slums runs to a length of 12.35 km.
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2. Sanitation
157. There are 13 public convenience units including eight ISP units located in the slums of Karaikudi. These are located in almost each of the slum localities. Most slum households have individual septic tanks or Low Cost Sanitation units.
3. Roads and Street lights
158. The municipality has laid bituminous roads (16.1 km) and cement concrete (4.5km) roads in majority of the slums. However, the street lighting remains inadequate in these slums at an average of one street light pole for every 267m of road length. There are 126 tube lights, 1 Sodium Vapour Lamp and 2 Mercury vapour lamps in the slums. The existing infrastructure facilities of slums are presented in Table 7.2 and identified slums with location are presented in Figure: 7.1
Table 7.2: Existing Infrastructure Facilities Name of Ward Length of Roads Water Supply Public Street Lights Slums No CC BT WB Oth Piped PSP HP Conve MV SV Tu nience Kms Kms Nos.Nos Nos. Kalanivasal 1 - 0.3 - 0.5 0.25 5 1 1 (16) - - - Meenakshi Puram 3 0.6 2.0 - 0.5 1.20 9 - 1 (8) - - - Jeeva Nagar 3, 4 - 1.2 0.4 0.3 1.40 5 - 1 (16) - - - Anna Nagar 5 - 2.7 1.2 - 2.00 7 2 1 (16) - - - Servar Orani 22 0.4 0.9 0.5 - 0.50 4 1 1 (8) - - - Veeriyam 34 0.5 0.8 0.3 0.3 0.60 5 - 1 (16) - - 15 Kanmoi Pappa Orani 34,35 0.3 0.7 0.5 0.5 0.50 2 - - - - 12 Ganesh Puram 31,33 - 0.6 0.3 0.3 0.40 2 1 2 (16) - - -
KalvaiPottal 30 - 1.2 0.6 0.9 1.00 4 1 1 (16) - - 33 Keela Orani 25 0.7 0.8 - 0.6 0.95 2 - 1 (16) 1 - 27 South Kurchi kamoi 19 0.6 1.2 0.7 0.5 0.80 2 - - - - - Panan thoppu 32, 33 0.3 1.1 0.5 0.4 0.75 3 1 1 (16) 1 1 21 Senjai Avvaiyar 36 0.5 0.9 - 0.5 0.60 2 - 2 (24) - - 18 Street Maruthupandiyar 19 0.9 1.1 0.8 0.3 0.20 1 - - - - - Nagar Vaithiyalingam 34 - 0.5 1.5 0.9 1.20 3 1 - - - - puram Total 4.5 16 7.4 6.4 12.4 56 8 13 2 1 126 (168) Source: Karaikudi Municipality
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Map 7.1: Locations of Slums in Karaikudi
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B. Poverty Alleviation and Community Development
1. Policies, Targets and Programs
159. To alleviate the problems of slum dwellers and to reduce urban poverty, a set of programs are initiated and are being implemented by the municipality with assistance from state and central government. Two major slum improvement programs are being implemented in Karaikudi viz., Swarna Jayanti Shehri Rojgar Yojna (SJSRY) and National Slum Development Program (NSDP) apart from the other program like the Integrated Sanitation Program.
160. The SJSRY is planned to provide employment to the urban poor by helping to provide self-employment or provisions for wage employment. The central government funding is 75 percent and the state government funding is 25 percent. The target groups will be a minimum of 30 percent women beneficiaries. The proportion of SC and ST will be the same proportion as in total population of the town and 3 percent is reserved for handicapped population.
161. A task force has been formed for the implementation of the Swarna Jayanti Shehri Rojgar Yojna in Karaikudi town. As part of this program, the following schemes are implemented for urban poverty alleviation over the past five years.
162. SJSRY program consists of -
(i) Urban wage employment scheme (ii) Urban self employment Programs (iii) Urban Skill Training (iv) Development of Women and Children in Urban Areas (DWCUA) (v) Thrift & Credit Societies (TCS)
2. Government Assisted Schemes
163. Urban Self-Employment Program (USEP). This is one of the main components of SJSRY. This program is decided by the selection of beneficiaries who are finalized by the task force based on the recommendations of the Community Structures and the UPE Cell. In these programs, the Elected Council is not involved because of the non-involvement of the Urban Local Body funds. The sharing pattern between Central and State governments is 75 percent and 25 percent respectively. This is only for the subsidy money, which will be 15 percent of the project cost. The beneficiary will spend 5 percent as margin money. The banks then contribute the rest of the project cost and thus have a strong say in the selection of beneficiaries.
164. The minimum eligibility for this scheme is confined to Below Poverty Line beneficiaries who have education up to ninth standard with emphasis given based on non-economic criteria. The maximum unit cost will be Rs 50,000 and the maximum allowable subsidy will be 15 percent of the cost of the project, subject to a limit of Rs 7,500.
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165. In most of the selected cases, the banks take an upper hand in the decisions, based on the viability of the project and the experience of the claimant. There seems to be no strict reservations as per the Program Target Groups. The bankers finalize most of the decisions after a visit to the site, based on the list forwarded by the rest of the Task Force. The Task Force of the Urban Poverty Eradication Cell consists of the
(i) Project Officer of the UPE- the Commissioner (ii) The Chairman of the Council (iii) Town Planning Officer-the Nodal Officer (iv) Community Organizer (v) District Employment Officer (vi) Bank Representatives (usually remain absent during meeting proceedings. Final decision only after thorough investigation)
166. Urban Wage Employment Program (UWEP). This program seeks to provide wage employment to beneficiaries below the poverty line within the jurisdiction of the local body by utilizing their labor for construction of socially and economically useful public assets. The eligible municipalities should have less than 5 lakh population as per 1991 census. This happens to be the program where the Municipal Council has strong decision- making powers about the selection of work. The other employment programs are decided by the selection of beneficiaries who are finalized by the task force based on the recommendations of the community structures and the UPE Cell. The UPE cell consists Chairman, Commissioner, Community Development Society President and COs (Community Organizers-who help the municipality in implementation of the program.)
167. Usually the empowerment in this stage is given to the council. The ratio of share between the Government and the local body is 60:40. The Urban Local Body bears the expenses related to the workforce, whereas the Government meets the material costs. The workforce is necessarily from the identified Below Poverty Line list. Under this scheme, 22,972 Mandays of work was generated in Karaikudi during 1999/2000.
168. Development of Women and Children in Urban Areas (DWCUA). This program is aimed at supporting women and children through self-employment schemes on individual and group basis for activities like cottage industries, upgrading petty businesses etc. The funds for this project are shared between central and state governments in the ratio 75:25. This accounts for 45 percent of the total funds and the rest 5 percent comes from the beneficiary. There is no funding from municipality. The rest 50 percent is contributed by the bank and hence justifies their upper hand in taking the decisions. The beneficiaries are again selected by the task force of the urban poverty eradication (UPE) cell that comprises of commissioner-project officer, the municipal chairman, Town Planning Officer (TPO) - nodal officer, community organizer (CO), and bank representatives. The UPE cell receives inputs from the Community Development Societies, which in turn depends on the structures below. In case of Karaikudi, there has been only one group benefited during the year 2001-2002 with an amount of Rs. 30,000.
169. National Slum Development Program. Under this program, the funding of the works is shared between the (Central Government + State Government 50 percent, Municipality-50 percent). The works are finalized by the decision of the Council. They are inspected by the
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Regional Directorate of Municipal Administration (RDMA) through the Regional Engineer. This program is primarily aimed at improving or upgrading the existing slum environment. This is a central government sponsored slum development program and has three main components:
(i) Construction (Infrastructure); (ii) Welfare (Immunization, education, etc.); and (iii) Shelter Up-gradation (Toilets and individual water connections).
170. The slums given importance are of two types, permanent and non-permanent. In any case, they are designated as slums by the slum clearance board. For permanent slums, they are to be identified by the quality of roads and drainage. Special priority has to be given to the following works
(i) Improvement of drinking water Supply system (ii) Laying/Relaying of roads (iii) Provision of Street Lights (iv) Drainage facilities (v) Improvement and new Public Conveniences with water Supply
171. Special emphasis is to be given to areas for water supply and sanitation facilities including drainage facilities. The SJSRY community structures of Community Development Societies, Neighborhood Committees, Neighborhood Groups, etc need to forward the final requirements to the Council for decision. The funds allocated have to be decided as per slum population. Under this program, Karaikudi Municipality allotted Rs 6.91 lakh and the Government funded Rs 6.0 lakh for the year of 2001-02.
172. The municipality during 2001-02 has sanctioned seven works under the program out of which three works were completed, three works are in progress and one work has been cancelled because of the objection raised from TNEB. In the year 2000-2001, the municipality has spent Rs 12.5 lakh under this program for various works.
173. Issues.
(i) The community structures are not given due importance preparation of plans for the slums.
(ii) The priority for works was given to slum wise allotments, based on the preference of the council for the priority was to maximize the use of funds in a particular slum in that particular year. For the next year, another slum would be taken up. Hence, sector wise works were not given importance in all the slums. In addition, the proportion of funds to be released based on slum population not considered.
174. Integrated Sanitation Program. The Integrated Sanitation Program is a World Bank funded program under implementation through the Project Management Unit of Tamil Nadu Urban Development Project (TNUDP-II) and in coordination with the RDMA. Under ISP program, five sanitary complexes are constructed in Karaikudi.
175. The program is based on demand driven community participation. Under this program, the
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recipient community is made aware of various environmental and sanitation aspects. For successful implementation, the program is coordinated at the local level through the community organizers (COs) of the SJSRY scheme. The program is generally funded by way of grants. 80 percent is provided by TNUDP-II as grant
176. The whole program is planned towards community empowerment and integrated sanitation at the Sanitation Complex itself. It is at this place where the community meets as a social group. The major components of the program include:
177. Identification of the recipient Community of BPL Population (mostly in slums). This process is usually decided by the municipal council and does not involve the Community Development Structures (CDS) of the Town.
178. Provision of an Integrated Complex with Toilet, Bathing, Washing and Meeting Room facilities with special provision of sanitation facilities for children. 16 toilets (10 major +6 minor) are provided for the community.
179. Separate facilities for bathing of 10 units are also provided. A separate platform is also provided for washing as well. Each unit of ISP is constructed at a cost of about Rs. 10 lakh.
180. Awareness programs consisting of information, education and communication activities are also conducted within the same complex to create a strong awareness on the related issues of health, sanitation and environment. These are conducted as discussions with the leaders of community organizations, specialists from the associated fields of health, education in the form of camps etc. These activities are for information dissemination and education. The communication aspect consists of both formal as well as informal type, where formal events are organized by the communities themselves to propagate their experiences.
181. Service Adequacy and Key Issues. The following are a set of indicators, for which the current situation and the desired values are presented. The desired values can be used as benchmarks by the municipality to check its performance annually/ periodically and set targets for itself to be achieved in the next financial year. This will also aid in preparation of the Annual CCP Progress Reports by the municipality. The details of performance indicators are furnished in Table 7.3.
Table 7.3: Performance Indicators for Slums Indicator Current Situation Benchmark Slum population as % to Total Town Population 30.10% < 10.0 % Household size in Slums 5 persons 4 persons % Slum Households to Total Households 30.51 % < 6.5 % Distribution Network Reach (against Road length in 21.44 % > 100.0 % slums) in Slums Slum Population per Public Stand Post/ Hand Pumps 406 Persons 100 Persons Slum Population per Seat of Public Convenience/ ISP 155 Persons 60 Persons Complex Spacing between Street Lights in Slums (m) 266.7 m. < 30.0 m. Source: Analysis
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(i) Very often the sanitation facilities in the slums are poor with lack of proper drainage and silt & garbage found choking in the drains wherever present.
(ii) The survey to identify Below Poverty Line families by the Community Organizers (COs) themselves has not been successful. The Below Poverty Line eligibility criterion declared by the Government is not reasonably established through the survey. This could be one of the main reasons for Karaikudi having high Below Poverty Line population.
(iii) In most of the municipalities, the ratio of CO to families is inadequate. In case of Karaikudi, there are only two Community Organizers for 5,000 odd households.
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VIII. INFRASTRUCTURE DEVELOPMENT AND SERVICE PROVISION
A. Rationale, Need and Demand
182. Considering the current deficits and the future requirements, the following strategies and action plan are suggested.
183. Infrastructure assessment of the town indicates inadequate service levels, for present scenario, which will further enhance given the future growth;
(i) Per capita water supply is 73 lpcd instead of 90 lpcd. The coverage of water supply connections with respect to property tax assessments is only 44.3 percent; (ii) Karaikudi lacks safe sanitation disposal facility, Underground drainage system; (iii) Karaikudi lacks scientific municipal solid waste treatment and disposal system catering to the waste collected; waste collection efficiency of the local body based on rated capacity of the vehicle is a low 21 percent; (iv) Surfaced roads within the Urban Local Body is approximately 94 percent; missing links, network deficiency and lack of traffic management systems causes congestion within the Urban Local Body area and reduces the carrying capacity of the roads; (v) Drainage network of the town covers only 89 percent of the total road length; which has been indicated as one of the major causes of flooding and water logging. The abysmal levels of service therefore provide a strong basis and need for the project.
(i) Approach and Design Criteria. The Urban Local Body should increase the level of coverage of all facilities, to meet the service norms based on State Norms, CPHEEO Norms, UDPFI Norms or other applicable criteria. Based on this, considering the current deficits and the future requirements for the Urban Local Body, strategies and action plan are suggested.
(ii) Component Selection Criteria. The total investment in the Urban Local Body depends on several parameters like, the level of current basic needs, the town’s affordability, and the assessed implementation capacity of the town or its agencies. Overall, project component selection is influenced by affordability and implementation capacity. In the interest of integrated town development, another criterion considered in project component selection has been to ensure inter-sector linkages and optimization. For instance, water supply, sanitation and sewerage have been seen as a composite sector and not in isolation from each other.
(iii) Least Cost Solutions and Component Selection. In formulating project components, the preferred option was developed based on least cost options, taking into account meeting service delivery targets, and whole-life costs, including considerations on achievable operation and maintenance arrangements, given available resources in terms of skills and facilities.
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1. Water Supply
184. Goals and Service Outcomes. The goals and service outcomes based on the proposed strategy for the horizon period is presented in Table 8.1.
Table 8.1: Goals and Service Outcomes – Water Supply S.No Goal 2011 2016 2026 1 Network cover for general 100% 100% 100% households 2 Network coverage for urban 100% 100% 100% slum households 3 Per capita supply 90 lpcd 90 lpcd Hours of supply 24 hours / daily 6 Un accounted water 20% 15% 12% 7 O&M Cost Recovery 100% 100% 100% 8 Collection Efficiency 100 % 100 % 100 % 9 Customer Satisfaction Good Good Good
185. The Karaikudi municipality should increase the supply levels and the coverage, to achieve an average gross supply of 90 lpcd and to cater to 100 percent population. Assuming that distribution network is extended to 85 percent of the town roads, all the citizens will enjoy the required supply.
186. The total demand at the source in 2026 for a supply of 90 lpcd is about 11.49 MLD indicating a deficit of 4.89 MLD for year 2026 population. Considering the availability at source the per capita levels have been maximized to 90 lpcd against the requirements and the demand for the future is assessed. The details of future requirements of water supply are illustrated in Table 8.2.
Table 8.2: Requirement until 2026 in Water Supply Sector Description Unit Gaps Up To 2026 Source development till 2026 MLD 4.89 Feeder mains and Transmission Mains Km 4.31 Roads Covered with Distribution Network Km 81.25 Elevated Storage capacity w.r.t Supply (2026) ML 0 Rehabilitation of existing Network Km 10.10 Treatment capacity (2026) ML 11.49 Source: Analysis
187. Considering the above requirements, capital investments in water supply have been planned for facilities to meet growing demand:
(i) Increase in the source development (ii) feeder main laying and rehabilitation of existing distribution network (iii) new laying of distribution network
188. Operation & Maintenance Plan. Adoption of an O &M Plan and Schedule, including options of using the private sector for O &M (e.g. management contract).
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189. Asset Management Plan. To address the condition assessment and the performance of the water supply assets, it is recommended that an asset management plan be prepared for the assets of water supply in Karaikudi.
190. Tariff Revision. Future capital investments on system up-gradation being imminent, the tariff structure shall be revised from time to time to enable cost recovery and to service the additional debt from the capital investments.
191. Performance Monitoring. It is important to monitor certain key indicators to assess the performance of the system and to ensure sustainability of the operations.
192. Institutional Strengthening and Capacity Building. Recruitment of trained engineering personnel for management of waterworks is an important issue confronting the municipality and as well of more importance is to keep them technically updated.
193. It is necessary that periodic training be imparted to the electricians at the pump house. The training should be given to maintain pumps, motors and in energy savings subject. Such training facilities are available along with training manuals at the Tamil Nadu Water and Drainage Board head office. The availability of Alagappa University within the vicinity should reduce the burden on the municipality, which can be consulted for training sessions. It is much pertinent and necessary for the operations staff to understand the peculiar characteristics of Sambai Oothu.
2. Sewerage and Sanitation
194. Goals and Service Outcomes: The goals and service outcomes based on the proposed strategy for the horizon period is presented in Table 8.3.
Table 8.3: Goals and Service Outcomes - Sewerage S.No Goal 2011 2016 2026 1 Coverage (Access) 100% 100% 100% 2 Treatment & Disposal 100% 100% 100% 3 Recycle & Reuse 25% 40% 50% 4 Customer Satisfaction Good Good Good
195. The town does not have any sewerage system and the sanitation facilities include septic tanks and low cost sanitation units. Against the population coverage, only 76.6 percent of the Property Tax Assessments have safe disposal facility. Sewerage and sullage water generally flows into the storm water drains and finally into the Uranis. The poor and slum dwellers lack adequate safe sanitation facilities and hence are prone to health related diseases. To enhance the coverage of safe sanitation facilities, the following strategies are recommended. The details of future requirements of sewerage and sanitation are illustrated in Table 8.4.
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Table 8.4: Requirement until 2026 in Sewerage and Sanitation Description Unit Gaps Up To 2026 Under Ground Drainage Length of Under Ground Drainage km. 156.74 STP Capacity MLD 9.19 Road Rehabilitation due to Water Supply and Sewerage km. 156.74 Project Public Conveniences Units (ISP) 27 Source: Analysis
196. Stringent Building Permission Mechanism. Until now, the municipality does not have any role to play with respect to this service. Its role is more of secondary nature with the building permission rules of Town Planning department playing the primary role. Hence, it is necessary that the building use permissions be issued only on ensuring that safe disposal facility is adequately provided. The future plan shall be directed towards catering to the town’s requirements for the year 2026. The program can be phased in the same way as that of the water supply system so that the investment can be made judiciously.
197. Sewerage Planning. There is immediate need to take the under ground drainage project to protect aquifer of Sambai Oothu which is prone to pollution. Proposals will be limited to the areas where population density dictates the introduction of piped underground sewerage as the only alternative for improving the sanitation and environmental health conditions, and where water supply is available. In congested low-income and slum areas, community sanitation facilities will be provided, which will be connected to the sewerage network. In addition, the municipality has to prepare detailed project report for UGD.
198. Coverage of Slum Areas. Currently, a majority of the low-income areas do not have safe sanitation facilities. However, the Slum Improvement Program have created infrastructure in the form of public conveniences, the operation and maintenance of these facilities is not satisfactory and hence could not be sustainable. Hence, the sanitation projects be taken up under the ISP program for the poor and the slum dwellers and it should be inter linked with the UGD. The O & M of the ISP units are to be managed by the local communities.
199. Requirement for future. The capital investments under this sector are towards provision of Under Ground Drainage System for the entire town. The sewerage sector and provision of public convenience systems under the sanitation sector mainly aimed at improving the sanitation facilities in the slums and the town. For this corporate plan, period investments are restricted to provision of Pubic Convenience systems.
3. Storm Water Drainage & Rejuvenation of Water Bodies
200. Goals and Service Outcomes. The goals and service outcomes based on the proposed strategy for the horizon period is presented in Table 8.5.
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Table 8.5: Goals and Service Outcomes – Storm Water Drain and Water Bodies Sl.No Goal 2011 2016 2026 Macro Drainage Macro Drainage Recommendations 100% Micro Drainage With in the Town 100%
201. Primary Drain Rehabilitation and Improvement. A significant reduction in depth and width is noticed due to siltation and encroachment of drain bunds. To alleviate these, a rehabilitation and improvement program is recommended.
(i) Improvement measures such as widening and deepening (ii) Construction of side walls to confirm to uniform cross-section in built up areas (iii) Diversion of drains at critical sections (iv) Construction of cross-drainage works
202. Drainage Rehabilitation. The low-lying areas are to be relieved of the flooding problem in future by undertaking a drainage rehabilitation program. As a part of this program, the leading/ connections between secondary and tertiary drains to primary drains have to be improved and strengthened. In addition, control of weed growth, limiting the dumping of solid and construction waste and controlling the encroachments and built-up on Odai and Urani edges have to be encouraged to effect a smooth and effective functioning of the drainage system.
203. In accordance with the above, the municipality shall desilt the primary drains on a regular basis before the onset of the monsoon. The construction of new drains and missing links shall be taken up on priority. Moreover, it is recommended that to construct fencing height of 2m along natural drain both sides. The details of future requirements of storm water drains are illustrated in Table 8.6.
Table 8.6: Requirement until 2026 in Storm Water Drains Description Unit Gaps Up To 2026 Upgradation of Kutcha to Pucca Kutcha to Pucca Open km. 69.27 Kutcha to Pucca Closed km. 25.19 New Pucca Open Drains km. 73.74 New Pucca Closed Drains km. 22.06 Lakes conservation /Tanks regeneration and Nalla strengthening Water Bodies Conservation Nos. 6 Desilting and Strengthening of Primary Drains km. 13.81 Source: Analysis
204. Improvement Works and Construction of Tertiary Drains. Improvement works in the town shall mainly comprise of up-gradation of kutcha drains to pucca drains. It is proposed to construct tertiary drains for the major arterials and important roads to increase the coverage and to facilitate proper draining of storm water into natural drains. Maximum length of the new formations shall be pucca closed drains.
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4. Solid Waste Management
205. Goals and Service Outcomes. The goals and service outcomes based on the proposed strategy for the horizon period is presented in Table 8.7.
Table 8.7: Goals and Service Outcomes – Solid Waste Management S.No Goal 2011 2016 2026 1 Collection with in the Town 100% 100% 100% 2 Door to Door Collection - % 100% 100% 100% 3 Source Segregation - % 75% 100% 100% 4 Collection - % 90% 100% 100% 5 Scientific Disposal 80% 100% 100% 6 Preparation of Manure 25% 50% 100% 7 Cost Recovery of O & M -% 50% 75% 100% 8 Private Sector Participation Primary Secondary Primary, collection collection and Secondary and 100% Maintenance of Maintenance of disposal site disposal site
206. Existing Service Level. Storage of waste at source is one of the important recommendations of MoEF. The introduction of door-to-door collection by the municipality has led to implementation of source segregation. The system of primary collection is partly privatized and the private contractor and the rest cover about 25 percent of the households of the town by the Municipality. The households store the un-segregated waste in open containers and dispose off the same at the community collection points. Recovery of waste that is saleable such as newspaper, glass bottles, and recyclable plastic is observed in the domestic sector. Similar to the domestic households, major hotels and restaurants also store waste in open containers.
207. Improvement Strategies. Highest priority has to be accorded for segregation and storage at source irrespective of the area of generation so as to facilitate an organized and environmentally acceptable waste collection, processing and disposal. Source segregation of recyclable and biodegradable (organic waste) also provides an efficient resource recovery.
208. In order to achieve the above objective, a ‘Bin system of Solid Waste Storage’ at source is being recommended. As per this system, each households shall be directed to keep separate bins/ containers for biodegradable and non-biodegradable waste generated within their premises.
209. The bins can be of 10-15 liters capacity made of plastic/ reinforced plastic/ LDPE or metal bins of individual choice, but should be provided with lid. The segregated waste so stored in these bins will have to be transferred to the dumper placer provided for each area. The specifications of segregated waste are summarized in Table 8.8.
Table 8.8: Details of Specification of Segregated Waste S. No. Source Storage of Segregated waste Bio-Degradable Non-Bio-degradable
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S. No. Source Storage of Segregated waste Bio-Degradable Non-Bio-degradable 1 Households 10-15 litres capacity plastic/ A bin or Bag of suitable reinforced plastic/ LDPE/ metal Size bin with lid 2 Hotels, 60 litres capacity-LDPE /HDPE A bin or Bag of suitable Restaurants Size 3 Shops, Offices, Suitable container not A bin or Bag of suitable Institutions exceeding 60 litres Size 4 Market Stalls 40-60 litres bin-LDPE/HDPE A bin or Bag of suitable size 5 Function Halls Bin/ Skip matching to A bin or Bag of suitable Municipal Collection system size 6 Hospitals, 60 litres capacity bin for non- Store waste as per Bio- Nursing homes infectious bio-degradable waste medical Waste Mgmt Handling Rules 1998 7 Construction/ - Store with in premises Demolition waste and deposit in the notified Site by the local body or to the municipal Vehicle 8 Garden Waste Store with in premises Deposit in large community bin or to the municipal vehicle
210. Construction waste has to be stored at the premises of the construction either in skips or in suitable containers and has to be directly emptied to the notified disposal site by the generator. Meat and fish markets should store waste in non-corrosive bins of maximum 100 liters capacity each and transfer contents to large container to be kept at the market just before lifting of such large containers. Slaughterhouses should keep separate containers for animal waste and other wastes. It is also being recommended that this system of source segregation and storage is encouraged through community education and awareness campaigns and hence no capital investments are envisaged in this regard.
211. Primary Collection & Street Sweeping. Waste is generally collected door-to-door by either the municipal or the private contractor. This waste collected is deposited at collection points except in areas where door-to-door collection is not implemented. In such areas, people dispose the waste into the dustbins located at every odd point on the roads. The community storage facilities comprise of all types of collection bins such as concrete, steel and masonry bins, including the garbage chowks. The average road length per conservancy worker in Karaikudi is about 720 m as against the desirable norm of 300 m.
212. Improvement Strategies: - The following measures have been recommended for improving the primary collection practices of Karaikudi.
(i) Implementation of 100 percent ‘Door-to-door collection’; (ii) Installation of ‘Community Storage Bins’ in areas where door-to-door collection could not be implemented. (iii) Introduction of multi-bin handcarts/ Tri-cycles. (iv) Placement of dumper containers of sufficient number in markets and ensuring that all the vendors place the waste in the containers.
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(v) Introduction of bio-medical waste management facility with support from Indian Medical Association.
213. It is recommended that the community be involved in primary collection through segregation at household level to minimize the number of waste handling operation. Non- biodegradable waste shall be collected separately from premises where door to door collections are organized. Present system of primary collection should be supplemented by introducing multi-bin carts (Push carts / Tricycles) covering the entire area of the town of which 80% will be handled by private contractors and the rest by the municipality. The details of proposed primary collection system are summarized in Table 8.9.
Table 8.9: Details of proposed primary collection system Mode of Area of collection Primary Collection Secondary storage collection Vehicle Door to Door 1. Residential Multi-bin cart/ tricycle- 1. Bio-degradable in colonies of High with 2 bins for Skips/ wheel containers and Middle income Biodegradable waste and 2. Non-biodegradable- group 1 for recyclable Sell or hand over to waste collector 2. Hotels/ Closed vehicle to collect Direct transport to Restaurants Biodegradable Disposal site Large Fruit and Vegetable Carrying bins to Transfer Skip / Dumper Placer Community Markets/ Transfer Point Bin System Stations Small Slums/urban poor Carrying bins to Transfer Transfer contents of Community Colonies Point biodegradable to Bin System community bins Source: Analysis
214. Since further areas and eventually the entire town are proposed to be brought under privatization, hence there would not be any further requirement to induct conservancy workers. The existing street sweeping operations in Karaikudi are satisfactory and to ensure operational efficiency of the system, the following measures are suggested.
(i) Markets and other areas of the city shall be swept at least twice a day and sweeping should be done on Sundays and holidays in core areas and denser areas. (ii) Sweepings shall be collected separately as degradable and non-biodegradable waste and deposit in containers kept at various locations and a separate crew equipped with appropriate implements may do de-silting of larger drains.
215. Collection & Transportation. There are 32 secondary collection points, and a fleet of vehicles comprising of tractor-trailers and mini trucks numbering six in total. On an average, each vehicle makes three trips a day and around 70.8 percent of the waste is transported to the disposal site.
216. Improvement Strategies. In view of the criticality of the information on vehicle movement in assessing the collection and disposal efficiency of the local body, it is recommended that a standard register at the disposal site be maintained. The register should contain information on each of the vehicle trips. A summary of this information shall be prepared at the end of the day, to be verified by the health officer.
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217. It is also recommended that Dual Loaded Dumper Placers (DLDPs) be introduced to improve the collection efficiency and to cover 80 percent area of the town in phased manner. The introduction of Dual Loaded Dumper Placers shall eliminate the need of the Secondary Collection Points except in places where Dual Loaded Dumper Placers cannot be introduced. Instead of these collection points, in the end, transfer stations with advanced segregation and recycling facilities may be introduced.
218. Requirements. Additional five Dual Loaded Dumper Placers with 19 numbers of containers will be required for collection of approximately 53 tons of waste that shall be generated in Karaikudi by the year 2026. The details of future requirements of solid waste management are presented in Table 8.10.
Table 8.10: Requirement until 2026 in Solid Waste Management Description Unit Gaps Up To 2026 Primary collection Hand Carts Nos. 20 Push Carts (Street Sweeping) Nos. 258 Secondary collection Dumper bins (7 cum) Nos. 19 Transportation Vehicles Dumper Placer Nos. 5 Source: Analysis
219. Disposal Improvement Strategies. The present waste disposal sites are used for simple dumping, and do not conform to government regulations. Under the Project, it is proposed to have a compost plant and a scientific sanitary landfill, to treat the organic and inorganic waste, respectively. Improved collection procedures and a move towards segregation of waste at source will assist the composting process. Existing waste disposal sites will be developed into proper sanitary landfill in compliance with the Supreme Court guidelines and the Solid Waste Handling Rules (2000)
220. The characteristics and quantity of solid waste generated in the town primarily influence the disposal options. A review of the availability of solid waste sample indicates that nearly 40% of the waste generated in Karaikudi is organic nature. In terms of the quantity around 41.51 tons of waste is generated every day and is expected to go up 53.32 tons by the year 2026. Considering these aspects, it is recommended to develop a landfill site and composting site for safe disposal of solid waste of Karaikudi. The disposal strategies are:
(i) Compost the organic fraction of the waste (ii) Sanitary land filling of inorganic fraction of waste and the compost rejects
221. Requirements. Area requirements for the landfill sites are worked out based on the generation trends and sustainable waste management practices. Karaikudi shall be generating around 53.32 tons of solid waste at a rate of 480 gm/ capita/ day by 2026. The base year (2005) waste generation trends when projected to the design year 2026, Karaikudi shall be requiring a total of 9.00 acres (for a generation 53.32 tons per day) of landfill area and 1 acre for composting.
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222. The above analysis is based on CPHEEO design assumptions for sanitary landfills, wherein a landfill height of 5 m and a bulk density of 0.85 tons/ m3 are assumed. However, the actual height of landfill depends on the geological/ geographical conditions of the site and technology of landfill development.
5. Roads and Traffic Management
223. Goals and Service Outcomes. The goals and service outcomes based on the proposed strategy for the horizon period is presented in Table 8.11.
Table 8.11: Goals and Service Outcomes –Roads, Traffic and Transportation S.No Goal 2011 2016 2026 1 Road Network as % of Total 12% 15% 15% Area 2 Average Speed -km/’h with 20 30 35 in the town 3 Sidewalks length to Total Half of the 75% of the 95% of the road length requirement requirement requirement 4 Road accidents Reduced by Reduced by Reduced by 25% 50% 70% Roads Coverage 1 Municipality 80% 100% 100% Road Safety 1 To reduce traffic accidents by 100% 100% 100% traffic management measures With in the Town Parking 1 Construction of parking 100% 100% 100% complexes at proposed locations Decongestion 1 Development of Outer Ring 100% Road
224. About 6 percent of the total area of the town is under roads with a total length of about 154.9 km. 94.6 percent of the roads are surfaced. Accordingly, strategies are formulated to have 100 percent coverage of surfaced roads including up-gradation of roads. The percentage of concrete roads in the town is at 5 percent and since these Cement Concrete roads are provided with minimum widths in core areas, the overall system get affected with load and pressure on the remaining roads resulting in frequent O & M costs and traffic congestion. The deficiencies in Karaikudi with respect to the road infrastructure pertain mainly to the width of roads and density of roads.
225. Roads planning. The newly developing areas lack the facility and shall increase to a minimum of 10 percent though the norm can be in the range of 15-20 percent. The road widening projects can provide succor to a certain extent in increasing the area under roads, but is limited to certain commercial corridors only. Roads planning shall also ensure that road; parking and traffic infrastructure provision matches the city’s present and future needs for both private and public transport. The details of future requirements of roads and traffic & transportation are summarized presented in Table 8.12.
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Table 8.12: Requirement until 2026 in Roads and Traffic & Transportation Description Unit Gaps Up To 2026 Upgradation BT to Concrete km. - WBM to Black Top km. 3.50 Earthen to Black Top km. 0.65 Relaying of Black top km. 27.88 New Formation Concrete km. - Black Top km. 36.87 Traffic and Transportation Widening/ Strengthening km. 5.00 Junction Improvement Nos. 8.00 Bye-pass Road (Regional Outer Ring Road) km. 20.00 Source: Analysis
226. Asset Rehabilitation. Upgrading shall be undertaken to extend, refurbish and enhance the roads. Plans shall be phased to optimize cost and surface condition and shall include upgrading earthen roads to bituminous-topped roads. This phased up-gradation would considerably reduce the costs on new formations.
227. Widening and Strengthening of Road structures. With due consideration to the growing traffic intensity it has been proposed to upgrade all the major roads with specific focus on the State and National Highways and some major roads. It is recommended that the road from old bus stand to Periyar statue intersection should be widened.
228. Intersections. There are four important junctions in the town where major roads need improvements. These are:
(i) Periyar statue intersection (ii) Second Beat intersection (iii) First Beat intersection (iv) Kallukatti Intersection
229. The traffic from Devakkottai approach is routed through the adjoining street and joins Madurai road at first beat junction. An alternative road on eastern side is being proposed to relieve congestion.
230. The moffusil buses from Madurai, Sivaganga and Devakkottai are diverted along V.O.C. Road, Kalanivasal road and new bus stand road to reach the new bus stand. The detour caused by this is about 5 Km, which has to be minimized by suggesting a suitable alternate route from old bus stand to the new bus stand.
231. The entire circulation with in the city has to be examined and if necessary suitable traffic circulation plan has to be suggested with a view to minimize the inconvenience to the vehicular traffic.
232. Even at predominant bus stops where enough road width is available, recessed bus bays
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are not provided in this town. Buses that halt at bus stops on the carriageway are found to create problems of traffic congestion.
6. Street Lighting
233. Goals and Service Outcomes. The goals and service outcomes based on the proposed strategy for the horizon period is presented in Table 8.13.
Table 8.13: Goals and Service Outcomes – Street Lighting S.No Goal 2011 2016 2026 1 Energy saving mechanisms 80% 100% 100% 2 Adequate lighting in Non-lit areas 80% 100% 100%
234. The strategic intervention in this sector is increasing the number of lampposts in the wards identified to reduce the average spacing between lampposts in the town to below 30m. Further, measures are to be adopted to minimize the power consumption charges, which are observed to be on the higher side. The details of future requirements of street lighting are summarized presented in Table 8.14.
Table 8.14: Requirement until 2026 in Street Lighting Description Unit Gaps Up To 2026 Street Lighting Tube Light Nos. 2,324 High Power Nos. 377 Power Saver Switches Nos. 5 High Mast Lamps Nos. 4 Source: Analysis
235. Further, to improve upon the O & M of the street lighting it is recommended to mechanize the system and involve private sector in the same. To reduce the power consumption, new technology bulbs are to be introduced with dimming systems during non-peak hours of operation to reduce the power consumption, which will be discuss in brief in Chapter X.
7. Poverty Alleviation
236. Goals and Service Outcomes: The goals and service outcomes based on the proposed strategy for the horizon period is presented in Table 8.15.
Table 8.15: Goals and Service Outcomes – Poverty Alleviation S.No Goal 2011 2016 2026 1 Water supply network coverage for 90% 95% 100% slum households 2 UGD coverage for slum households 60% 100% 100% 3 Adequately lit slums 100% 100% 100% 4 Adequate road link for the slums 100% 100% 100%
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237. Beneficiary Selection. Identify the target beneficiaries based on a socio-economic survey and initiate efforts to form Community Development Societies (CDSs) covering the target population and implement guidelines on the lines of SJSRY in beneficiary selection. Encourage the community to avail the benefits under the various slum development programs by developing linkages with the lead bankers and ensure that the flow of communication between the various actors and the community structures through a proper reporting procedure.
238. Program Monitoring. While implementation of the program is important the monitoring of the same is more important for continuing of the process. This ensures the success of the program and hence further participation of the communities over the years, which will only lead to complete poverty alleviation.
B. Project Identification for Service Delivery
1. Cost Estimation - Water Supply
239. Source Development. To meet the future requirements, source of water has to be further harnessed from Sambai Oothu either by increasing the yield from the existing bore wells and with additional bore wells at the head works to take the total yield to about 9.87 MLD by 2011 and to 11.49 MLD by 2026.
240. Replacement of Pumping Main. A replacement is required for 4.31 km of 6” AC and 8” Cast Iron pumping mains at Devakottai Rastha Bore Wells. These pipes are damaged and corroded. The new pumping main has to lay from source to elevated storage reservoirs for supply of additional water by 2026.
241. Storage Adequacy. While storage capacity is adequate at 0.52 and 0.57 capacity/ demand ratio in middle level and low level zones, the high level and Kallukatti zones have demand/ capacity ratio of 0.15 and 0.24 respectively against the needed 0.33. For the envisaged increase in supply by 2026, there would not be any requirement for additional storage.
242. Extension and Replacement of the Distribution System. The present distribution system is under four zones, which however are not able to cater to the demands of tail end users. To cater the increasing demand and to effect an equitable distribution of water in all the areas of the town, it is proposed to create seven zones from the existing four zones. The scheme puts the requirement of an additional 81.25 km of distribution network, which will take care of the present uncovered areas of Kalanivasal, Subramaniapuram, Sudamanipuram, Senjai and Kalavaipottal area and for the year 2026. This has been arrived at assuming that about 80 percent of the total road length by 2026 will have the distribution network.
243. The replacement works shall be in Subramaniapuram, Pillaiyar Koil Street, Shanmugam Pillai Street, Pavendar Salai and Alagappan Ambalam Street and Pavendar Salai to a total length of 10.1 km.
244. Treatment Facility. Since water is drawn from ground water source, an artesian spring,
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which has recorded negligible pollutants, pre-chlorination is the only type of treatment done before water is pumped into the elevated storage reservoirs. However, with increasing urbanization, there has been an increasing threat felt by the citizens of Karaikudi to this only source of water in the form of seeping of sewerage and sullage contaminating the aquifer of Sambai Oothu running below the town. So considering the seepage of wastewater in to the ground water it is essential to have treatment plant in 2013.
245. The capital costs estimated for the proposed interventions are to the tune of Rs. 764.60 lakh. The investment for the water supply sector is based on the requirements and demand for the year 2026. Accordingly, the gaps are identified and the projects are identified broadly as source development, storage capacity augmentation, pumping main, and augmentation of distribution network, rehabilitation for existing network. The total investment towards water supply is presented in the Table 8.16.
Table 8.16: Details of Identified Investment in Water Supply Sector Component Total investment up to 2026 Rs. Lakh Source development till 2026 (4.89 MLD) 7.34 Feeder mains and Transmission Mains (4.31 km) 34.48 Additional distribution network (81.25 km) 162.51 Rehabilitation for existing Network (10.10 km) 20.20 Treatment capacity (2026) (11.49 MLD) 540.07 Total 764.60 Source: Analysis
2. Sewerage and Sanitation
246. An investment of Rs. 4,376.46 lakh (base cost) for provision of under ground drainage system is envisaged in lieu with the environmental aspects i.e., pollution of the fresh water aquifer beneath in the region. The investment components include sewer length of 156.74 km, STP, land and electrical equipment and public conveniences for slums. The total sewerage and sanitation investments are presented in Table 8.17.
Table 8.17: Investments for Sewerage and Sanitation Component Total investment up to 2026 Rs. Lakh Under Ground Drainage Sewer network (156.74 km) 2,351.16 STP & Land and Electrical equipment (9.19 MLD) 137.89 Road Rehabilitation due to Water Supply and Sewerage 1,567.44 Project (156.74 km) Public Convenience in Slum (27 ISP units) 319.97 Total 4,376.46 Source: - Analysis
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3. Storm Water Drainage & Rejuvenation of Water Bodies
247. The investments are in line with up-gradation and new formation of roads. The components involved in this sector are up-gradation of the existing drains and new formations. The estimated cost for extension and augmentation of storm water drainage including the improvement measures to odais is about Rs. 120.0 lakh. While Rs. 1259.37 lakh is proposed for up-gradation of drains, Rs. 1259.9 lakh is proposed for new formations. Rs. 103.58 lakh is proposed for desilting and strengthening of odais and ponds. The proposed investments towards drains and nallas are presented in Table 8.18.
Table 8.18: Investments for Drainage and Lake Development Component Total investment up to 2026 Rs. Lakh Up gradation of Kutcha to Pucca Kutcha to Pucca Open (69.27 km) 831.18 Kutcha to Pucca Closed (25.19 km) 428.19 New Pucca Open Drains (73.74 km) 884.88 New Pucca Closed Drains (22.06 km) 375.02 Total 2,519.27 Lakes conservation /Tanks regeneration and Nalla strengthening Tanks/ Lakes conservation (6 nos.) 120.00 Desilting & Strengthening of Primary Drains (13.81 km) 103.58 Total 223.58 Source: - Analysis
4. Solid Waste Management
248. The total investment identified for this sector is Rs. 389.07 lakh. The requirements at the disposal site are planned for the horizon year 2026. The components for primary and secondary collection are for the immediate requirements and the investment requirement is. Rs. 80.63 lakh. Rs. 50.00 lakh of identified investment is for procuring Dual Loaded Dumper Placers and Rs. 10.45 lakh for the dumper bins. The major investment is towards development of landfill site and compost yard (Rs. 308 lakh). Table 8.19 gives the investment for solid waste management sector. Table 8.19: Investments for Solid Waste Management Component Total investment up to 2026 Rs. Lakh Solid Waste Management Hand Carts (20 nos) 1.60 Push Carts (258 nos) 18.58 Secondary collection Dumper bins (7 cum) (19 nos) 10.45 Dumper Placer (5 nos) 50.00 Development of Compost (1 acre) 52.50 Development of Land Fill Site (9 acres) 255.94 Total 389.07 Source: Analysis
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5. Roads and Traffic Management
249. Rs. 93.53 lakh is proposed for up-gradation of existing roads to Bituminous surfacing, Rs. 35.28 lakh is proposed for widening and strengthening of identified road stretches in the town. New formation is proposed in undeveloped areas at a cost of Rs. 1,179.85 lakh. The cost of development of bypass road is Rs. 4,000 lakh and has to be borne by highways department. The investments for roads and traffic management are presented in Table 8.20.
Table 8.20: Investments for Roads and Traffic Management Component Total investment up to 2026 Rs. Lakh Up gradation WBM to Black Top 52.53 Earthen to Black Top 13.00 Relaying of Black top 27.88 New Formation 0 Black Top and Heritage Walks 1,179.85 Total 1,273.26 Traffic and Transportation Widening/ Strengthening 35.28 Junction Improvement 40.00 Bye-pass Road (Regional Outer Ring Road) 4,000.00 Total 4,075.28 Source: Analysis
6. Street Lighting
250. Rs. 708.25 lakh is identified for the provision of additional street lights in Karaikudi. The Retrofit lights are introduced instead of tube light; to reduce energy cost. Table 8.21 gives the investment for street lighting sector.
Table 8.21: Investments for Street Lighting Component Total investment up to 2026 Rs. Lakh Street Lighting Retrofit Light 580.97 High Power 109.19 Power Saver Switches 0.23 High Mast Lamps 17.86 Total 708.25 Source: - Analysis
7. Other Identified Projects
251. A total investment of Rs. 260 lakh is identified for funding various other projects as identified by the municipality in the end. This is towards construction of commercial
84 TNUIFSL_CCP_BP_Karaikudi complexes, construction of parks, plays grounds and electrical crematorium, pedestrian walks of all Cettinadu heritage buildings and system modernization.
Table 8.22: Investments for All Other Project Component Total investment up to 2026 Rs. Lakh Construction of Commercial Complexes 120.00 Parks and Play Grounds 60.00 System Modernization 10.00 Electrical Crematorium 70.00 Total 260.00 Source: - Analysis
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IX. ASSET MANAGEMENT PLAN
A. Overview
252. This asset management has the objective of defining and describing the key elements, and principles of an Asset Management System. This chapter will deal with the elements that are essential in an asset management program for movable and immovable infrastructure. More specifically road networks, sidewalks, water supply networks, pumping, storage, treatment facilities and storm water drains.
253. While the need for Asset Management is clearly felt, it is equally important to have appropriate management information on asset condition, infrastructure costs and performance, and the consolidated requirements for repairs and maintenance, as well as appropriate maintenance standards.
1. Asset Inventory
254. The first stage of implementation of an asset management program for municipal infrastructure relies on the essential element of inventory. The location of some of the available assets is presented in Map 7.1. For each element in each category of infrastructure it is fundamental to know about all as mentioned bellow:
(i) Available Assets (ii) Location of Asset (iii) Age of Asset (iv) Quantity of Asset (v) Physical Characteristics of Asset
255. Infrastructure Assets will include all movable and immovable equipment, properties including but not restricted to sectors like water supply, drainage, sewerage, solid waste management, roads, street lighting etc. Unlike other assets of the municipality, these assets undergo constant use, wear and tear, addition, repair etc. This correspondingly changes their values and hence a constant value updating is necessary.
2 Information of Municipal Assets.
256. Water Supply. The water supply assets basically comprise of all the assets from the headwork’s, treatment plant, sump, transmission mains, pumping mains, feeder mains, distribution mains and sub mains, including all valves, connections, meters and all related facilities for the efficient delivery service of water.
257. For Karaikudi Municipality, there are different types of fixtures related to the intake from groundwater. There are 29 bore wells located mainly at headworks and in areas like Kalanivasal, Devakottai Rastha, Pappa Oorani. These were constructed as early as 1980. There are 348 Public taps in the town. Most of them are as old as 1970. There are also 6
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open wells. These are located at 100 ft Road, Ice well area, Sambandha Mudaliar street, Anna Nagar street, etc. There are 14 hand pumps located in wards like 1, 4, 8, 11, 22, 5, 10, 18, 20, etc. currently there are also 5 OHT Tanks. The assets of water supply are presented in Table 9.1.
Table 9.1: Assets of Water Supply Details Asset Type Ward/Location Numbers Construction Period Bore Head Works Site –Out 22 1980-2000 (all 220 ft) side the Municipal Limit 7 1980-1990 1,3,4,19,22,29 in areas like Kalanivasal 9 1990-2000 area, Devakottai Rastha, Pappa Oorani 4 2000 Public Taps All the wards spread over all the areas of 11 1970-80 the town 67 1980-90 109 1990-00 Open Wells 5 1930-40 Hand pumps In areas like Servar Oorani 12 1980-90 Kalavai Pottal, Kalanivasal, Periyar 14 1990-00 Street, Rajendran Street, in wards like 1,4,8,11,22,5,10,18,20,22,29,30,34,35 etc Over Head Locations like Saththappa Park, 3 1975 Tank Maharnonbu Pottal, Sekkalai, Kalukatti 1 1985 Area and subramanyapuram Distribution In Wards like 14, 7, 23, 15 1.55 km 1970 Pipes 3”, 4” In all Wards especially closer to OLD 53.28 km 1971-1980 of AC, CI, Town like 22, 23, 27, 24, 15, 13 etc PVC, type In all wards 14.35 km 1981-1990 In all wards 9.88 km 1991 Valves Scour Valves Total 124 1970-1995 Scour Valves Unused 124 Air Valves Total 8 1970-1995 Air Valves Unused 8 Sluice Valves Total 6 1970-1995 Sluice Valves Unused 6 Pumps Head works 75 HP 2 1975 60 HP 1 1975 20 HP 2 1975 15 HP 2 1975 12.5 HP 3 1975 10 HP 1 1975 Source: Karaikudi Municipality
258. Sanitation. The town does not have any sewerage system and hence the sanitation is through septic tanks and low cost sanitation units. The local body owns 18 public conveniences in the town with 41 seats and another 5 Pay & Use toilets with 40 Seats. Recently it has also added another 64 seats through ISP project.
259. Land and Buildings. Buildings are of 2 types; remunerative and non-remunerative. The details of remunerative and non-remunerative assets are presented in Table 9.2 and Table 9.3.
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Table 9.2: Details of Remunerative Assets Ward Asset Name Type Location Market Value No. 1 Sq. ft in Rs. 10 Traveler’s Bungalow Building Govindarujulu Road 9.50 22 Old Bus Stand Building Building Kovilur Road 7.40 15 Municipal Market Building Sekalai Road 8.50 22 Kalluketti North Shopping Building Kaluketti 9.50 22 Kalluketti West Shopping Building Kaluketti 9.50 22 Kalluketti East Shopping Building Kaluketti 9.50 Restaurant in Old Bus Kovilurar Street 22 Building 7.00 Stand 34 Sanitary Workers Quarters Building Ganesapuram 22 Pay and Use Latrine Building Old Bus Stand 1 Slaughter House Building Ganesapuram 8 New Bus Stand Building 100”Road 10.00 17 Daily Market Building Sekkalai Road 8.00 Restaurant and Shopping 8 Building 8.00 Complex 22 South Police Station Building 7.00 29 Fire service Building 5.00 8 Petrol Bunk Building 8.00 11 Choikkan Urani Shops Building 7.50 Source: Karaikudi Municipality
260. Remunerative assets have been used to estimate the additional resource that could be mobilized and is presented in the Chapter X
Table 9.3: Details of Non-Remunerative Assets Ward No. Asset Name Type Location Outer Limit Headworks RCC Koviloor Road 17 M.L.L.M.Maternity Centre RCC Church 1st St 6 Meyyappa Maternity Centre RCC Senjai Oorani North 8 Office Building RCC 100 Ft. Road 21 Clock Tower RCC Amman Sannathi 29 Deaf and Dump School Tiled Railway Feeter Road 36 Senjai School AC Senjai 27 Naganathan School Tiled Chellappa Chettiar Street 19 Nallaiyan Asari School AC Nallaiyan Asari Street 28 Sivan Koil School Tiled Pasumadam Street 12 Muthupattianam School Tiled KamanPandigai Street 1 Kalanivasal School Tiled Kalanivasal 8 Ramanathan Chettiar School Tiled Church 6th Street 11 Muthupattianam Reading Room RCC Muthupattinam 1st Street 12 Other 11 Reading Rooms RCC Different locations Source: Karaikudi Municipality
261. Lands owned by Municipality are of different types such as parks and play fields for recreation, burial Grounds, burning grounds etc. Table 9.4 and Table 9.5 give the details of parks and playgrounds owned by Karaikudi municipality.
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Table 9.4: Details of Parks Ward No Park Name Area Ha 2 Sathappa Park 0.59 8 N.S.Ganapthi Park 0.96 9 KPW Park 0.20 12 SMAR Park 0.02 Source: Karaikudi Municipality
262. More than 3-lakh Sq. ft of open space as playgrounds is available with the municipality. All these areas belong to the municipal schools.
Table 9.5: Details of Play Grounds Ward No. Play Ground Name Area Sq. ft 36 Subash Nagar Municipal School 196,000 27 Sekkalai municipal elem. School 31,500 19 Nellayanasari Street Municipal Elementary School 30,000 28 Sejari Municipal Higher Elementary School 67,360 12 Municipal Sivan Koil Elementary School 154,569 Source: Karaikudi Municipality
Other Assets
263. Other assets of the municipality include its solid waste management facilities of disposal site on the Devakottai road (13.7 acres) and a fleet of 5 vehicles utilized for the process. It currently also owns 19 pushcarts, 72 dustbins etc for the primary collection.
264. In all Karaikudi municipality has with it 10 vehicles including 1 lorry, 1 tractor, 4 mini lorries, 2 power tillers, 1 sullage tanker and 1 jeep. It also owns about 170 km of roads of which 56 percent is BT surfaced. 3,827 street light poles and the associated fixtures also form the assets of the municipality.
3 Strategies.
265. Condition Assessment Survey (CAS) establishes the existing condition of the asset and hence is a benchmark for comparison, not only between different assets, but also for the same asset at different times. Condition Assessment Survey records the deficiencies in a system or component, the extent of the defect, as well as the urgency of the repair work; in some cases, the estimated cost of repair is provided at the time of inspection. This type of systematic inspection is essential for asset management as it provides data for the "maintenance management", "service life prediction" and "risk analysis" enabling technologies, mentioned earlier.
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Map 9.1: Municipal Assets in Karaikudi
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266. The data collected in a Condition Assessment Survey should reflect the change in the reliability of the system as a whole. This implies that the state or condition of a system inspected should then be linked to the change in reliability of the system or its components. In this way, programmed maintenance and repair for a given system can be based on updated reliability estimates.
267. While the above-mentioned three tools are mostly innovative type, there are specific Information technology tools that are necessary for accurate generation of MIS.
268. Creating a Geographical Information Systems (GIS) database of the assets identified.
269. Global Positioning Systems (GPS) technology assists for rapid and accurate data collection, precise identification of building or service locations, calculations of areas and lengths, estimation of building height, and more importantly the easy, clear and unambiguous documentation of physical location of identified defects and potential problems.
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X. RESOURCE MOBILIZATION INITIATIVES
A. Scope in Savings and Revenue Generation
1. Infrastructure
270. The main objective of the Business Plan is to generate revenue through the non-traditional sources with minimum investments. There is enormous scope to control expenditure in water supply, solid waste management and street lighting sector etc, the analysis will find the options for the replacement of inefficient existing pumps in terms of energy efficiency through Cost Benefit Analysis. Regarding street lighting, the analysis will be towards introducing technology of street lighting with the help of private participation.
2. Assets
271. The major assets for the municipalities are the immovable assets. This is one potential area to develop the asset values and increase the municipal revenue. The analysis includes find out the various options to make use of vacant lands on BOT basis and revising of rents for the remunerative assets up to market values.
B. Sector Wise Savings
1. Water supply
272. Energy Saving. A significant number of municipalities in Tamil Nadu rely on motive power for conveying water, either through significantly long distances (typically source to distribution point) or to meet contour gradient requirements within the distribution system. Pump Stations or Booster Stations achieve this objective by providing the necessary motive power to increasing the energy of the fluid to ensure water supply and distribution at required pressure and quantity.
273. Smooth functioning of the pump stations is highly critical, since they operate on a 24-hour basis and virtually form the heart of a system. Such pump stations consume a significant amount of electricity and result in high O & M costs for the Municipality that owns and operates such pumping system. It is common that over time, pumps and motors undergo severe wear and tear resulting in reduced operating efficiencies. This directly translates into higher power consumption for the same amount of output or even reduced output, which further results in a tangible increase in spending.
274. Energy Audit is an effective management tool to combat and control spiraling O &M and energy costs and to enable the municipality effectively uses the system at the optimum cost possible. There is scope to control expenditure with effective energy management, leak detection and unauthorized tap connections.
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275. The main source of water supply to Karaikudi town is Sambai Oothu, the groundwater artesian spring located outside the municipal limits on the Madurai road. There are 7 deep bore wells near the head works and two bores from surrounding area. The water is extracted into the sump at the head works of capacity 2 lakh litres at source. This water is pumped by 2 centrifugal pumps with capacities of 75 HP and 60 HP into the feeder mains of 12-Km length reaching the service reservoirs. The age of these pumps are around 5 years old with a designed LPM of 4,500 (75 HP) & 3,000 (60 HP). The cost of energy consumed during the year 2004-05 was Rs. 33.88 lakh. Cost benefit analysis has been worked out to compare the with the ideal efficient pump energy cost against existing pumps energy cost.
276. Following criteria was adopted for replacing the inefficient existing pump. (i) Age of the pump is more than 15 years; (ii) Efficiency of the pump is less than 50 percent; and (iii) Net energy saving is more than 10 percent.
277. Cost benefit analysis has been worked out to compare the energy cost of new pump with existing pump for a period of 15 years. The net energy saving percentage is more than 10 percent from the current level and hence is recommended for replacement. The working details are presented in following table. The replacement of existing pump would fetch additional revenue to the tune of Rs. 4.91 lakh in 2007, there after it will increase. The efficiency of pumps and energy savings are presented in Table 10.1 and Table 10.2.
Table 10.1: Estimation of efficiency of pump Description Unit Value Ideal Condition Total Capacity of Pump HP 150 Power Consumption per HP/hour KW 0.747 No. of Hours of Pumping hours 20.00 Total Power Consumption KW/annum 817,965 Unit Rate of Power INR/KW 3.50 Total Energy Charges per annum INR Lakh 28.63 Current Status Total Energy Charges per annum INR Lakh 33.88 Current Efficiency assuming Ideal is 100% % 84.50 Annual Increment in Energy Cost % 5 Interest Rate % 9.5 Continue with the current Pump if net savings is < % 5.0 Repair the current Pump if net savings is between previous % 10.0 and less than Replace the current Pump if net savings is > % 10.0 Age of Pump Years 5 Source: Analysis.
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Table 10.2: Estimation of net energy saving in pump house Year Capital cost of O & M - O & M - Savings in Cost of fund Net savings Savings Pump New Pump Existing Energy cost pump Rs. Lakh Percent 2007 3.60 28.63 33.88 5.25 0.34 4.91 14 2008 30.06 35.57 5.51 0.34 5.17 15 2009 31.56 37.35 5.79 0.34 5.45 15 2010 33.14 39.22 6.08 0.34 5.74 15 2011 34.80 41.18 6.38 0.34 6.04 15 2012 36.54 43.24 6.70 0.34 6.36 15 2013 38.37 45.40 7.04 0.34 6.70 15 2014 40.28 47.67 7.39 0.34 7.05 15 2015 42.30 50.06 7.76 0.34 7.42 15 2016 44.41 52.56 8.15 0.34 7.80 15 2017 46.63 55.19 8.55 0.34 8.21 15 2018 48.96 57.95 8.98 0.34 8.64 15 2019 51.41 60.84 9.43 0.34 9.09 15 2020 53.98 63.89 9.90 0.34 9.56 15 2021 56.68 67.08 10.40 0.34 10.06 15 Source: Analysis.
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278. Reduction in UFW. Unaccounted for water (UFW) is the difference between the volume of water delivered into the distribution system and the water sold/ billed or accounted for by legitimate consumption. UFW includes losses, physical losses and non-physical or commercial losses.
279. In case of Karaikudi property tax assessment to water connection is very low coverage only 43 %. Consequently, there are chances of revenue leakages through unauthorized /illegal connections in the town, if regularized, this would generate significant amount of revenue for the Municipality. Exact quantification is not possible in the absence of number of illegal connections in the town and hence municipality should take necessary action towards legalizing the illegal connections in the town.
280. Staff. The study is also focused on existing manpower deployment at pump house and options of privatization (maintenance of pump house) and savings through redeployment of excess manpower at pump house. At pump house/head works, Karaikudi municipality deploys only two pump house cleaners and hence no saving is envisaged. The details of staff deployment at pump house is presented in Table 10.3
Table 10.3: Manpower deployment at pump house Items Sanctioned post Permanent Temporary Pump Operator - - - Pump house cleaner 2 2 - Total 2 2 - Source: Karaikudi Municipality
2. Solid Waste Management
281. Compared to all departments public health division will maintain maximum number of workers and more number of vehicles including the O & M cost. With respect to solid waste management, the analysis is focused on comparison of manpower with municipal staff to the private operator.
282. Staff Reduction and Privatisation. There are 161 permanent staff excluding consolidated pay members working as sanitary workers. The average salary per month for each sanitary worker is around Rs. 5,000/-. Around 27 percent of workers are going to retire by 2010. By implementing privatisation and redeployment of additional manpower to the other department, it is estimated that the municipality would be saving around Rs 16 lakh per annum by 2010 and the details are presented in Table 10.4.
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Table 10.4: Saving in Solid Waste Management Sector towards Privatization Description 2010 2011 2012 2013 2014 2015 Waste Handled by Municipality in Tons 31.92 Waste Handled by Private Contractor in 13.28 Tons Total Expenditure by Municipality in 26,450.00 per tone per month in Rs. Total Expenditure by Private Contractor 4,773.70 per tone per month in Rs Per tone cost handled by Municipality 828.58 per day in Rs. Per tone cost handled by Private 359.52 Contractor per day in Rs 100 % Privatization by the year 2010 Projected Waste Generation by 2010 in 43.93 Tones Total expenditure towards SWM 9,654,248.69 (excluding Transportation) by Municipality per annum in Rs Total expenditure towards SWM 7,983,908.93 (excluding Transportation) by Private Contractor per annum in Rs Savings per annum 1,670,339 1,770,560 1,876,793 1,989,401 2,108,765 2,235,291 2005 to 10 2010 to 15 2015 to 20 2020 to 25 2025 to 30 2030 to 35 Existing no of filled posts (Sanitary 161 workers) Retirement of SW in duration of five 43 26 33 23 23 10 years Source: Analysis
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3. Street Lighting
283. In street lighting sector, there is large scope to minimize the expenditure towards power consumption and operation & maintenance. Related to street lighting the data has been collected as follows:
(i) Number and types of street lighting and its operation and maintenance (ii) Expenditure towards salaries and power charges
284. Energy Savings: This section reviews the current level of energy consumption, maintenance and establishment charges incurred in street light maintenance. Karaikudi Municipality maintains 3,827 light fixtures out of which around 93 percent fixtures are tube lights, about 5 percent sodium vapour lamps and remaining are mercury vapour lamps. As per the latest available data on energy consumption, the total cost of energy is Rs. 30.12 lakh per annum and average maintenance expenses of street lighting are Rs. 9.02 lakh per annum.. The average cost of energy consumption per fixture is Rs. 787 per annum. The average maintenance expenditure per light works out to Rs. 236 per annum. There are 5 skilled wiremans and five helper to operate and maintain entire street lighting in the town and all of them are permanent employee of the municipality. Table 10.5 provides the details on expenditure towards street lighting.
Table 10.5: Expenditure trend in street lighting Items 2000-01 2001-02 2002-03 2003-04 Average Rs. Lakh Establishment 8.41 8.52 8.51 7.88 8.33 Energy Charges 14.67 10.60 13.47 29.70 17.10 Maintenance Expenses 6.65 8.10 6.65 14.71 9.02 Total 29.73 27.22 28.63 52.29 34.45 Source: - Analysis
285. Energy savings in street lighting is possible through replacement of existing conventional tube lights with energy efficient retrofit tube lights, installing power saver devices and privatizing the operation and maintenance of street lighting. There are 3,554 florescent tube light fixtures installed in Karaikudi town. The 40-Watt fluorescent tube lights with ballasts will consume an additional 10-13 watts. To reduce the energy consumption, 28 Watt T-5 retrofit tube lights have to be introduced in place of existing conventional tube lights.
286. Based on the best practices followed in other parts of country, retrofit tube lights are proposed in Karaikudi. The new tube-lights have a higher luminary rating, longer life span, lower failure rate and perform better under the highly fluctuating voltage that plagues the town's electricity supply. Table 10.6 provides the details of retrofit tube lights
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Table 10.6: Salient features of Retro fit tube lights Description Value Tube type E+28 W Power consumption 28 W Power Factor 0.95 Rated life of tube (burning hours) 18,000 Rated life of electronics (burning hours) 50,000 Stroking Voltage Less than 120 volts Source: Analysis
287. The following table presents the comparison of present conventional florescent tube lights with proposed Retrofit tube lights. Table 10.7: Comparison of conventional tube lights with retrofit lights Description 40 Watts Tube Light Retrofit light Connecting load* (W) 52.5 30 Light output (Lm) 2,450 2,900 Annual energy consumption ** (KWH) 211 120 Energy charges @ Rs. 3.50/- 738 422 Life of lamp (Hours) 4,000 18,000 Source: Analysis * Including ballast loss of 12.5 W for conventional 40 Watts Tube lights. ** Calculated for 11 hrs daily burning.
288. Karaikudi has poor lighting levels, inappropriate operation timings, poor quality of power and inefficient lighting devises.
(i) Operator switching streetlights require 1 to 1.5 hrs to operate all the switches in an area, resulting in some places lights are switched on/off almost 1 to 1.5 hrs prior and after the required time; (ii) Lighting levels are higher than required standards; (iii) During off peak hours (after 11 pm in night) lighting levels increase further due to increase in voltage; (iv) Lighting devises are not mounted properly, thus unnecessarily distributing light to surrounding areas and providing less light on roads and pathways; and (v) Selection and mounting of lamps is not done in a scientific manner, considering parameters like land use, type of road and illumination required as per Indian Standard Codes.
289. In order to address some of the above issues in the town, power saver devises have to be installed. The power saver devises save energy, by regulating voltage after peak hours. The built in timer automatically reduces voltage from 240V to 180 V after 10 pm. It also can reduce voltage stepwise up to 110 V in different time slots. This action optimizes the illumination level after peak hours. The programmable timer switch also controls street lighting operating hours as per desired timings. These power savers also act as protection devises, which increase the life of lamps and luminaries.
290. The replacement of existing lights proposed to replace in a phased manner for next two years (2006 & 2007). Separate cash flow for street lighting was prepared to ascertain the savings due to the replacement of new energy efficient lights and installing power saver
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devices. The cash flows have been worked out considering privatization of streetlights.
291. The basis for preparing cash flows are as follows, annual increment in energy cost at 3 percent, rate of interest at 8.5 percent and net energy savings share (profit share) between contractor and Urban Local Body with a mutually agreed percentage basis. In this case, it was assumed that the cost of savings in energy utilization was distributed between contractor and Urban Local Body at 80 percent and 20 percent respectively. Through street lighting energy consumption Urban Local Body can save a minimum of Rs. 4.94 lakh in 2008, out of which Rs. 0.99 lakh is transferred to municipality as per the above mentioned profit sharing arrangement, rest with private contractor. Further details are presented in the following table. Existing municipal skilled staffs shall be retained for overseeing the private contractors operation and maintenance work and hence no savings are envisaged from staff reduction or redeployment. Assumption for calculating energy savings are presented in Table 10.8 and energy savings is tabulated in Table 10.9. The Internal Rate of Return (IRR) for 2012 is more than the discounted rate of 10 percent making the initiative viable.
Table 10.8: Assumption for calculating energy savings Description Unit Value No. of Street Lights in the Urban Local Body Nos. 3,827 Total Annual Energy Cost for Street Lighting INR Lakh 30.12 Energy Cost per Street light/annum INR 787 Standard Cost as per Case Studies (30% saving) INR 551 Annual Increment in Energy Cost % 3 Transfer of Savings to Urban Local Body % 20 Rate of Interest % 8.50% Source: Analysis
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Table 10.9: Energy savings in street lighting Year Capital Cost No. of Lights Actual Energy Normative Net Savings Transfer of Net Cash Cost Energy Cost Savings to flow Urban Local Body Rs. Lakh Nos. INR Lakh 2006 14.54 3,827 31.02 21.72 0.00 -14.54 2007 15.42 3,827 31.95 22.37 0.00 -15.42 2008 3,827 32.91 23.04 4.94 0.99 4.94 2009 3,827 33.90 23.73 10.17 2.03 10.17 2010 3,827 34.92 24.44 10.47 2.09 10.47 2011 3,827 35.96 25.17 10.79 2.16 10.79 2012 3,827 37.04 25.93 11.11 2.22 11.11 2013 14.54 3,827 38.15 26.71 11.45 2.29 -3.10 2014 15.42 3,827 39.30 27.51 11.79 2.36 -3.63 2015 3,827 40.48 28.33 12.14 2.43 12.14 2016 3,827 41.69 29.18 12.51 2.50 12.51 2017 3,827 42.94 30.06 12.88 2.58 12.88 2018 3,827 44.23 30.96 13.27 2.65 13.27 2019 3,827 45.56 31.89 13.67 2.73 13.67 2020 3,827 46.92 32.85 14.08 2.82 14.08 Total 89.35
IRR 2012 13% IRR 2015 15% IRR 2020 23% Source: Analysis
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4. Assets
292. Details of remunerative assets owned by Karaikudi Municipality are presented in Table 10.10. Current year demand for remunerative assets was collected from municipality and the same were compared with the market rental value. From the following table it is apparent that the municipal remunerative assets are under valued. In case of daily market, the annual lease is Rs. 3.83 lakh, which is very low when compare to the market value of Rs. 8.25 lakh. There is a wide scope of revenue maximization through lease and rentals from remunerative assets of Karaikudi Municipality. The ULB should follow the market value as minimum for lease and rentals of remunerative assets. Through this process municipality can fetch additional revenue to the tune of Rs. 10.12 lakh per annum. Revision of rentals and lease amounts has to be done every 3 year to a minimum of 15 percent from FY 2006-07. The collection performance of leases and rentals are inconsistent over the assessment period and hence collection efficiency also to be improved.
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Table 10.10: Additional Revenue Estimation from Remunerative Assets Name of the Asset Ward Area Rental Value Accruing Market value Market Rental Additional No rentals Revenue Sq. ft Rs./Year/Sq.ft Rs./Year Rs./Year/Sq. ft Rs./Year Rs./Year Sekkalai Road Municipal Complex 15 600 260 156,060 300 180,000 23,940 Kallukatti North New Shop 22 1,800 250 449,340 350 630,000 180,660 Kallukatti East Old Shop 22 450 233 105,000 350 157,500 52,500 Kallukatti East New Shop 22 300 210 63,000 350 105,000 42,000 Amman sannadhi 22 50 240 11,976 350 17,500 5,524 Kallukati West 22 1,300 261 339,004 350 455,000 115,996 Subramaniapuram 8 350 309 108,000 165 57,750 - Kallukati North Silver Jubilee Building 22 800 244 194,880 350 280,000 85,120 Bharat Petroleum Bunk 2 600 269 161,640 90 54,000 - Rajaji Bus stand North East Shops 22 350 232 81,360 350 122,500 41,140 Rajaji Bus stand 22 1,200 263 316,044 350 420,000 103,956 Rajaji Bus stand old Hotel Anand shops 22 300 215 64,560 350 105,000 40,440 Rajaji Bus stand West Part Shops 22 300 278 83,280 350 105,000 21,720 New Bus stand 8 3,000 259 778,428 265 795,000 16,572 Daily Market 17 1,500 256 383,844 550 825,000 441,156 Total Revenue 3,296,416 4,309,250 1,012,834 Source: Analysis
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C. Additional Resource Mobilization
1. Parking Fees
293. Land-use and economic activity drives the parking demand in Karaikudi. Town attracts significant tourist and two-wheeler traffic, which puts up specific parking requirement. Private vehicles can be seen parked haphazardly along the roadside in the premises of Bus stand and market areas. Based on the field visit three locations were identified for on street parking of two wheelers. For estimating the parking fee, it was assumed that 40 percent of the total vehicle will be parked less than or equal to one hour and 60 percent of the total vehicle will be parked more than one hour. Vehicles that are parked more than an hour can be charged four rupees per vehicle and for other vehicles two rupees can be charged. An annual vehicle increment of two percent has been assumed to calculate the future revenue generation. The estimated parking fee is presented in Table 10.11.
Table 10.11: Estimated Parking Fee Year Old Bus stand New Bus stand Madurai Road Total Approx. Nos of 100 200 300 600 Vehicles./day Rs. Lakh 2007 1.53 2.34 3.50 7.37 2008 1.56 2.38 3.57 7.52 2009 1.59 2.43 3.65 7.67 2010 1.69 2.48 3.72 7.82 2011 1.66 2.53 3.79 7.98 2012 1.69 2.58 3.87 8.14 2013 1.73 2.63 3.95 8.30 2014 1.76 2.68 4.02 8.47 2015 1.80 2.74 4.11 8.64 2016 1.83 2.79 4.19 8.81 2017 1.87 2.85 4.27 8.99 2018 1.91 2.90 4.36 9.17 2019 1.94 2.96 4.44 9.35 2020 1.98 3.02 4.53 9.54 Source: Analysis
2. Advertisement Fee
294. Lease amount fixed by the council for advertising on lamp posts and hoardings4 erected within the Municipal limit are accounted in advertisement fee. In case of Karaikudi Municipality average revenue generated through the advertisement fee is very low (Rs. 70, 000). Hence, there is a scope to increase the advertisement fee by extending the coverage net. The following table (Table 10.12) presents detailed estimation of advertisement fee for Karaikudi Municipality. The total estimated advertisement fee is Rs. 5.92 lakh per annum with an annual increment of 2 percent on total advertisement fee adopted to
4 At present, the municipality is not the responsible agency to collect the advertisement fee for the hoardings. It is state level policy to change the advertisement has to collect by the municipality.
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forecast the future revenue. This minimum increase is assumed to accommodate increase in advertisement hoardings/ boards, which are likely to come in future.
3. Conservancy Fee
295. Conservancy5 establishment cost work out to 54 percent of total establishment cost of Karaikudi Municipality, to meet at least a part of solid waste collection expenses conservancy fee is introduced. It is proposed to cover at least 70 percent of the residential properties and 100 percent of non-domestic properties like hotels, lodges, commercial establishments, etc in the town. For residential, properties Rs. 15 per month and non- domestic properties Rs. 20 per month can be charged with a upward revision of 15 percent every 3 years once from 2006-07 is proposed. Table 10.13 presents estimated additional revenue mobilization through conservancy fee for Karaikudi Municipality.
4. Summary
296. Summary of additional revenue mobilization through expenditure control measures and additional revenue generations are presented in Table 10.14.
5 The conservancy fee has to collect after passing the council resolution. In the case of Karaikudi council is against this proposal during the stakeholders meeting
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Table 10.12: Estimation of Advertisement fee Description Unit Major Arterial Roads Other Roads Markets/ Bus stands Street Light poles
Average Size of Hoarding Sq. m 10.00 5.00 10.00 Average Rate/sq. m/half yearly Rupees 75.00 50.00 100.00 50.00 Total Length of Road Km 144.11 Length of Road % 20 50 - - Total Length of Road Km 29.00 72.00 - - Spacing of Hoarding/Boards per km Nos. 5 5 - - Total no of Hoarding/Boards Nos. 144 360 50.00 1,914 Total Revenue per annum Rs. Lakh 2.16 1.80 1.00 0.96 Source: Analysis
Table 10.13: Estimation of Conservancy Fee Description Coverage 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Domestic (No) 70% 16,700 17,118 17,546 17,984 18,434 18,802 19,178 19,562 19,953 20,352 20,658 Non Domestic (No) 100% 2,121 2,174 2,228 2,284 2,341 2,388 2,435 2,484 2,534 2,584 2,623 Total Revenue (Rs. Lakh) 19.09 21.95 23.69 34.61 36.99 38.51 50.05 52.55 54.34 66.81 69.43 Source: Analysis
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Table 10.14: Estimated additional revenue from expenditure control and resource mobilization Item 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Rs. Lakh Expenditure Control Measures Energy savings – WS 4.91 5.17 5.45 5.74 6.04 6.36 6.70 7.05 7.42 7.80 8.21 8.64 Energy Saving – Street lights - 0.99 2.03 2.09 2.16 2.22 2.29 2.36 2.43 2.50 2.58 2.65 SWM - Privatization - - - 16.7 17.7 18.8 19.9 21.1 22.4 22.4 22.4 22.4 Additional Resource Mobilization Leases/Rentals from Assets 10.13 10.13 11.65 11.65 11.65 13.39 13.39 13.39 15.40 15.40 15.40 17.71 Parking Fee 7.37 7.52 7.67 7.82 7.98 8.14 8.30 8.47 8.64 8.81 8.99 9.17 Total Revenue 22.41 23.81 26.8 44 45.53 48.91 50.58 52.37 56.29 56.91 57.58 60.57 Source: Analysis
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XI. CAPITAL INVESTMENT PLAN & FINANCIAL SUSTAINABILITY
A. Capital Investment Plan
297. Water Supply. Under this component, provision of source development, feeder mains up to OHTs, distribution network, rehabilitation to distribution network and treatment plant is proposed. The investment towards lake rejuvenation component is included in water supply sector. The sustainable costs estimated for the proposed interventions are to the tune of Rs. 888.20 lakh. This is worked out based on the base cost estimated in 2005.
298. The Capital Investment Plan (CIP) for the water supply sector is based on the requirements and demand for the year 2026. The priority is given to the source development (new bore wells) in 2007-08 and the same in 2012-13. The feeder main and transmission main planned in 2007-09 and distribution network in 2009-10 and 2011-16. Rehabilitation of existing network shall be taken up in 2007-08. The strengthening and desilting of nallahs and lakes are planned to be taken up in 2009-10. The treatment plant will be executed in the year 2013-14. The phasing of the investment is presented in the Table 11.1
Table 11.1: Sustainable Investment Phasing - Water Supply Component 2007 2008 2009 2010 2011 2012 2013 2014 2015 Rs. Lakhs Source development till 2026 3.67 3.67 (4.89 MLD) Feeder mains and 34.48 Transmission Mains (4.31 km) Distribution Network 16.25 65.00 32.50 48.75 (81.25km) Rehabilitation of existing 20.20 Network (10.10 km) Treatment capacity – 11.49 540.07 MLD (2026) Tanks/ Lakes conservation 60.00 60.00 Replacement of Pumps 3.60 Total 41.75 60.00 96.45 65.00 3.67 572.57 48.75 Source: Analysis
299. Sewerage and Sanitation. An sustainable investment of Rs. 1,536.92 lakh (base cost) for provision of under ground drainage system. The CIP is presented in Table 11.2. Table 11.2: Sustainable Investment Phasing - Sewerage and Sanitation Component 2006 2007 2008 2009 2010 Rs. Lakhs Sewer network 235.12 352.67 491.27 (72 km) STP & Land and Electrical 137.89 equipment (9.19 MLD) Public Convenience in slums (27 95.99 111.99 111.99 ISP units) Total 331.11 464.66 741.15 Source: Analysis
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300. Roads & Traffic and Transportation. An sustainable investment of Rs. 370.88 lakh is proposed for up-gradation of existing roads, widening & strengthening of few roads and junction improvements. The details of investment phasing is summarised in Table 11.3.
Table 11.3: Sustainable Investment Phasing - Roads Component 2007 2008 2009 2010 2011 2012 Rs. Lakhs Up-gradation Earthen to Black Top 5.64 12.65 New Formation Black Top 41.29 47.21 47.21 70.80 70.80 Traffic & Transportation Widening/ Strengthening 13.95 21.33 Junction Improvement 13.49 13.49 13.02 Total 13.49 68.73 87.2 59.86 70.8 70.8 Source: Analysis
301. Storm Water Drainage & Natural Drains. The components involved in this sector are up- gradation of the existing drains and new formations. The estimated cost for extension and augmentation of storm water drainage including the improvement measures to Odai’s is about Rs. 563.91 lakh. The investment phasing for storm water drains is given in Table 11.4
Table 11.4: Sustainable Investment Phasing - Storm Water Drains and Natural Drains Component 2007 2008 2009 2010 2011 2012 2013 2014 Rs. Lakhs Up-gradation of Kutcha to Pucca Kutcha to Pucca 24.94 16.62 37.40 37.40 Open Kutcha to Pucca 7.85 5.80 7.45 7.45 Closed New Pucca Open 44.39 44.39 44.93 91.77 Drains New Pucca 18.75 18.75 33.75 39.38 Closed Drains Natural Drains Desilting & 10.36 20.72 20.72 15.54 15.54 Strengthening of Primary Drains Up-gradation of 32.79 32.78 65.57 65.57 78.68 78.68 78.68 131.15 Kutcha to Pucca Source: Analysis
302. Solid Waste Management. The total investment identified for this sector is Rs. 389.07 lakh. The components for primary and secondary collection are for the immediate requirements. The major investment is towards development of landfill site and compost yard. The Capital Improvement Program for solid waste management is presented in Table 11.5.
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Table 11.5: Sustainable Investment Phasing - Solid Waste Management Component 2006 2007 2008 2009 2015 (Rs. Lakh) Hand Carts (20 nos) 1.6 Push Carts (258 nos) 18.58 Dumper bins (19 nos) 5.23 5.23 Dumper Placer (5 nos) 25.00 25.00 Development of Compost (1 acre) 26.25 26.25 Development for land fill (9 acres) 127.97 127.97 Total 155.82 172.80 30.23 30.23 Source : Analysis
303. Street Lighting. Rs. 738.22 lakh is identified for the provision of streetlights in Karaikudi. Table 11.6 gives the Capital Improvement Program for street lighting.
Table 11.6: Sustainable Investment Phasing - Street Lighting Component 2006 2007 2008 2009 2010 2012 2013 2014 2015 Rs. Lakhs Replacement of 29.96 Tube Lights with Retro Fit Retro Fit Tube 6.95 62.75 62.75 67.97 87.15 58.10 58.10 58.10 119.10 Light (2324 nos) High Power 5.49 5.72 5.85 16.44 15.73 15.73 15.73 28.54 (377 nos) Power Saver 0.23 Switches (5 nos) High Mast 5.36 5.36 7.14 Lamps (4 nos) Total 36.91 73.83 73.83 73.82 110.73 73.83 73.83 73.83 147.64 Source: Analysis
304. Other Identified Projects. A total investment of Rs. 260.00 lakh is identified for funding various other projects as identified by the municipality. This is towards construction of two commercial complexes, development of parks and plays grounds, electrical crematorium and system modernization. (Table 11.7).
Table 11.7: Sustainable Investment Phasing - Commercial Complexes, Parks etc,. Component 2006-07 2007-08 2008-09 2009-10 2010-11 (Rs. Lakh) Construction of Commercial - - - 60.00 60.00 Complexes Parks and Play Grounds - 30.00 30.00 - 0 - 0 System Modernization 2.00 2.00 2.00 2.00 2.00 Electrical Crematorium - 0 - 0 - 0 70.00 - 0 Total 2.00 32.00 32.00 132.00 62.00 Source: Analysis
305. Summary. The total estimated base cost of projects for all the sector is Rs. 4,747.20 lakh. the summary of sustainable investments are in the following Table 11.8.
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Table 11.8: Component wise Sustainable Investments Component Capital Expenditure Municipal Infrastructure Rs. Lakh Water Supply & Rejuvenation of Lakes 888.20 Sewerage & Sanitation 1,536.92 Roads & Traffic and Transportation 370.88 Storm Water Drains & Desilting of Natural Drains 563.91 Solid Waste Management 389.07 Street Lighting 738.22 Others 260.00 Total (Municipal Infrastructure) 4,747.20 Source: Analysis
B. Financial Sustainability
1. Financial Sustainability
306. Sustainability Analysis. The sustainability analysis assumes that the municipality will carry out reforms indicated as assumptions for financial projections. A financial and operating plan (FOP) prepared for Karaikudi Municipality then evaluates the municipal fund status for the following scenarios:
(i) Base Case Scenario. In the base case scenario, the finances of the ULB are forecast in a “do nothing” or “without project” scenario. Additional resources mobilized through various initiatives like expenditure control through energy savings, privatization etc. and further resources mobilized through introducing conservancy fee, parking fee, remunerative assets lease/ rental value appreciation and extending advertisement fee coverage are loaded on to the FOP. The revenue surplus thus generated indicates the ULB’s capacity to service capital expenditure.
(ii) Full Project Scenario. The Full project investment scenario is based on investments identified for Karaikudi Municipality and the requirement for upgrading the town’s infrastructure. It is estimated and phased based on the construction activity and investment priority. 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 from the Base Case Scenario are applied to sub-project cash flows emerging from full project investments – the municipal fund net surpluses indicates the ULB’s ability to sustain full investments. FY 2020 is assumed as the reference year to determine the net surpluses and whether the Municipality maintains a debt/revenue surplus ratio as an indication of the ULB’s ability to sustain investments.
(iii) Sustainable Investment Scenario. The sustainable investment scenario is worked out when the full project investment scenario indicates inability of the municipality to sustain the full identified investment. In this case, the identified investment is sized down to immediate felt need for the municipality to sustain on its own. Implications of this investment in terms of external borrowings required, resultant
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debt service commitment, and additional operation and maintenance expenditure are worked out to ascertain sub-project cash flows. Revenue surpluses from the Base Case Scenario are applied to sub-project cash flows emerging from sustainable investments – the municipal fund net surpluses indicates the ULB’s ability to sustain the investments. FY 2020 is assumed as the reference year to determine the net surpluses and whether the Municipality maintains a debt/revenue surplus ratio as an indication of the ULB’s ability to sustain investments. The outcome of this scenario will give an indication of the actual level of investment sustainable by the municipality without any additional external support.
2 Basic Assumptions for Projections
307. The FOP is based on a whole range of assumptions related to income and expenditure. These are critical to ascertain the investment sustenance and would also provide a tool to test certain specific policy decisions regarding revenue and expenditure drivers on the overall municipal fiscal situation. This section elucidates the key assumption adopted for the three FOP scenarios.
308. In order to determine the financial viability of the project, two instruments were used – the Modified Internal Rate of Return (MIRR) and the Financial and Operating Plan (FOP). The MIRR determines the rate of return based on surplus cash flows from project account being invested at market rates. The FOP is a cash flow stream of the ULB based on the regular municipal revenues, expenditures, and applicability of surplus funds to support project sustainability. The FOP horizon is determined to assess the impact of full debt servicing liability resulting from the borrowings to meet the identified interventions. The proposed capital investments are phased over ten years investment from FY 2006-07 to 2015-16 implying that the last loan draw down would occur in FY 2020-21. Considering a five-year moratorium period, the debt servicing commitment will commence in the FY 2011-12 for the first phase (1st five year) and 2016-17 for the second phase (2nd five year) of investment.
309. Revenue Income. The assumptions for forecasting revenue income comprise:
(i) Taxes and charges. In cases like property related taxes, water charges and sewerage charges, where the base and basis of revenue realization are known and predictable, the likely revenue is forecast based on certain assumptions regarding growth in number of assessments, revision in ARV (in case of property-related taxes), revision in charges/tariffs and improvement in collection efficiencies. The assumptions with regards basis for forecasting revenue income of taxes and charges are the same for base case and investments scenarios (full project as well as sustainable project scenarios). However, the tax base (number of connections) varies for the base, full project and sustainable investment scenarios, assuming that the new investments in water supply and sewerage schemes will result in increased coverage of the infrastructure systems. In the sustainable investment scenario, the increase in tax base is scaled down pro rata with the scaled down (sustainable) investment. Table 11.9, Table 11.10, Table 11.11 & Table 11.12 list the assumptions adopted with regards forecasting income from property tax, water charges, drainage charges and conservancy fee respectively under the three FOP scenarios. The investment scenarios include both full project and sustainable
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investment scenarios.
Table 11.9: Key assumptions for forecasting income from Property Tax Base Case Investment Description Current Level Scenario Scenarios Annual growth in number of 5.73 3.00 3.00 assessments (%) Average ARV per Property (Rs. 3,790 3,790 3,790 Per Annum) Tax Rate (% of ARV) 31.00 31.00 31.00 Periodic increase in ARV (%) 2006-07 - 30.00 30.00 2011-12 - 30.00 30.00 2016-17 - 30.00 30.00 Collection Performance (% of
Demand) Arrears 56.00 50.00 50.00 Current 86.00 85.00 85.00 Source: Analysis
Table 11.10: Key assumptions for forecasting income from Water Charges Base Case Investment Description Current Level Scenario Scenarios % water connections to property 36.23 36.23 80.00 tax assessments Monthly water charge per
connection (Rs.) Domestic 41.00 41.00 60.00 Non Domestic 81.00 81.00 100.00 Industrial 121.00 121.00 150.00 Periodic revision in water charges
(%) 2006-07 - 15.00 15.00 2009-10 - 15.00 15.00 2011-12 - 15.00 15.00 2015-16 - 15.00 15.00 2018-19 - 15.00 15.00 Collection Performance (% of
Demand) Arrears 32.00 50.00 50.00 Current 71.00 80.00 80.00 One time connection fee (Rs.) Domestic 2,000 2,000 2,000 Non Domestic 3,000 3,000 3,000 Industrial 5,000 5,000 5,000 Periodic revision of one time 20 % - 3 yrs 20 % - 3 yrs - connection fee once once Source: Analysis
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Table 11.11: Key assumptions for forecasting income from Sewerage Charges Base Case Investment Description Current Level Scenario Scenarios % Sewerage connections to PT - - 80.00 assessments Monthly sewerage charge per
connection (Rs.) Domestic - - 50.00 Non Domestic - - 100.00 Industrial - - 200.00 Periodic revision in sewerage
charges (%) 2006-07 - - 15.00 2009-10 - - 15.00 2011-12 - - 15.00 2015-16 - - 15.00 2018-19 - - 15.00 Collection Performance (% of
Demand) Arrears - - 50.00 Current - - 80.00 One time connection fee (Rs.) Domestic - - 5,000 Non Domestic - - 7,000 Industrial - - 14,000 Periodic revision of one time 20 % - 3 yrs - - connection fee once Source: Analysis
Table 11.12: Key assumptions for forecasting income from Solid Waste conservancy fee Description Base Case Investment Current Level Scenario Scenarios % coverage to PT assessments Domestic - - 70.00 Non Domestic - - 100.00 Monthly conservancy fee per PT
assessment (Rs.) Domestic - - 15.00 Non Domestic - - 20.00 Periodic revision in conservancy
fee (%) 2006-07 - - 15.00 2009-10 - - 15.00 2011-12 - - 15.00 2015-16 - - 15.00 2018-19 - - 15.00 Collection Performance (% of
Demand) Arrears - - 50.00 Current - - 85.00 Source: Analysis
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(ii) Other revenue income from own sources. All revenue income from own sources other than property-related taxes, and water and sewerage charges, where the base and basis is not clearly defined, are forecast based on the observed trend during the assessment period (2000-01 to 2003-04), subject to minimum and maximum annual growth rates of 5 percent and 15 percent, respectively. Though the income from the municipal properties and markets past trend witnessed negative growth trend, by taking necessary action towards upward revision and through increasing collection efficiency municipality can achieve 10 percent growth per annum. Since most of the items past trend does not provide clear growth trend over the assessment period, it was assumed that a minimum of 5 per cent and a maximum of 15 percent annum.
Table 11.13: Key growth rate assumptions for income from other own sources Description Current Level Assumption Profession tax (12.77 %) 5.00 % Other taxes & Charges (100.00 %) 5.00 % Income from Municipal Properties and Markets (30.74 %) 10.00 % License Income (Trade, etc.) 1.97 % 5.00 % Income from Special Services (29.05 %) 5.00 % Income from Sale Proceeds (12.45 %) 5.00 % Income from Fees and Fines 30.27 % 15.00 % Income from Interest on Deposits 145.97 % 6.00 % Income from Investments(Excl. Interest) -- 5.00 % Miscellaneous Income 18.38 % 10.00 % Source: Analysis
(iii) Assigned Revenue. Items of assigned revenue such as surcharge on stamp duty, entertainment tax share, etc. are forecast based on the observed trend during the assessment period (2001 to 2003-04), subject to minimum and maximum annual growth rates of 5 percent and 15 percent, respectively. Entertainment tax observed trend during the assessment period was negative growth rate, which attributes to inconsistent transfer of ULB share during the review period. Hence, a nominal growth rate of 5 percent assumed to forecast the revenue. In case of surcharge on stamp duty witnessed a high growth rate of 39.90 percent during the review period, which is very high. This high growth trend attributed to uneven transfer of stamp duty to municipality. Considering high property value appreciation in the town a maximum of 15 percent has been adopted to forecast the revenue.
Table 11.14: Key growth rate assumptions for income from assigned sources Description Current Level Assumption Entertainment Tax (4.85 %) 5.00 % Surcharge on Stamp Duty 39.90 % 15.00 % Other Transfers (100.00 %) 5.00 % Total- Assigned Revenue 26.25 % 15.00 % Source: Analysis
(iv) Grants and Contributions. Revenue income in the form of grants and contributions are also forecast based on the observed trend during the review period (2000 - 01 to 2003-04), subject to minimum and maximum annual growth rates of 5 percent and 15 percent respectively. Although SFC devolution observed trend was negative, due to inconsistent transfer of grant to ULB. Considering the States tax revenue
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growth trend forecast, population growth trend and reforms measures initiated by the municipality will fetch more devolution fund. In this perspective, a maximum of 15 percent growth per annum adopted.
Table 11.15: Key growth rate assumptions for income from grants & contributions Description Current Level Assumption State Finance Commission Grant (24.76 %) 15.00 % Other Grants (16.09 %) 5.00 % Total- Grants & Contribution (23.38 %) Source: Analysis
(v) Additional Revenue Income due to Sub-Projects. The sub-projects – in case of water and sewerage projects – are expected to fetch additional revenue by way of increase in number of assessments and levy of user charges (in cases where a new sewerage system is proposed). The sewerage charge is adopted as per Table 11.11 starting from 2007-08 and a revision of 15 percent is proposed every three years, beginning from 2007-08. The additional revenue income due to water supply and sewerage sub-projects is computed based on the proposed number of new connections, proposed tariffs and assumed collection performance. In addition solid waste conservancy fee also planned to levy on property assessments.
310. Revenue Expenditure. Key assumptions for forecasting revenue expenditure comprise:
(i) Expenditure on Municipal Services. Expenditure on municipal services including general administration, revenue collection and service delivery are forecast based on the observed trend during the assessment period (2000-01 to 2003-04), subject to minimum and maximum annual growth rates of 5 percent and 20 percent, respectively.
Table 11.16: Key growth rate assumptions for forecasting revenue expenditure Description Current Level Assumption General Administration & revenue Collection Staff Salary and Employee Related Expenses 7.58 % 8.00% Allowances to Elected Representatives 6.48 % 5.00% General Expenses 14.26 % 13.00% Pensions and Gratuities 14.40 % 5.00% Education - Staff Salary -- 5.00% Miscellaneous 6.70 % 15.00% Total-General Admin. & Revenue Collection 7.78 % Municipal Services excl. W&D General Expenses 16.01 % 5.00% Public Works and Roads 75.62 % 5.00% Public Health and Conservancy 100.58 % 15.00% Street Lighting (including Electricity Charges) 27.72 % 20.00% Education (87.09 %) 5.00% Vehicle and Equipment Maintenance 2.18 % 5.00% Miscellaneous (13.11 %) 5.00% Total- Municipal Services excl. W&D 43.45 % Source: Analysis
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Table 11.17: Key growth rate assumptions for forecasting water supply revenue expenditure Description Current Level Assumption Staff Salary & Employee Related Expenses 2.28 % 5.00% Administration Expenses -- 5.00% Equipment Maintenance & Repairs (41.10 %) 5.00% Board Payment -- 5.00% Electricity Charges 18.11 % 15.00% Vehicle Maintenance & Repairs 24.03 % 15.00% Miscellaneous 28.96 % 10.00% Total- Water Supply & Drainage 12.79 % Source: Analysis
(ii) Outstanding Non-debt liabilities. The outstanding non-debt liabilities like payments due to employees, TNEB, TWAD, State Government cess, etc. are assumed to be cleared in equal installments over a 5-year period from 2006-07 to 2010-11. Wherever data was provided by the ULB, it was considered for preparing the FOP.
(iv) Outstanding Debt Liabilities. The outstanding debt liabilities are proposed for clearance over a 10-year period beginning 2006-07 to 2016-17 with the furnished interest rate adopted otherwise at a constant interest of 9.50 percent per annum was assumed.
(iv) Additional O&M Expenditure due to Sub-Projects. While each sector identifies the O&M costs applicable for asset maintenance (manpower, consumables, power charges, etc.), a proportion of the capital cost was derived for projections. Table 11.18 presents the assumptions regarding O&M expenditure on new assets.
Table 11.18: Assumptions for O&M Expenditure Sector As % of Capital Cost Water Supply 6.00 Sewerage & Sanitation 4.00 Roads and Traffic Management 3.00 Storm Water Drainage 2.00 Solid Waste Management 10.00 Street Lighting 10.00 Slum Upgradation 1.00 Others 2.00 Source: Analysis
(v) Additional Debt Servicing Expenditure due to Sustainable Investment. The loans for the sustainable investments are assumed to spread over 20 years, carrying an interest burden as indicated in Table 11.19, with a five year moratorium on interest and principal repayment – interest during the moratorium period being capitalized. Considering a five-year loan draw down schedule (2006-07 to 2010-11) and a 20- year tenor, debt servicing will commence from 2011-12 for a period of 15 years. According to the project implementation schedule, the loan drawn and repayment schedule will differ.
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Table 11.19: Proposed Financing Pattern ULB + Interest Infrastructure Type Loan Grant Consumer Rate Percentage Water Supply 50 30 20 8.50 Sewerage & Sanitation 50 30 20 8.50 Roads and Traffic Management 60 30 10 8.50 Storm Water Drainage 60 30 10 8.50 Solid Waste Management 60 30 10 8.50 Street Lighting 60 30 10 8.50 Slum Up gradation 60 30 10 8.50 Others 80 10 10 8.50 Source: Analysis
311. Capital Account. In case of capital account, no capital transactions are considered in the base case scenario, as this scenario is aimed at ascertaining the ULB’s capacity to generate internal resources that would be leveraged to undertake identified sub-projects. In the identified investment and sustainable investment scenarios, sub-project cash flows are loaded onto the FOP and their impact on municipal finances in corresponding scenarios are tested. Key assumptions regarding capital account are investment phasing and project financing/funding structures.
312. Capital Expenditure. The estimated expenditure for implementing sub-projects is phased over a five-year period beginning 2006-07. Based on the above phasing the actual investment requirement over the five-year period is ascertained adopting a physical contingency of seven percent and a price contingency of six percent per annum. Following tables presents the base full project cost and implementation schedule.
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Table 11.20: Summary of estimated capital investment and phasing schedule Total Investment Phasing (%) Sector Investment Rs. Lakh 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 Municipal Infrastructure Water Supply 888.20 0% 5% 7% 11% 0% 8% 0% 65% 0% 4% Sewerage & Sanitation 4,056.49 0% 20% 30% 30% 20% 0% 0% 0% 0% 0% Roads 1,348.65 5% 5% 10% 10% 20% 10% 10% 15% 15% 0% Storm Water Drains 2,622.85 0% 5% 5% 10% 10% 15% 15% 15% 25% 0% Solid Waste Mgmt 389.07 40% 44% 8% 0% 0% 0% 0% 0% 0% 8% Street Lighting 738.22 5% 10% 10% 10% 15% 0% 10% 10% 10% 20% Slum Upgradation 319.97 0% 30% 35% 35% 0% 0% 0% 0% 0% 0% Others 260.00 0% 15% 20% 30% 35% 0% 0% 0% 0% 0% Sub Total – ULB Investment 10,623.45 Other Agency Infrastructures Ring Road/Bypass 4,000.00 - - - - - 10% 30% 30% 30% - Sub Total –Other Agency Investment 4,000.00 Grand Total Investment 14,623.45 Source: Analysis
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Table 11.21: Summary of phased investment in full project investment scenario Total Investment Phasing – Rs. Lakh at Current Price Sector Investment Rs. Lakh 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 Municipal Infrastructure Water Supply 888.20 4 40 60 97 - 71 4 577 - 37 Sewerage & Sanitation 4056.49 - 811 811 1,217 1,217 811 - - - - Roads 1348.65 67 67 135 135 270 135 135 202 202 - Storm Water Drains 2622.85 - 131 131 262 262 393 393 393 656 - Solid Waste Mgmt 389.07 156 173 30 - 0 - - - - 30 Street Lighting 738.22 37 74 74 74 111 - 74 74 74 148 Slum Upgradation 319.97 - 96 112 112 ------Others 260.00 - 39 52 78 91 - - - - - Sub Total – ULB Investment 10,623.45 264 1431 1405 1975 1951 1410 606 1246 932 215 Other Agency Infrastructures Ring Road/Bypass 4,000.00 - - - - - 400 1200 1200 1200 - Sub Total –Other Agency Investment 4,000.00 - - - - - 400 1200 1200 1200 - Grand Total Investment 14623.45 264 1431 1405 1975 1951 1810 1806 2446 2132 215 Source: Analysis
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313. Capital Income. Capital income is forecast based on actual requirement to meet proposed capital expenditure.
Table 11.22: Financing pattern for proposed projects Financial ULB Consumer Other Sl Government Sector Institution Share Contributi Depart No. Grant Loan on ment % Share Municipal Infrastructures 1 Water Supply 30.00 50.00 10.00 10.00 - 2 Sewerage & Sanitation 30.00 50.00 10.00 10.00 - Roads and Traffic 3 Management 30.00 60.00 10.00 - - 4 Storm Water Drainage 30.00 60.00 10.00 - - Solid Waste 5 Management 30.00 60.00 10.00 - - 6 Street Lighting 30.00 60.00 10.00 - - 7 Slum Up gradation 30.00 60.00 10.00 - - 8 Others 10.00 80.00 10.00 - - Other Agencies owned Infrastructures Traffic & 9 Transportation - - - - 100 Source: Analysis
Table 11.23: One-time charges for water & sewerage connections Sl. No Description Water Supply Sewerage 1 Domestic 2,000 5,000 2 Non Domestic 3,000 7,000 3 Industrial 5,000 14,000 Source: Analysis
314. In summary, the following key assumptions were made while preparing the cash flows:
(i) Revenue Income .
a. Property Tax: projected based on ARV per property; number of assessments to grow at a nominal 3 percent per annum; ARV for all properties revised once in 5 years beginning 2006-07 at 30 percent; and collection performance assumed at 50 percent against arrears demand and 85 percent against current demand.
b. Water Charges: At a nominal 3 percent per annum (proportionate to property tax assessment growth rate) regular connections are envisaged in the base case scenario and increase in water connections is a result of the availability of additional water for distribution – it is assumed that 80 percent of the property tax connections would have water connections by FY 2013; the current rate of water charge is maintained till 2005-06, and from 2006-07 a 15 percent increase is assumed every 3 years; collection performance is assumed at 50 percent against arrears demand and 80 percent
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against current demand; and new (one-time) connection charges are collected as per the current rate till 2005-06, and from 2006-07 a 20 percent increase in every 3 years.
c. Sewerage Charges: No new connections envisaged in base case scenario and sewer connections are provided under the Project – it is assumed that 80 percent of the property tax connections would have water connections by FY 2020; monthly flat rate of Rs. 50, Rs, 100 & Rs. 200 per connection for domestic, non domestic and industrial connections respectively, it is assumed for sewerage charge starts from 2013-14, and from then on a 15 percent increase is assumed every 3 years; collection performance is assumed at 50 percent against arrears demand and 80 percent against current demand; and new (one-time) connection charges are adopted as per Table 11.11.
d. Conservancy Fee: In base case scenario and investment scenarios, it is assumed that 70 percent of the residential property tax assessments and 100 percent of non-domestic property assessments would have to be brought under the conservancy fee coverage net. Monthly conservancy fee of Rs. 15 & Rs, 20 per property assessment s has been proposed for residential and non domestic properties respectively. It is assumed for conservancy fee starts from 2006-07, and from then on a 15 percent increase is assumed every 3 years; collection performance is assumed at 50 percent against arrears demand and 85 percent against current demand.
e. All other Revenue income items. (including municipal own sources, grants and assigned revenues): past trend is adopted, subject to minimum and maximum ceilings of 5 and 15 percent per annum, respectively.
(ii) Revenue Expenditure.
a. Past trend is adopted, subject to minimum and maximum ceilings of 5 and 20 percent per annum, respectively. b. Additional O&M expenditure is estimated based on ascertained percentages of capital costs. c. All outstanding non-debt liabilities are to be cleared off in the next 5 years. d. All outstanding debt liabilities are to be cleared off in the next 10 years at an interest rate provided by the ULB, otherwise at an average interest rate of 9.50 percent. e. New loans are to be serviced over a 20-year tenor (including a five-year principal plus interest moratorium) at interest rates indicated in Table 11.19.
(iii) Capital Expenditure.
a. Capital expenditure is forecast based on the identified investments. b. The base costs estimated are at 2005-06 prices, which are then indexed by 7 percent for physical contingencies, and 6 percent for price contingencies.
(iv) Capital Income.
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a. Capital Income is ascertained based on assumed project financing patterns as detailed in Table 11.19.
3. Project Cash Flows and FOP Results
315. The base case scenario is worked out considering only the revenue account transactions to assess the municipal capacity to generate revenue surpluses that could be leveraged to undertake capital investments. Detailed cash flows are worked out for each of the sub- projects based on the assumptions with regards investment phasing, financing pattern, additional O&M expenditure and additional income due to proposed capital investments, for the Full Project scenarios and Sustainable investment scenarios. The net project cash flows are then loaded onto the base case scenario to test their impact on the overall municipal fiscal situation.
316. Base Case Scenario. The base case scenario results indicate that under the past-trend based assumptions adopted, Karaikudi Municipality would end up with a positive cumulative surplus of Rs.6,747 lakh by the end of FY 2019-20 (refer Table 11.24). With reforms and additional resource mobilization initiatives like energy saving in water supply pumps at head works, energy savings in street lighting and privatization of solid waste management activity and parking fee, levying of new charges like conservancy fee municipality can reach above said cumulative surplus. Base case with out reforms and with out additional resource mobilization initiatives municipality would end up with a positive closing balance of Rs. 5,962 lakh.
Figure 11.1: Full Project - Sector wise Investment (i) Full Project Sustenance Base Cost Full Project Investment Distribution Scenario. Table 11.25 Others Water Supply presents a summary of 2% Street Lighting 8% total project cash flows 7% due to the full project scenario. Detailed sub- Solid Waste project cash flows are Management 4% presented in Appendix III. Karaikudi Sewerage Municipality would Storm Water 38% accumulate a negative Drinage closing balance of Rs. 25% 12,490 lakh by the end of 2019-20 due exclusively to the full project investment. The total net project cash flows due to Road and Traffic full project when loaded Management 13% onto the base case Scenario FOP indicate that Karaikudi Municipality would end up with a negative closing balance of Rs. 5,743 lakh by the FOP horizon year 2019-20, which represents the extent of subsidy/grant required by the Municipality to sustain the full project investments. The
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NPV of subsidy/grant required amounts to about Rs. 20,257 lakh at 2005-06 prices, assuming a discount factor of 8.50 per cent. Table 11.24 presents a summary of the municipal fiscal status in the Full Project scenario. The full project (municipal share) investment proposed for Karaikudi is to the tune of Rs.10,623 lakh, out of which 38 percent of the total investment is proposed for sewerage and 25 percent for storm water drain construction and improvement. Only 8 percent of the total investment proposed in Karaikudi for water supply improvement works and source augmentation works. This clearly indicates that the ULB need a sewerage system and better storm water drainage facility in future.
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Table 11.24: Financial Operating Plan Results - Karaikudi Municipality. Item Heads 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Rs. Lakh Base Case - Municipal Fund Opening Balance 140 304 478 657 844 1,065 1292 1670 2087 2522 2,975 3,462 4,224 5,023 5,872 Revenue Income 732 877 940 1,009 1,097 1,184 1,397 1,535 1,666 1,809 1,986 2,337 2,557 2,817 3,082 Additional Revenue 0 28 30 33 50 52 55 57 59 63 65 68 72 75 77 Mobilization Total Revenue Income 732 905 970 1,042 1,147 1,236 1,452 1,592 1,725 1,872 2,052 2,405 2,629 2,891 3,159 Revenue Expenditure 568 732 790 855 927 1,008 1,074 1,176 1,290 1,419 1,565 1,643 1830 2,042 2,284 Status 164 174 180 187 220 227 378 417 435 453 487 762 799 849 875 Closing Balance 304 478 657 844 1,065 1,292 1,670 2,087 2,522 2,975 3,462 4,224 5,023 5,872 6,747 Project Account - Full HPI Scenario Total Net Project Cash Flow 0 (24) (149) (167) (334) (555) (1,140) (2,127) (3,151) (4,410) (5,569) (7,144) (9,055) (10,85 (12,49 (after deducting ULB equity 6) 0) from cash flow) Overall Closing Balance 304 453 509 677 730 737 530 (40) (629) (1,435) (2,107) (2,920) (4,032) (4,984) (5,743) Project Account - Sustainable HPI Scenario Total Net Project Cash 0 (8) 21 209 365 616 827 1,018 1,007 1,131 1,330 1,610 1,934 2,369 2,945 Flows (after deducting ULB equity from project cash flow) Overall Closing Balance 304 470 678 1,054 1,430 1,908 2,497 3,105 3,529 4,106 4,792 5,833 6,957 8,241 9,692
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Table 11.25: Summary of Full Project Cash Flow. Description 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Rs. Lakh Full Sub Project Cash Flow (1,198.3 (1,825.2 (2,448.0 (3,042.9 (3,607.1 (4,142.0 Water Supply 1 (2.1) (29.3) 66.2 77.1 110.8 64.2 (9.3) (578.2) ) ) ) ) ) ) (10,005.1 (12,906.2 (15,134.5 (17,326.2 (19,200. (21,078. (22,881. (24,402. (25,548. Sewerage 2 0.0 (502.1) (1,842.7) (4,095.9) (7,021.2) ) ) ) ) 0) 6) 9) 2) 8) Roads and Traffic (1,253.6 (1,964.5 (2,797.9 (3,832.1 (5,082.5 (6,322.8 (7,540.4 (8,708.4 (9,822.6 (10,878. 3 Management (47.2) (146.9) (355.4) (682.1) ) ) ) ) ) ) ) ) ) 2) (1,393.8 (2,437.4 (3,885.7 (5,740.6 (8,319.7 (10,900. (13,457. (15,920. (18,282. (20,534. Storm Water Drainage 4 0.0 (97.4) (301.3) (727.7) ) ) ) ) ) 2) 0) 6) 7) 7) Solid Waste (1,090.9 (1,353.5 (1,597.3 (1,831.7 (2,056.5 (2,295.1 (2,527.5 (2,746.5 (2,937.1 (3,110.9 5 Management (79.3) (301.7) (568.3) (829.4) ) ) ) ) ) ) ) ) ) ) (1,175.0 (1,593.9 (2,094.7 (2,682.9 (3,451.5 (4,241.2 (5,009.3 (5,753.8 (6,472.3 Street Lighting 6 (25.9) (110.9) (263.4) (488.0) (822.3) ) ) ) ) ) ) ) ) ) (1,002.5 (1,260.5 (1,509.7 (1,749.5 (1,979.2 (2,197.7 (2,404.3 (2,597.7 (2,777.0 Slum Upgradations 7 0.0 (71.3) (231.9) (487.6) (744.9) ) ) ) ) ) ) ) ) ) (1,192.1 (1,474.8 (1,746.8 (2,007.2 (2,255.2 (2,489.4 (2,708.8 (2,912.0 8 Others 0.0 (38.6) (132.8) (315.2) (607.2) (899.5) ) ) ) ) ) ) ) ) Total Sub Project (1,298.3 (3,629.7 (7,548.7 (12,823. (18,773. (25,242. (32,196. (40,162. (47,981. (55,745. (63,203. (70,112. (76,375. Cash Flow (154.5) ) ) ) 0) 4) 8) 3) 5) 1) 6) 3) 0) 9) Total Full Project Cash Flow Opening Balance 17 108 356 588 887 1,139 1,364 1,595 1,771 2,019 2,299 2,623 3,059 3,634 A Sources of Fund 1 Debt Drawdown 63 59 76 47 42 34 242 51 50 - - - - - 2 Equity Drawdown 352 311 386 311 174 202 741 308 247 - - - - - 3 Govt. Grant 164 139 167 115 92 101 421 154 127 - - - - - 4 User Charges 54 115 189 270 332 414 506 568 661 794 871 978 1,143 1,173 5 New Connection Fees 103 263 233 275 234 192 196 196 237 237 242 272 272 - Total- Inflow 736 887 1,053 1,019 874 942 2,106 1,277 1,321 1,031 1,114 1,250 1,415 1,173 B Disposition of Funds 1 Project Capex 579 509 630 474 308 337 1,405 513 423 - - - - -
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Operation & 2 Maintenance 23 62 88 119 147 167 194 286 326 385 408 432 458 486 Debt Servicing- 3 Principal Repayment - - - - 152 181 181 181 181 367 381 381 381 383 Interest During 4 Construction ------Total- Outflow 42 69 102 128 15 32 95 121 142 - - - - - Net Cash Flow ------Closing Balance 645 639 820 720 621 717 1,875 1,102 1,072 752 789 814 840 869
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Table 11.26: Summary of base cost sustainable investment and phasing schedule Total Investment Phasing (%) Sector Investment Rs. Lakh 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 Municipal Infrastructure Water Supply 888 0% 5% 7% 11% 0% 8% 0% 65% 0% 4% Sewerage & Sanitation 1,217 0% 20% 30% 30% 20% 0% 0% 0% 0% 0% Roads 371 5% 5% 10% 10% 20% 10% 10% 15% 15% 0% Storm Water Drains 564 0% 5% 5% 10% 10% 15% 15% 15% 25% 0% Solid Waste Mgmt 389 40% 44% 8% 0% 0% 0% 0% 0% 0% 8% Street Lighting 738 5% 10% 10% 10% 15% 0% 10% 10% 10% 20% Slum Upgradation 320 0% 30% 35% 35% 0% 0% 0% 0% 0% 0% Others 260 0% 15% 20% 30% 35% 0% 0% 0% 0% 0% Total – ULB Investment 4,747.00 Source : Analysis
Table 11.27: Summary of sustainable project investment -base cost Total Investment Phasing – Rs. Lakh at Current Price Sector Investment Rs. Lakh 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 Municipal Infrastructure Water Supply 888 4 40 60 97 - 71 4 577 - 37 Sewerage & Sanitation 1,217 - 243 366 366 243 - - - - - Roads 371 13 13 27 27 54 47 47 71 71 - Storm Water Drains 564 - 33 33 66 66 79 79 79 131 - Solid Waste Mgmt 389 156 173 30 - 0 - - - - 30 Street Lighting 738 37 74 74 74 111 - 74 74 74 148 Slum Upgradation 320 - 96 112 112 ------Others 260 - 39 52 78 91 - - - - - Total – ULB Investment 4,747.00 210 468 388 453 321 319 447 1,104 580 458 Source: Analysis
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Table 11.28: Summary of sustainable investment project cash flow Description 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Rs. Lakh Sustainable Sub Project Cash Flow 1 Water Supply (0.2) (2.7) 153.5 286.6 442.4 568.7 666.2 726.7 730.9 755.8 757.3 758.9 761.1 759.8 2 Sewerage 0.0 123.4 300.7 523.5 834.9 1,189.1 1,586.0 2,068.3 2,605.0 3,232.5 3,982.1 4,804.8 5,739.4 6,831.7 Roads and Traffic 3 Management (0.8) (2.9) (7.4) (14.9) (27.7) (50.8) (80.4) (119.3) (169.2) (224.1) (288.9) (355.0) (422.5) (491.5) 4 Storm Water Drainage 0.0 (2.1) (7.1) (17.8) (35.3) (61.2) (102.3) (153.6) (220.9) (293.9) (381.7) (470.8) (561.3) (653.3) Solid Waste 5 Management 20.6 15.5 (12.0) (34.0) (56.4) (89.2) (112.4) (136.3) (161.4) (179.4) (204.1) (230.6) (245.1) (260.7) (1,236. (1,485. (1,743. Street Lighting 6 (2.2) (13.4) (38.9) (80.1) (141.4) (231.8) (331.6) (453.7) (600.3) (780.8) (997.1) 6) 3) 9) 7 Slum Upgradations 0.0 (6.1) (20.8) (45.0) (71.0) (97.2) (132.6) (168.4) (204.5) (240.9) (277.6) (314.8) (352.3) (390.3) 8 Others 0.0 (3.3) (12.2) (29.9) (59.0) (88.4) (128.3) (168.5) (209.0) (249.9) (291.3) (333.1) (375.4) (418.1) Total Sustainable Sub 17.4 108.4 355.8 588.3 886.6 1,139.3 1,364.5 1,595.3 1,770.6 2,019.2 2,298.6 2,622.9 3,058.5 3,633.6 Project Cash Flow Total Full Project Cash Flow Opening Balance 17 108 356 588 887 1139 1364 1595 1771 2019 2299 2623 3059 A Sources of Fund 1 Debt Drawdown 147 352 311 386 311 174 202 741 308 247 - - - - 2 Equity Drawdown 25 63 59 76 47 42 34 242 51 50 - - - - 3 Govt. Grant 74 164 139 167 115 92 101 421 154 127 - - - - 4 User Charges 30 54 115 189 270 332 414 506 568 661 794 871 978 1,143 5 New Connection Fees - 103 263 233 275 234 192 196 196 237 237 242 272 272 Total- Inflow 275 736 887 1,053 1,019 874 942 2,106 1,277 1,321 1,031 1,114 1,250 1,415 B Disposition of Funds 1 Project Capex 245 579 509 630 474 308 337 1,405 513 423 - - - - Operation & 2 Maintenance - 23 62 88 119 147 167 194 286 326 385 408 432 458
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Debt Servicing- 3 Principal Repayment - - - - - 152 181 181 181 181 367 381 381 381 Interest During 4 Construction 12 42 69 102 128 15 32 95 121 142 - - - - Total- Outflow 257 645 639 820 720 621 717 1,875 1,102 1,072 752 789 814 840 Net Cash Flow 17 91 247 233 298 253 225 231 175 249 279 324 436 575 Closing Balance 17 108 356 588 887 1139 1364 1595 1771 2019 2299 2623 3059 3634
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XII. URBAN GOVERNANCE
A. Urban Governance
317. This chapter outlines the various best practices world over regarding good urban governance. The strategies presented in this chapter, are an integrated whole and none of them can be seen are understood in an isolated section. Commitment of the municipality to civic, secure and transparent administration will realize the dream of any city/town where the citizens will be those who govern and the municipality as an institution is one who facilitates and provides the service.
1. Current Initiatives
318. The other initiatives that are being adopted by the municipality to enhance its performance and capacity building are computerization of its activities and involving private sector in the delivery of civic services.
319. Computerization. GoTN has initiated steps to computerize municipal administration in the state. The entire process consists of four modules: Revenue and Taxation, Record Maintenance, Personnel Management System, Financial Management System.
320. As a start up, data relating to property tax has been computerized and the assessments are now handled by using computers. The billing and collection system of the property taxes is also computerized in the town. However, the computerization efforts are slow owing to the absence of technical capabilities with the municipality.
321. Private Sector Participation. The municipality has initiated the involvement of private sector in service delivery through part privatization of the solid waste collection system. The initiative has received good response from the citizens of the town and further privatization of certain other components of services is in active consideration of the municipality.
2. Strategies
322. Decentralization. In conformity to the 74th CAA, the Government of Tamil Nadu has made necessary legislative changes to devolve functional domains of the 18 listed items in the 12th schedule of the constitution. However only seven functions are made obligatory functions of urban local bodies and important functions like urban planning including town planning, regulation of land use and construction of buildings, slum improvement, urban poverty alleviation remain discretionary functions with rather little say for ULB. Consequently, the funds and concerned staff continue to remain under the control of the State Government. Financial powers as envisaged in the 12th Schedule of the Constitution also need to be immediately devolved to urban local bodies.
323. The local bodies should have control over the land in their jurisdiction and other
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infrastructure including roads in their area. They should have power to remove encroachment from public land, construct and maintain roads within their respective municipal areas.
324. The municipality shall divide the area into zones/ divisions for better service delivery and management control. Such a mechanism is already being implemented in water supply and public health sectors.
325. Urban Environmental Management. The costs of maintaining a healthy urban environment needs to be recovered through various municipal taxes and user charges following the “Polluter Pays” principle. For this, the functional role of the ULB as envisaged in Item 8, 12th Schedule of the Constitution have to be resolved keeping in view the role of Tamil Nadu Pollution Control Board and the organizational and fiscal strength of the ULB.
326. Access of Urban Services to Poor. Since “Ability-to-Pay” for the full cost of environmental infrastructure services’ provision is the important criterion, cross- subsidization of tariffs, innovative project structuring and user/ community participation are the means towards ensuring access of these services to the poor. Again, the functional and financial role of ULB with respect to the items 10 and 11 of 12th Schedule against those of central and state government agencies need to be resolved.
327. Streamlining and Strengthening of Revenue Base of Local Bodies.
(i) The recommendations of the State Finance Commissions must be made mandatory and should be implemented as a matter of course. Law enforcement powers should be given to local bodies to compel payments of taxes and other charges levied by them. (ii) Property Tax base should be de-linked from rental value method and should be linked to Unit Area or Capital value method. (iii) Fiscal powers of municipal bodies to fix tax rates, fee structure and user charges should be strengthened through specific guidelines and notifications. Prepare model guidelines for the town to allow greater flexibility in levying taxes, fees and user charges, borrowing funds and incurring expenditures. (iv) The annual report of the municipality shall devote a section highlighting the amounts of subsidy given to a particular service, how was the subsidy funded and who were its beneficiaries. (v) Adopting Zero-based budgeting shall be carried out supported by the already computerised accounting system for continual monitoring of budgets and cash flow management. (vi) Implementation of MIS to provide relevant information on accounts, commercial and operating systems for better decision making and information dissemination to citizens. (vii) Auditing of Accounts should be carried out effectively and regularly to promote transparency and accountability. (viii) Application of e-governance is equally important for municipal finance. Adequate software in the financial management is required at different levels.
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328. Transparency and Civic Engagement in Municipal Management.
(i) Laws/ rules/ regulations specific to town/ local issues should be tried to facilitate effective implementation. These should be lucid and easily understood. (ii) Participatory mechanisms should be so structured that they have legal entity and administrative power. Local bodies should be responsive and innovative and involve community participation in civic engagement. (iii) Specific code of conduct for municipal executives and elected representatives. (iv) Public education, resource mobilisation, good leadership and transparent processes apply in municipal finance and development work. (v) Closer networking with media and their engagement in creating public awareness and creating demand for good governance. Cautious engagement of private sector with continuous monitoring is necessary. (vi) Setting in place an active and online public Grievances’ Redressal System, with automated department wise complaint loading and monitoring system. (vii) Instruments to improve the efficiency of local bodies through enhanced technical, administrative, and financial capacities. (viii) Credit Enhancement options other than state guarantees need to be adopted. (ix) Preparation of annual Environmental Status Reports through a multi-stakeholder consultation process.
329. Capacity Building of Local Bodies.
(i) The municipality shall maintain data to generate indicators as suggested in this document for evaluating their performance. (ii) Prepare and conduct capacity building programs for elected representatives, especially women representatives with a view to enable them to focus on gender based issues. (iii) Promote the creation of interactive platforms for sharing municipal innovations, experiences among municipal managers. (iv) Better Human Resource Management through assessment of the training needs of personnel involved in urban administration to enhance the management and organizational capabilities. (v) Assessment of fund requirement and resource persons to tackle the training needs of all the personnel. (vi) Development of Training Material in the local language and Impact and Evaluation Studies of the Training Programs. (vii) Capacity building to position the ULB in a better place to employ highly qualified staff and seek superior quality of out-sourced services.
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Appendix I: Ward Level Densities
Ward Area Population Male Female Households Literates Density No. Population Population Sq. Km 1 1.23 3291 1673 1618 658 2403 2682 2 0.28 2397 1153 1244 479 1768 8591 3 0.13 2535 1296 1239 507 1916 19351 4 0.08 1241 624 617 248 842 15134 5 0.18 4403 2225 2178 881 3434 24598 6 0.47 3432 1756 1676 686 2974 7287 7 0.13 1321 665 656 264 1180 10084 8 0.88 5511 2797 2714 1102 4808 6284 9 0.52 2113 1055 1058 423 1693 4087 10 0.32 2360 1200 1160 472 2009 7375 11 0.18 1532 767 765 306 1271 8418 12 0.67 1261 642 619 252 984 1896 13 0.10 1475 731 744 295 1211 14461 14 0.14 2055 1046 1009 411 1770 14784 15 0.12 1910 954 956 382 1559 15528 16 0.12 1506 753 753 301 1278 12872 17 0.41 1996 967 1029 399 1754 4880 18 0.09 3767 1803 1964 753 3221 42326 19 2.38 5914 2927 2987 1183 4589 2482 20 0.16 1713 855 858 343 1461 10706 21 0.20 1498 740 758 300 1272 7528 22 0.35 2132 1073 1059 426 1554 6057 23 0.19 1052 509 543 210 853 5566 24 0.27 2089 1062 1027 418 1699 7853 25 0.12 1688 828 860 338 1193 14427 26 0.26 2515 1265 1250 503 2103 9563 27 0.07 1553 716 837 311 1155 23179 28 0.15 2190 1089 1101 438 1801 14503 29 0.28 3432 1757 1675 686 2539 12127 30 0.28 2922 1445 1477 584 1894 10289 31 0.32 2259 1143 1116 452 1696 6994 32 0.18 1798 883 915 360 1413 10274 33 0.17 2900 1461 1439 580 2122 16959 34 1.05 3440 1718 1722 688 2611 3286 35 0.87 1470 685 785 294 1146 1688 36 0.41 1751 852 899 350 1135 4313 Total 13.75 86422 43115 43307 17283 68311 6287
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Appendix II: Population Projection……………………………………….
Sample calculation for Population Projection
By considering Population from 1951 to 12001 and Projected for 2006 Year Population Polynomial Arithmetic Increase Incremental Increase Method Geometrical Progression Other Methods 2nd Order method method Decadal Projected Increment Increment Projected Rate of Projected Exponential Power Log Increment Population X Y Population Growth Population Method Method Method
1951 38453 1961 43698 5,245 5,245 0.1364 1971 55449 11,751 11,751 6,506 0.2689 1981 66993 11,544 11,544 -207 0.2082 1991 71965 4,972 4,972 -6,572 0.0742 2001 86596 14,631 14,631 9,659 0.2033 2006 91,569 91,410 92,290 93,389 95,220 82,740 80,600 9,629 2,347 9,629 0.1630
Selection of Population Projection Method:
Census Population is considered from 1951 to 2001.
Projection by Arithmetic Increase Method: Average decadal increase of population (X)=9629.
Projected population for n decades = Census Population for the latest year +n x Average decadal growth rate. (where n = number of decades) Projected population for 2006 = Population for the year 2001 + 0.5 x Average decadal growth rate. = 86,596 + 0.5 x 9,629 = 91,410
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Projection by Incremental Increase Method: Incremental Increase (Y) = 2,347 Projected population for n decades = Census Population for the latest year + n x Average decadal growth rate +n(n+1)/2 x Y Projected population for 2006 = 86,596+(0.5x9,629) + 0.5 x(0.5+1)/2 x (2,347) = 92,290
Projection by Geometrical Increase Method: Average Rate of growth (r) = 0.1630 Projected population for n decades = Census Population for the latest year x (1+ Rate of growth)n Projected population for 2001 = Population for 2001 x (1+ Rate of growth)0.5 Projected population for 2006 = 86,596 x (0.5+0.1630)0.5 = 93,383
For other Graphical Methods Population is Projected based on the Graphs Given Below.
(i) Projection By Polynomial Second Order Method.
Polynomial second order trend line has been set It follows the equation Y = 353.82X 2 +7153.5 X+30122 From this equation, projected population for the year 2006 = 353.82*(6.5)2 +7153.5 x 6.5 + 30122 = 91,561 (ii) Projection By Power Function.
Power Function trend line has been set It follows the equation Y =35398 X 0.4535 From this equation, projected population for the year 2006 = 35398 (6.5)0.4535 = 82,790
Other Population Projections by using the Graphical Methods are done by considering the respective Trend line of the particular method.
135 Appendix III: Minutes of Meeting on Consultancy Service for Conversion of City Corporate Plan into Business Plan for Karaikudi Municipality held at Council Hall, Karaikudi Municipality on July 3, 2006.
List of Participants
S.No Name Designation 1 Thirumathi C. Sumathi Chairman - Karaikudi Municipality 2 Thiru R. Govindarasan Vice – Chairman 3 Thirumathi R. Punkodiarumaikan Commissioner 4 Thiru D. Chandra Sekaran ME, Karaikudi Municipality 5 Thiru P. Muruganandham T.P.I, Karaikudi Municipality 6 Thiru M. Balasubramanian H1, Karaikudi Municipality 7 Thiru S. Durai Raj Ex-MLA 8 Thiru A. Raja Mohamad MC 9 Thiru A. Balaswamy MC 10 Thirumathi S. Latha MC 11 Thirumathi Malarkodi Daivasikamani MC 12 Thiru Subramanian MC – Ward 25 13 Thirumathi D. Bhakyalakshmi MC - Ward 30 14 Thirumathi Valsala MC 15 Thirumathi Deivarani MC 16 Thiru K. Arumugam MC – Ward 8 17 Thiru Noormohamad MC – Ward 16 18 Thiru Anbazagan MC – Ward 36 19 Thiru M. Rajandran MC – Ward 7 20 Thiru Muthaiya MC 21 Thiru P. Vairavan MC – Ward 24 22 Thiru MN. Naehiappan MC – Ward 9 23 Thiru S. Ramaswamy MC – Ward 12 24 Thiru KSS. Dravidamani MDMK 25 Thiru N. Ilankovan EE - TNEB 26 Thiru P.S. Yogamoorthy EE – GWD 27 Thiru AL. Valliappan AD- GWD 28 Thiru S. Veerappa AEE – TNEB 29 Thiru MR. Subramanian AE – TNEB 30 Thiru R. Singaravelan AE – TNEB 31 Thiru J. Suramanian AE – TNEB 32 Thiru K. Ganesan A.C. College of Engg. & Tech. 33 Thiru M. Shanmugam Alagappa Polytechnic 34 Thirumathi Pazaniammal Headmistress 35 Thirumathi Meenalaksmi Headmistress 36 Thirumathi N. Velammal M.E. School 37 Thirumathi R.Valliappan Headmaster – SMSV HSS 38 Thiru D. Jeyasingh Headmaster – RMS 39 Thiru C. Rajasekaran Headmaster – VDC S.No Name Designation 40 Thiru N. Kathamuthu Headmaster 41 Thiru K. Malaiswamy Headmaster 42 Thiru R. Ravindaran Headmaster 43 Thiru N. Balasubramanian Headmaster 44 Thirumathi M. Kasthuri Headmaster 45 Thiru A.Shahul Mamood Senior Citizen 46 Thiru P. Vairavan Senior Citizen 47 Thiru Senthil Kumar Senior Citizen 48 Thiru Manivel Senior Citizen 49 Thiru P. Vadivel Senior Citizen 50 Thiru R.G. Saravanan Senior Citizen 51 Thiru N. Daniel Senior Citizen 52 Thiru K.M.Sampath Senior Citizen 53 Thiru P. Vikram Senior Citizen 54 Thiru Palaniswamy Senior Citizen 55 Thiru A.M. Hari Prasad WSAPL 56 Thiru E. Gopinath WSAPL
The Chairperson and the Commissioner presided over the meeting in the presence of councilors, senior citizens, NGOs and Alagappa University Professors and other line agencies. The details on the discussion held and decision taken are listed below:
1. It was discussed, that the present sand bed is being polluted due to septic tanks and sullage water from the residential areas. Hence, in order to avoid this problem Under Ground Drainage system is suggested to protect geological formation to sand bed under the town, which is main drinking water source for the Municipality. 2. Protection of water bodies, rejuvenation of lakes and desilting and strengthen of Odais with top priority is suggested for the future. 3. Spacing should be maintained for the water extracting from bore wells at Sambai Otthu source. 4. Widening of Madurai road was suggested in order to avoid the traffic congestion in the town. 5. Tree plantation was suggested, for all 40 feet roads in order to avoid noise and air pollution respectively. 6. Parks and playground should be developed at all municipal vacant lands. 7. Construction of electrical crematorium was suggested. 8. It is suggested that an integrated approach to introduce the solar street lighting in order to reduce the energy consumption and electricity charges can be taken up. 9. By- Pass road has to be developed from Trichy road to Madurai road. 10. To protect the surroundings of Sambai Otthu water source, it is very essential to include the Sankarapuram Panchayat area into municipal area.
Prioritization for Municipality 1. Solid Waste Management 2. Implementation of Under Ground Drainage 3. Rejuvenation of Water bodies 4. Improvement of Roads 5. Improvement of Storm of Drains
Some of the individual stakeholder’s suggestions are given below
Commissioner and Chairman briefing the project to the Stake holders
One of Stake holders expressing their views on Projects
Thiru S. Durai Raj Ex-MLA insisting on UGD project.
NGOs and Councilors are expressing their views on Projects
Business Plan - Karaikudi Municipality Appendix - IV Appendix IV: Municipal Finances 17- Karaikudi Municipality - Abstract of Accounts 1- Income and Expenditure Statement
Head of Account 2000-01 2001-02 2002-03 2003-04 Rs. Lakh Opening Balance
REVENUE ACCOUNT I Revenue Income A Tax- Own Sources 1 Property Tax (General Purpose) - 58% of Total PT 145.50 145.60 158.22 171.97 2 Property Tax (Education Purpose) - 16% of Total PT 40.42 40.45 43.95 47.77 3 Profession Tax 11.48 11.87 16.78 7.62 4 Other Taxes & Charges 0.01 1.03 0.02 - Tax- Own Sources 197.40 198.95 218.97 227.35
B Assigned Revenues 1 Entertainment Tax 22.17 20.00 20.89 19.10 2 Surcharge on Stamp Duty 35.16 47.00 82.81 96.28 3 Other Transfers - 0.10 - - Assigned Revenues 57.33 67.10 103.69 115.38
C Non Tax- Own Sources 1 Income from Municipal Properties and Markets 37.66 11.30 43.45 12.51 2 License Income (Trade, etc.) 8.57 6.96 18.62 9.09 3 Income from Special Services 0.14 0.25 0.00 0.05 4 Income from Sale Proceeds 0.48 0.45 0.03 0.32 5 Income from Fees and Fines 11.25 13.00 22.27 24.88 6 Income from Interest on Deposits - 0.20 0.60 1.21 7 Income from Investments(Excl. Interest) - - - - 8 Miscellaneous Income 29.49 31.15 42.98 48.93 Non Tax- Own Sources 87.60 63.31 127.96 96.99
D Revenue Grants 1 State Finance Commission Grant 76.06 46.62 161.33 32.40 2 Other Grants 21.91 30.89 - 12.94 Revenue Grants 97.97 77.51 161.33 45.34
Total- Revenue Income (Excl. W&D Fund) 440.30 406.87 611.95 485.06
E Water and Drainage Fund 1 Water & Drainage Tax - 26% of Total PT 64.67 64.71 70.32 76.43 2 Water Charges 42.40 42.85 49.47 38.11 3 Drainage Charges 0.04 - - - 4 Income from Interest on Deposits - - 0.03 0.10 5 Water Supply & Sanitation Grant - - - - 6 Other Income - - - - Total- W&D Fund Revenue Income 107.11 107.57 119.82 114.64
Total- Revenue Income 547.41 514.43 731.78 599.70
17- Abstract of Accounts 1/16 Business Plan - Karaikudi Municipality Appendix - IV Appendix IV: Municipal Finances 17- Karaikudi Municipality - Abstract of Accounts 1- Income and Expenditure Statement
Head of Account 2000-01 2001-02 2002-03 2003-04 Rs. Lakh
II Revenue Expenditure A General Administration 1 Staff Salary and Employee Related Expenses 233.24 231.13 272.41 290.38 2 Allowances to Elected Representatives 1.11 1.38 1.37 1.34 3 General Expenses 3.00 9.54 3.74 4.48 4 Pensions and Gratuities 47.34 45.75 48.40 70.87 5 Education - Staff Salary - - - - 6 Miscellaneous 4.51 3.67 3.82 5.48 Establishment 289.20 291.47 329.74 372.55
B Operation & Maintenance 1 General Expenses 5.87 14.60 10.85 9.16 2 Public Works and Roads 7.67 7.40 9.49 41.52 3 Public Health and Conservancy 4.31 1.21 4.37 34.74 4 Contractor Payment- Conservancy - - - - 5 Street Lighting (including Electricity Charges) 21.32 18.70 20.12 44.41 6 Education - 8.40 15.65 0.14 7 Vehicle and Equipment Maintenance 2.76 2.45 3.03 2.94 8 Miscellaneous 4.01 0.15 2.02 2.63 Operation & Maintenance 45.92 52.91 65.53 135.54
C Debt Servicing 1 Public Works and Roads - - - - 2 Public Health and Conservancy - - - - 3 Others - 7.00 14.00 12.88 Debt Servicing - 7.00 14.00 12.88 Total- Revenue Expenditure (Excl. W&D Fund) 335.12 351.38 409.27 520.97
D Water and Sanitation Fund 1 Staff Salary & Employee Related Expenses 12.61 22.90 24.77 13.49 2 Administration Expenses - - - - 3 Equipment Maintenance & Repairs 5.77 4.05 1.38 1.18 4 Board Payment - - - - 5 Electricity Charges 37.18 29.00 36.88 61.26 6 Vehicle Maintenance & Repairs 0.83 6.90 4.98 1.58 7 Miscellaneous 13.05 12.55 10.26 27.99 8 Debt Servicing- Old 11.97 23.77 7.54 11.31 Total- W&D Fund Revenue Expenditure 81.41 99.17 85.81 116.81
Total- Revenue Expenditure 416.52 450.55 495.08 637.78
Operating Surplus (W&D Revenue Fund) 25.70 8.40 34.01 (2.17) Operating Surplus (Revenue Account) 130.88 63.88 236.70 (38.08) Closing Balance-(Revenue Account) 130.88 194.77 431.47 393.39
Transfer to Capital Account - 0.05 - 49.41
17- Abstract of Accounts 2/16 Business Plan - Karaikudi Municipality Appendix - IV Appendix IV: Municipal Finances 17- Karaikudi Municipality - Abstract of Accounts 1- Income and Expenditure Statement
Head of Account 2000-01 2001-02 2002-03 2003-04 Rs. Lakh
CAPITAL ACCOUNT III Capital Income A Capital Loans 1 Public Works and Roads - - - - 2 Street Lighting - - - - 3 Public Health & Conservancy - - - - 4 Education - - - - 5 Others 169.48 5.77 18.73 23.32 Capital Loans 169.48 5.77 18.73 23.32
B Capital Grants and Contribution 1 Public Works and Roads - - - - 2 Education - - - - 3 Others 2.75 13.25 3.84 194.98 4 Eleventh Finance Commission Grants - - - - Capital Grants and Contribution 2.75 13.25 3.84 194.98
C Own Sources 1 Transfer from Revenue Account - 0.05 - 49.41 2 Sale of Municipal Property - - - - Own Sources- Capital - 0.05 - 49.41
Total- Capital Income 172.23 19.07 22.57 267.71
Water and Drainage Fund D Capital Loans 1 Water Supply - - - - 2 Sewerage & Sanitation - - - - Capital Loans W&D Fund - - - -
E Capital Grants and Contribution 1 Water Supply - - - 48.28 2 Sewerage & Sanitation - - - - W&D -Capital Grants and Contribution - - - 48.28
F Own Sources 1 Water Connection Charge 8.48 21.54 28.55 34.90 2 Sewerage Connection Charge - - - - W&D Own Sources- Capital 8.48 21.54 28.55 34.90
Total W&D Fund- Capital Income 8.48 21.54 28.55 83.18
Total- Capital Income 180.71 40.61 51.12 350.89
17- Abstract of Accounts 3/16 Business Plan - Karaikudi Municipality Appendix - IV Appendix IV: Municipal Finances 17- Karaikudi Municipality - Abstract of Accounts 1- Income and Expenditure Statement
Head of Account 2000-01 2001-02 2002-03 2003-04 Rs. Lakh IV Capital Expenditure 1 General 16.82 - 1.00 2.57 2 Remunerative Schemes - - - - 3 Public Works and Roads 197.65 - 5.25 - 4 Street Lighting 3.05 - - - 5 Public Health & Conservancy 2.57 - - - 6 Education 5.31 - 12.10 37.88 7 Others - - - - Total - Capital Expenditure Excl W&D Fund 225.39 - 18.35 40.45
Water and Drainage Fund 8 Water Supply 52.68 0.05 0.47 102.48 9 Sewerage & Sanitation 13.38 - - 13.93 Total W&D Fund- Capital Expenditure 66.06 0.05 0.47 116.41
Total - Capital Expenditure 291.45 0.05 18.82 156.86
Operating Surplus (W&D Capital Account) (57.58) 21.49 28.08 (33.23) Operating Surplus (Capital Account) (110.75) 40.56 32.30 194.03 Operating Surplus (Over all excluding revenue transfer) 20.14 104.39 269.00 106.54
EXTRAORDINARY ACCOUNT V EA Income 1 Cash at Bank/ in Hand 74.07 - - - 3 Cess Income 57.67 - - - 4 Cash Deposit 21.76 9.84 28.56 12.99 5 Staff Advance 0.07 6.30 3.20 5.09 6 Security Deposit 51.05 10.13 6.10 - 7 Miscellaneous 74.07 - - -
Total- EA Income 204.63 26.27 37.86 18.08
VI EA Expenditure 1 Cess Transfers - - - - 2 Other- Deposits - - 62.20 8.05 3 PF and Pension - - 70.10 - 4 Miscellaneous 11.92 1.80 5.00 4.57
Total- EA Expenditure 11.92 1.80 137.30 12.62
Operating Surplus (Extraordinary Account) 192.70 24.47 (99.44) 5.46
17- Abstract of Accounts 4/16 Business Plan - Karaikudi Municipality Appendix - IV Appendix IV: Municipal Finances 17- Karaikudi Municipality - Abstract of Accounts 2- Income and Expenditure -Sectoral Contribution
Head of Account 2000-01 2001-02 2002-03 2003-04 Average Percentage to Total Opening Balance
REVENUE ACCOUNT I Revenue Income A Tax- Own Sources 1 Property Tax (General Purpose) - 58% of Total PT 33.05 35.79 25.86 35.45 32.53 2 Property Tax (Education Purpose) - 16% of Total PT 9.18 9.94 7.18 9.85 9.04 3 Profession Tax 2.61 2.92 2.74 1.57 2.46 4 Other Taxes & Charges 0.00 0.25 0.00 - 0.06 Tax- Own Sources 44.83 48.90 35.78 46.87 44.10
B Assigned Revenues 1 Entertainment Tax 5.04 4.92 3.41 3.94 4.33 2 Surcharge on Stamp Duty 7.99 11.55 13.53 19.85 13.23 3 Other Transfers - 0.02 - - 0.01 Assigned Revenues 13.02 16.49 16.94 23.79 17.56
C Non Tax- Own Sources 1 Income from Municipal Properties and Markets 8.55 2.78 7.10 2.58 5.25 2 License Income (Trade, etc.) 1.95 1.71 3.04 1.87 2.14 3 Income from Special Services 0.03 0.06 0.00 0.01 0.03 4 Income from Sale Proceeds 0.11 0.11 0.00 0.07 0.07 5 Income from Fees and Fines 2.56 3.20 3.64 5.13 3.63 6 Income from Interest on Deposits - 0.05 0.10 0.25 0.10 7 Income from Investments(Excl. Interest) ------8 Miscellaneous Income 6.70 7.66 7.02 10.09 7.87 Non Tax- Own Sources 19.89 15.56 20.91 20.00 19.09
D Revenue Grants 1 State Finance Commission Grant 17.27 11.46 26.36 6.68 15.44 2 Other Grants 4.98 7.59 - 2.67 3.81 Revenue Grants 22.25 19.05 26.36 9.35 19.25
Total- Revenue Income (Excl. W&D Fund) 100.00 100.00 100.00 100.00 100.00
E Water and Drainage Fund 1 Water & Drainage Tax - 26% of Total PT 60.38 60.16 58.69 66.67 61.47 2 Water Charges 39.59 39.84 41.29 33.24 38.49 3 Drainage Charges 0.04 - - - 0.01 4 Income from Interest on Deposits - - 0.03 0.09 0.03 5 Water Supply & Sanitation Grant ------6 Other Income ------Total- W&D Fund Revenue Income 100.00 100.00 100.00 100.00 100.00
Total- Revenue Income 100.00 100.00 100.00 100.00 100.00
17- Abstract of Accounts 5/16 Business Plan - Karaikudi Municipality Appendix - IV Appendix IV: Municipal Finances 17- Karaikudi Municipality - Abstract of Accounts 2- Income and Expenditure -Sectoral Contribution
Head of Account 2000-01 2001-02 2002-03 2003-04 Average Percentage to Total
II Revenue Expenditure A General Administration 1 Staff Salary and Employee Related Expenses 69.60 65.78 66.56 55.74 64.42 2 Allowances to Elected Representatives 0.33 0.39 0.33 0.26 0.33 3 General Expenses 0.90 2.72 0.91 0.86 1.35 4 Pensions and Gratuities 14.13 13.02 11.83 13.60 13.14 5 Education - Staff Salary ------6 Miscellaneous 1.35 1.04 0.93 1.05 1.09 Establishment 86.30 82.95 80.57 71.51 80.33
B Operation & Maintenance 1 General Expenses 1.75 4.16 2.65 1.76 2.58 2 Public Works and Roads 2.29 2.11 2.32 7.97 3.67 3 Public Health and Conservancy 1.28 0.34 1.07 6.67 2.34 4 Contractor Payment- Conservancy ------5 Street Lighting (including Electricity Charges) 6.36 5.32 4.92 8.52 6.28 6 Education - 2.39 3.82 0.03 1.56 7 Vehicle and Equipment Maintenance 0.82 0.70 0.74 0.56 0.71 8 Miscellaneous 1.20 0.04 0.49 0.50 0.56 Operation & Maintenance 13.70 15.06 16.01 26.02 17.70
C Debt Servicing 1 Public Works and Roads ------2 Public Health and Conservancy ------3 Others - 1.99 3.42 2.47 1.97 Debt Servicing - 1.99 3.42 2.47 1.97 Total- Revenue Expenditure (Excl. W&D Fund) 100.00 100.00 100.00 100.00 100.00
D Water and Sanitation Fund 1 Staff Salary & Employee Related Expenses 15.49 23.09 28.87 11.55 19.75 2 Administration Expenses ------3 Equipment Maintenance & Repairs 7.09 4.08 1.61 1.01 3.45 4 Board Payment ------5 Electricity Charges 45.67 29.24 42.98 52.44 42.58 6 Vehicle Maintenance & Repairs 1.02 6.96 5.80 1.35 3.78 7 Miscellaneous 16.03 12.66 11.96 23.96 16.15 8 Debt Servicing- Old 14.70 23.97 8.79 9.68 14.29 Total- W&D Fund Revenue Expenditure 100.00 100.00 100.00 100.00 100.00
Total- Revenue Expenditure 100.00 100.00 100.00 100.00 100.00
Operating Surplus (W&D Revenue Fund) Operating Surplus (Revenue Account) Closing Balance-(Revenue Account)
Transfer to Capital Account
17- Abstract of Accounts 6/16 Business Plan - Karaikudi Municipality Appendix - IV Appendix IV: Municipal Finances 17- Karaikudi Municipality - Abstract of Accounts 2- Income and Expenditure -Sectoral Contribution
Head of Account 2000-01 2001-02 2002-03 2003-04 Average Percentage to Total
CAPITAL ACCOUNT III Capital Income A Capital Loans 1 Public Works and Roads ------2 Street Lighting ------3 Public Health & Conservancy ------4 Education ------5 Others 98.40 30.26 82.99 8.71 55.09 Capital Loans 98.40 30.26 82.99 8.71 55.09
B Capital Grants and Contribution 1 Public Works and Roads ------2 Education ------3 Others 1.60 69.48 17.01 72.83 40.23 4 Eleventh Finance Commission Grants ------Capital Grants and Contribution 1.60 69.48 17.01 72.83 40.23
C Own Sources 1 Transfer from Revenue Account - 0.26 - 18.46 4.68 2 Sale of Municipal Property ------Own Sources- Capital - 0.26 - 18.46 4.68
Total- Capital Income 100.00 100.00 100.00 100.00 100.00
Water and Drainage Fund D Capital Loans 1 Water Supply ------2 Sewerage & Sanitation ------Capital Loans W&D Fund ------
E Capital Grants and Contribution 1 Water Supply - - - 58.04 14.51 2 Sewerage & Sanitation ------W&D -Capital Grants and Contribution - - - 58.04 14.51
F Own Sources 1 Water Connection Charge 100.00 100.00 100.00 41.96 85.49 2 Sewerage Connection Charge ------W&D Own Sources- Capital 100.00 100.00 100.00 41.96 85.49
Total W&D Fund- Capital Income 100.00 100.00 100.00 100.00 100.00
Total- Capital Income 100.00 100.00 100.00 100.00 100.00
17- Abstract of Accounts 7/16 Business Plan - Karaikudi Municipality Appendix - IV Appendix IV: Municipal Finances 17- Karaikudi Municipality - Abstract of Accounts 2- Income and Expenditure -Sectoral Contribution
Head of Account 2000-01 2001-02 2002-03 2003-04 Average Percentage to Total IV Capital Expenditure 1 General 7.46 - 5.45 6.35 4.82 2 Remunerative Schemes ------3 Public Works and Roads 87.69 - 28.61 - 29.08 4 Street Lighting 1.35 - - - 0.34 5 Public Health & Conservancy 1.14 - - - 0.28 6 Education 2.36 - 65.94 93.65 40.49 7 Others ------Total - Capital Expenditure Excl W&D Fund 100.00 - 100.00 100.00 75.00
Water and Drainage Fund 8 Water Supply 79.75 100.00 100.00 88.03 91.95 9 Sewerage & Sanitation 20.25 - - 11.97 8.05 Total W&D Fund- Capital Expenditure 100.00 100.00 100.00 100.00 100.00
Total - Capital Expenditure 100.00 100.00 100.00 100.00 100.00
Operating Surplus (W&D Capital Account) Operating Surplus (Capital Account) Operating Surplus (Over all excluding revenue transfer)
EXTRAORDINARY ACCOUNT V EA Income 1 Cash at Bank/ in Hand 36.20 - - - 9.05 3 Cess Income 28.18 - - - 7.05 4 Cash Deposit 10.63 37.46 75.44 71.85 48.85 5 Staff Advance 0.04 23.98 8.45 28.15 15.16 6 Security Deposit 24.95 38.55 16.11 - 19.90 7 Miscellaneous 36.20 - - - 9.05
Total- EA Income 100.00 100.00 100.00 100.00 100.00
VI EA Expenditure 1 Cess Transfers ------2 Other- Deposits - - 45.30 63.79 27.27 3 PF and Pension - - 51.06 - 12.76 4 Miscellaneous 100.00 100.00 3.64 36.21 59.96
Total- EA Expenditure 100.00 100.00 100.00 100.00 100.00
Operating Surplus (Extraordinary Account)
17- Abstract of Accounts 8/16 Business Plan - Karaikudi Municipality Appendix - IV Appendix IV: Municipal Finances 17- Karaikudi Municipality - Abstract of Accounts 3- Income and Expenditure -Growth Trends
Head of Account 2000-01 2001-02 2002-03 2003-04 Average Percentage increase over previous year Opening Balance
REVENUE ACCOUNT I Revenue Income A Tax- Own Sources 1 Property Tax (General Purpose) - 58% of Total PT -- 0.07 8.67 8.69 5.81 2 Property Tax (Education Purpose) - 16% of Total PT -- 0.07 8.67 8.69 5.81 3 Profession Tax -- 3.40 41.36 (54.59) (3.28) 4 Other Taxes & Charges -- 10,356.85 (97.96) -- 5,129.45 Tax- Own Sources -- 0.78 10.07 3.83 4.89
B Assigned Revenues 1 Entertainment Tax -- (9.81) 4.43 (8.55) (4.64) 2 Surcharge on Stamp Duty -- 33.67 76.19 16.27 42.04 3 Other Transfers ------Assigned Revenues -- 17.03 54.54 11.27 27.61
C Non Tax- Own Sources 1 Income from Municipal Properties and Markets -- (69.99) 284.54 (71.21) 47.78 2 License Income (Trade, etc.) -- (18.82) 167.49 (51.17) 32.50 3 Income from Special Services -- 78.57 (98.40) 1,150.00 376.72 4 Income from Sale Proceeds -- (5.64) (94.39) 1,167.33 355.77 5 Income from Fees and Fines -- 15.51 71.31 11.72 32.85 6 Income from Interest on Deposits -- -- 201.89 100.40 151.15 7 Income from Investments(Excl. Interest) ------8 Miscellaneous Income -- 5.62 37.99 13.83 19.15 Non Tax- Own Sources -- (27.73) 102.11 (24.20) 16.73
D Revenue Grants 1 State Finance Commission Grant -- (38.71) 246.06 (79.92) 42.48 2 Other Grants -- 41.01 -- -- 41.01 Revenue Grants -- (20.88) 108.14 (71.90) 5.12
Total- Revenue Income (Excl. W&D Fund) -- (7.59) 50.41 (20.74) 7.36
E Water and Drainage Fund 1 Water & Drainage Tax - 26% of Total PT -- 0.07 8.67 8.69 5.81 2 Water Charges -- 1.07 15.45 (22.96) (2.15) 3 Drainage Charges ------4 Income from Interest on Deposits ------233.33 233.33 5 Water Supply & Sanitation Grant ------6 Other Income ------Total- W&D Fund Revenue Income -- 0.43 11.40 (4.33) 2.50 - Total- Revenue Income -- (6.02) 42.25 (18.05) 6.06
17- Abstract of Accounts 9/16 Business Plan - Karaikudi Municipality Appendix - IV Appendix IV: Municipal Finances 17- Karaikudi Municipality - Abstract of Accounts 3- Income and Expenditure -Growth Trends
Head of Account 2000-01 2001-02 2002-03 2003-04 Average Percentage increase over previous year
II Revenue Expenditure A General Administration 1 Staff Salary and Employee Related Expenses -- (0.90) 17.86 6.60 7.85 2 Allowances to Elected Representatives -- 24.32 (0.72) (2.19) 7.14 3 General Expenses -- 217.67 (60.80) 19.79 58.89 4 Pensions and Gratuities -- (3.35) 5.79 46.43 16.29 5 Education - Staff Salary ------6 Miscellaneous -- (18.65) 4.09 43.46 9.63 Establishment -- 0.79 13.13 12.98 8.97
B Operation & Maintenance 1 General Expenses -- 148.83 (25.68) (15.58) 35.86 2 Public Works and Roads -- (3.46) 28.24 337.51 120.77 3 Public Health and Conservancy -- (71.89) 261.16 694.97 294.74 4 Contractor Payment- Conservancy ------5 Street Lighting (including Electricity Charges) -- (12.27) 7.59 120.73 38.68 6 Education -- -- 86.31 (99.11) (6.40) 7 Vehicle and Equipment Maintenance -- (11.10) 23.67 (2.97) 3.20 8 Miscellaneous -- (96.26) 1,246.67 30.20 393.54 Operation & Maintenance -- 15.23 23.85 106.84 48.64
C Debt Servicing 1 Public Works and Roads ------2 Public Health and Conservancy ------3 Others -- -- 100.00 (8.00) 46.00 Debt Servicing -- -- 100.00 (8.00) 46.00 Total- Revenue Expenditure (Excl. W&D Fund) -- 4.85 16.48 27.29 16.21
D Water and Sanitation Fund 1 Staff Salary & Employee Related Expenses -- 81.63 8.17 (45.54) 14.75 2 Administration Expenses ------3 Equipment Maintenance & Repairs -- (29.85) (65.93) (14.49) (36.76) 4 Board Payment ------5 Electricity Charges -- (21.99) 27.17 66.11 23.76 6 Vehicle Maintenance & Repairs -- 733.23 (27.83) (68.27) 212.38 7 Miscellaneous -- (3.84) (18.25) 172.81 50.24 8 Debt Servicing- Old -- 98.58 (68.28) 50.00 26.77 Total- W&D Fund Revenue Expenditure -- 21.82 (13.47) 36.13 14.82
Total- Revenue Expenditure -- 8.17 9.88 28.82 15.63
Operating Surplus (W&D Revenue Fund) Operating Surplus (Revenue Account) Closing Balance-(Revenue Account)
Transfer to Capital Account
17- Abstract of Accounts 10/16 Business Plan - Karaikudi Municipality Appendix - IV Appendix IV: Municipal Finances 17- Karaikudi Municipality - Abstract of Accounts 3- Income and Expenditure -Growth Trends
Head of Account 2000-01 2001-02 2002-03 2003-04 Average Percentage increase over previous year
CAPITAL ACCOUNT III Capital Income A Capital Loans 1 Public Works and Roads ------2 Street Lighting ------3 Public Health & Conservancy ------4 Education ------5 Others -- (96.60) 224.61 24.51 50.84 Capital Loans -- (96.60) 224.61 24.51 50.84
B Capital Grants and Contribution 1 Public Works and Roads ------2 Education ------3 Others -- 381.82 (71.02) 4,977.60 1,762.80 4 Eleventh Finance Commission Grants ------Capital Grants and Contribution -- 381.82 (71.02) 4,977.60 1,762.80
C Own Sources 1 Transfer from Revenue Account ------2 Sale of Municipal Property ------Own Sources- Capital ------
Total- Capital Income -- (88.93) 18.35 1,086.13 338.52
Water and Drainage Fund D Capital Loans 1 Water Supply ------2 Sewerage & Sanitation ------Capital Loans W&D Fund ------
E Capital Grants and Contribution 1 Water Supply ------2 Sewerage & Sanitation ------W&D -Capital Grants and Contribution ------
F Own Sources 1 Water Connection Charge -- 154.10 32.54 22.24 69.63 2 Sewerage Connection Charge ------W&D Own Sources- Capital -- 154.10 32.54 22.24 69.63
Total W&D Fund- Capital Income -- 154.10 32.54 191.35 126.00
Total- Capital Income -- (77.53) 25.88 586.40 178.25
17- Abstract of Accounts 11/16 Business Plan - Karaikudi Municipality Appendix - IV Appendix IV: Municipal Finances 17- Karaikudi Municipality - Abstract of Accounts 3- Income and Expenditure -Growth Trends
Head of Account 2000-01 2001-02 2002-03 2003-04 Average Percentage increase over previous year IV Capital Expenditure 1 General ------157.00 157.00 2 Remunerative Schemes ------3 Public Works and Roads ------4 Street Lighting ------5 Public Health & Conservancy ------6 Education ------213.06 213.06 7 Others ------Total - Capital Expenditure Excl W&D Fund ------120.44 120.44
Water and Drainage Fund 8 Water Supply -- (99.91) 840.00 21,704.26 7,481.45 9 Sewerage & Sanitation ------Total W&D Fund- Capital Expenditure -- (99.92) 840.00 24,668.09 8,469.39
Total - Capital Expenditure -- (99.98) 37,540.00 733.48 12,724.50
Operating Surplus (W&D Capital Account) Operating Surplus (Capital Account) Operating Surplus (Over all excluding revenue transfer)
EXTRAORDINARY ACCOUNT V EA Income 1 Cash at Bank/ in Hand 3 Cess Income ------4 Cash Deposit -- (54.77) 190.22 (54.52) 26.98 5 Staff Advance -- 8,530.14 (49.21) 59.06 2,846.66 6 Security Deposit -- (80.16) (39.76) -- (59.96) 7 Miscellaneous ------
Total- EA Income -- (87.16) 44.13 (52.25) (31.76)
VI EA Expenditure 1 Cess Transfers ------2 Other- Deposits ------(87.06) (87.06) 3 PF and Pension ------4 Miscellaneous -- (84.91) 177.78 (8.60) 28.09
Total- EA Expenditure -- (84.91) 7,527.78 (90.81) 2,450.69
Operating Surplus (Extraordinary Account)
17- Abstract of Accounts 12/16 Business Plan - Karaikudi Municipality Appendix - IV Appendix IV: Municipal Finances 17- Karaikudi Municipality - Abstract of Accounts 4- FOP Assumptions
Head of Account SAGR CAGR CAGR Variable % pa % pa Rs. pc/ pa %pa Opening Balance
REVENUE ACCOUNT I Revenue Income A Tax- Own Sources 1 Property Tax (General Purpose) - 58% of Total PT 5.81 5.73 4.73 2 Property Tax (Education Purpose) - 16% of Total PT 5.81 5.73 4.73 3 Profession Tax (3.28) (12.77) (13.59) 5.00% 4 Other Taxes & Charges 5,129.45 (100.00) (100.00) 5.00% Tax- Own Sources 4.89 4.82 3.83
B Assigned Revenues 1 Entertainment Tax (4.64) (4.85) (5.75) 5.00% 2 Surcharge on Stamp Duty 42.04 39.90 38.58 15.00% 3 Other Transfers -- (100.00) -- 5.00% Assigned Revenues 27.61 26.25 25.06
C Non Tax- Own Sources 1 Income from Municipal Properties and Markets 47.78 (30.74) (31.40) 10.00% 2 License Income (Trade, etc.) 32.50 1.97 1.01 5.00% 3 Income from Special Services 376.72 (29.05) (29.72) 5.00% 4 Income from Sale Proceeds 355.77 (12.45) (13.28) 5.00% 5 Income from Fees and Fines 32.85 30.27 29.04 15.00% 6 Income from Interest on Deposits 151.15 145.97 -- 6.00% 7 Income from Investments(Excl. Interest) ------5.00% 8 Miscellaneous Income 19.15 18.38 17.27 10.00% Non Tax- Own Sources 16.73 3.45 2.48
D Revenue Grants 1 State Finance Commission Grant 42.48 (24.76) (25.47) 15.00% 2 Other Grants 41.01 (16.09) (16.89) 5.00% Revenue Grants 5.12 (22.65) (23.38)
Total- Revenue Income (Excl. W&D Fund) 7.36 3.28 2.31
E Water and Drainage Fund 1 Water & Drainage Tax - 26% of Total PT 5.81 5.73 4.73 2 Water Charges (2.15) (3.49) (4.40) 3 Drainage Charges -- (100.00) (100.00) 4 Income from Interest on Deposits 233.33 233.33 -- 15.00% 5 Water Supply & Sanitation Grant ------5.00% 6 Other Income ------5.00% Total- W&D Fund Revenue Income 2.50 2.29 1.33
Total- Revenue Income 6.06 3.09 2.12
17- Abstract of Accounts 13/16 Business Plan - Karaikudi Municipality Appendix - IV Appendix IV: Municipal Finances 17- Karaikudi Municipality - Abstract of Accounts 4- FOP Assumptions
Head of Account SAGR CAGR CAGR Variable % pa % pa Rs. pc/ pa %pa
II Revenue Expenditure A General Administration 1 Staff Salary and Employee Related Expenses 7.85 7.58 6.56 8.00% 2 Allowances to Elected Representatives 7.14 6.48 5.47 5.00% 3 General Expenses 58.89 14.26 13.18 13.00% 4 Pensions and Gratuities 16.29 14.40 13.32 5.00% 5 Education - Staff Salary ------5.00% 6 Miscellaneous 9.63 6.70 5.69 15.00% Establishment 8.97 8.81 7.78
B Operation & Maintenance 1 General Expenses 35.86 16.01 14.91 5.00% 2 Public Works and Roads 120.77 75.62 73.96 5.00% 3 Public Health and Conservancy 294.74 100.58 98.68 15.00% 4 Contractor Payment- Conservancy ------0.00% 5 Street Lighting (including Electricity Charges) 38.68 27.72 26.52 20.00% 6 Education (6.40) (87.09) -- 5.00% 7 Vehicle and Equipment Maintenance 3.20 2.18 1.22 5.00% 8 Miscellaneous 393.54 (13.11) (13.93) 5.00% Operation & Maintenance 48.64 43.45 42.09
C Debt Servicing 1 Public Works and Roads ------2 Public Health and Conservancy ------3 Others 46.00 35.65 -- Debt Servicing 46.00 35.65 -- Total- Revenue Expenditure (Excl. W&D Fund) 16.21 15.84 14.75
D Water and Sanitation Fund 1 Staff Salary & Employee Related Expenses 14.75 2.28 1.31 5.00% 2 Administration Expenses ------5.00% 3 Equipment Maintenance & Repairs (36.76) (41.10) (41.65) 5.00% 4 Board Payment ------5.00% 5 Electricity Charges 23.76 18.11 17.00 15.00% 6 Vehicle Maintenance & Repairs 212.38 24.03 22.86 15.00% 7 Miscellaneous 50.24 28.96 27.74 10.00% 8 Debt Servicing- Old 26.77 (1.87) (2.80) Total- W&D Fund Revenue Expenditure 14.82 12.79 11.73
Total- Revenue Expenditure 15.63 15.26 14.17
Operating Surplus (W&D Revenue Fund) Operating Surplus (Revenue Account) Closing Balance-(Revenue Account)
Transfer to Capital Account
17- Abstract of Accounts 14/16 Business Plan - Karaikudi Municipality Appendix - IV Appendix IV: Municipal Finances 17- Karaikudi Municipality - Abstract of Accounts 4- FOP Assumptions
Head of Account SAGR CAGR CAGR Variable % pa % pa Rs. pc/ pa %pa
CAPITAL ACCOUNT III Capital Income A Capital Loans 1 Public Works and Roads ------2 Street Lighting ------3 Public Health & Conservancy ------4 Education ------5 Others 50.84 (48.37) -- Capital Loans 50.84 (48.37) --
B Capital Grants and Contribution 1 Public Works and Roads ------5.00% 2 Education ------5.00% 3 Others 1,762.80 313.89 309.99 15.00% 4 Eleventh Finance Commission Grants ------5.00% Capital Grants and Contribution 1,762.80 313.89 309.99 15.00%
C Own Sources 1 Transfer from Revenue Account -- 3,043.56 -- 2 Sale of Municipal Property ------Own Sources- Capital -- 3,043.56 --
Total- Capital Income 338.52 15.84 14.75
Water and Drainage Fund D Capital Loans 1 Water Supply ------2 Sewerage & Sanitation ------Capital Loans W&D Fund ------
E Capital Grants and Contribution 1 Water Supply ------5.00% 2 Sewerage & Sanitation ------5.00% W&D -Capital Grants and Contribution ------
F Own Sources 1 Water Connection Charge 69.63 60.27 58.76 2 Sewerage Connection Charge ------W&D Own Sources- Capital 69.63 60.27 58.76
Total W&D Fund- Capital Income 126.00 114.09 112.07
Total- Capital Income 178.25 24.76 23.58
17- Abstract of Accounts 15/16 Business Plan - Karaikudi Municipality Appendix - IV Appendix IV: Municipal Finances 17- Karaikudi Municipality - Abstract of Accounts 4- FOP Assumptions
Head of Account SAGR CAGR CAGR Variable % pa % pa Rs. pc/ pa %pa IV Capital Expenditure 1 General 157.00 (46.54) (47.04) 2 Remunerative Schemes ------3 Public Works and Roads -- (100.00) (100.00) 4 Street Lighting -- (100.00) (100.00) 5 Public Health & Conservancy -- (100.00) (100.00) 6 Education 213.06 92.52 90.70 7 Others ------Total - Capital Expenditure Excl W&D Fund 120.44 (43.59) (44.13)
Water and Drainage Fund 8 Water Supply 7,481.45 24.83 23.65 9 Sewerage & Sanitation -- 1.36 0.40 Total W&D Fund- Capital Expenditure 8,469.39 20.79 19.65
Total - Capital Expenditure 12,724.50 (18.66) (19.43)
Operating Surplus (W&D Capital Account) Operating Surplus (Capital Account) Operating Surplus (Over all excluding revenue transfer)
EXTRAORDINARY ACCOUNT V EA Income 1 Cash at Bank/ in Hand 3 Cess Income -- (100.00) 4 Cash Deposit 26.98 (15.80) 5 Staff Advance 2,846.66 311.59 6 Security Deposit (59.96) (100.00) 7 Miscellaneous -- (100.00)
Total- EA Income (31.76) (55.46)
VI EA Expenditure 1 Cess Transfers -- -- 2 Other- Deposits (87.06) (87.06) 3 PF and Pension -- (100.00) 4 Miscellaneous 28.09 (27.36)
Total- EA Expenditure 2,450.69 1.91
Operating Surplus (Extraordinary Account)
17- Abstract of Accounts 16/16 TNUIFSL_CCP_BP_Karaikudi Appendix IV: Ward Level Priorities - Short Term Project Details
Sector Component Quantity Unit Cost (Rs. Lakhs) Ward 1 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT - Km - iv Up-gradation - Earthen to BT 2.81 Km 28.05 v New Formation - CC Roads 0.34 Km 19.28 vi New Formation - BT Roads 0.82 Km 8.21 vii New Formation - WBM Roads 0.67 Km 4.53 2 CIP-Water i Distribution Network Reach 1.80 Km 5.40 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open 1.06 Km 8.97 ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed - Km - iv New Formation - Pucca Open 1.10 Km 13.53 v New Formation - Pucca Closed 4.02 Km 58.33 4 CIP-Street Lights i No. of Tube Lights - No.s - ii No. of High Power Lamps 37.00 No.s 3.33 5 CIP-Slums i Seats of Public Conveniences 30.08 No.s 18.80
Ward 2 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT 1.39 Km 6.26 iv Up-gradation - Earthen to BT - Km - v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 0.92 Km 2.76 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 1.26 Km 12.58 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed 0.43 Km 6.26 4 CIP-Street Lights i No. of Tube Lights 54.00 No.s 2.43 ii No. of High Power Lamps 17.00 No.s 1.53 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 3 1 CIP-Roads i Widening 1.36 Km 5.44 ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT 1.38 Km 6.19 iv Up-gradation - Earthen to BT 0.60 Km 6.00 v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 1.89 Km 5.67 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km -
1 TNUIFSL_CCP_BP_Karaikudi Sector Component Quantity Unit Cost (Rs. Lakhs) ii Upgradation - Kutcha to Pucca Closed 0.85 Km 7.82 iii Upgradation - Pucca Open to Closed 1.93 Km 19.34 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed 0.56 Km 8.08 4 CIP-Street Lights i No. of Tube Lights 77.00 No.s 3.47 ii No. of High Power Lamps 28.00 No.s 2.52 5 CIP-Slums i Seats of Public Conveniences 13.55 No.s 8.47
Ward 4 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC 0.10 Km 0.10 iii Up-gradation - WBM to BT 0.35 Km 1.58 iv Up-gradation - Earthen to BT 0.32 Km 3.20 v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach - Km - 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 1.25 Km 12.48 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed - Km - 4 CIP-Street Lights i No. of Tube Lights - No.s - ii No. of High Power Lamps 9.00 No.s 0.81 5 CIP-Slums i Seats of Public Conveniences 22.36 No.s 13.97
Ward 5 1 CIP-Roads i Widening 1.77 Km 7.09 ii Up-gradation - BT to CC 0.34 Km 0.34 iii Up-gradation - WBM to BT 1.31 Km 5.88 iv Up-gradation - Earthen to BT - Km - v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 3.51 Km 10.53 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 1.05 Km 10.53 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed 3.05 Km 44.24 4 CIP-Street Lights i No. of Tube Lights 18.00 No.s 0.81 ii No. of High Power Lamps 44.00 No.s 3.96 5 CIP-Slums i Seats of Public Conveniences 69.02 No.s 43.14
Ward 6 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC 0.27 Km 0.27 iii Up-gradation - WBM to BT 1.97 Km 8.86 iv Up-gradation - Earthen to BT 0.54 Km 5.35
2 TNUIFSL_CCP_BP_Karaikudi Sector Component Quantity Unit Cost (Rs. Lakhs) v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 0.57 Km 1.71 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 3.18 Km 31.84 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed - Km - 4 CIP-Street Lights i No. of Tube Lights 68.00 No.s 3.06 ii No. of High Power Lamps 31.00 No.s 2.79 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 7 1 CIP-Roads i Widening 0.96 Km 3.85 ii Up-gradation - BT to CC 0.28 Km 0.28 iii Up-gradation - WBM to BT 1.49 Km 6.69 iv Up-gradation - Earthen to BT 0.62 Km 6.20 v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 1.50 Km 4.50 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed - Km - iv New Formation - Pucca Open 1.52 Km 18.63 v New Formation - Pucca Closed 3.35 Km 48.54 4 CIP-Street Lights i No. of Tube Lights - No.s - ii No. of High Power Lamps 36.00 No.s 3.24 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 8 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT - Km - iv Up-gradation - Earthen to BT 1.25 Km 12.50 v New Formation - CC Roads - Km - vi New Formation - BT Roads 6.34 Km 63.44 vii New Formation - WBM Roads 1.06 Km 7.13 2 CIP-Water i Distribution Network Reach 6.61 Km 19.83 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed - Km - iv New Formation - Pucca Open 5.01 Km 61.39 v New Formation - Pucca Closed 6.84 Km 99.25 4 CIP-Street Lights i No. of Tube Lights - No.s - ii No. of High Power Lamps 57.00 No.s 5.13 5 CIP-Slums
3 TNUIFSL_CCP_BP_Karaikudi Sector Component Quantity Unit Cost (Rs. Lakhs) i Seats of Public Conveniences - No.s -
Ward 9 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC 0.48 Km 0.48 iii Up-gradation - WBM to BT 1.34 Km 6.04 iv Up-gradation - Earthen to BT 2.66 Km 26.60 v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 2.25 Km 6.75 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed - Km - iv New Formation - Pucca Open 4.35 Km 53.33 v New Formation - Pucca Closed 5.75 Km 83.36 4 CIP-Street Lights i No. of Tube Lights 74.00 No.s 3.33 ii No. of High Power Lamps 43.00 No.s 3.87 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 10 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT - Km - iv Up-gradation - Earthen to BT 0.16 Km 1.60 v New Formation - CC Roads - Km - vi New Formation - BT Roads 1.29 Km 12.92 vii New Formation - WBM Roads 0.49 Km 3.34 2 CIP-Water i Distribution Network Reach 1.77 Km 5.31 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 0.59 Km 5.87 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed 2.34 Km 33.98 4 CIP-Street Lights i No. of Tube Lights 81.00 No.s 3.65 ii No. of High Power Lamps 30.00 No.s 2.70 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 11 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC 0.11 Km 0.11 iii Up-gradation - WBM to BT 1.89 Km 8.49 iv Up-gradation - Earthen to BT - Km - v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 0.57 Km 1.71 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km -
4 TNUIFSL_CCP_BP_Karaikudi Sector Component Quantity Unit Cost (Rs. Lakhs) iii Upgradation - Pucca Open to Closed 2.48 Km 24.76 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed - Km - 4 CIP-Street Lights i No. of Tube Lights 69.00 No.s 3.11 ii No. of High Power Lamps 24.00 No.s 2.16 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 12 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT - Km - iv Up-gradation - Earthen to BT - Km - v New Formation - CC Roads 0.02 Km 1.18 vi New Formation - BT Roads 0.19 Km 1.88 vii New Formation - WBM Roads 0.14 Km 0.92 2 CIP-Water i Distribution Network Reach - Km - 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 1.54 Km 15.41 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed - Km - 4 CIP-Street Lights i No. of Tube Lights 42.00 No.s 1.89 ii No. of High Power Lamps 16.00 No.s 1.44 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 13 1 CIP-Roads i Widening 1.11 Km 4.44 ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT 1.61 Km 7.24 iv Up-gradation - Earthen to BT - Km - v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 1.70 Km 5.10 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 3.26 Km 32.64 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed - Km - 4 CIP-Street Lights i No. of Tube Lights 82.00 No.s 3.69 ii No. of High Power Lamps 28.00 No.s 2.52 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 14 1 CIP-Roads i Widening 1.36 Km 5.44 ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT 2.20 Km 9.90 iv Up-gradation - Earthen to BT - Km - v New Formation - CC Roads - Km -
5 TNUIFSL_CCP_BP_Karaikudi Sector Component Quantity Unit Cost (Rs. Lakhs) vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 1.21 Km 3.63 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 3.50 Km 34.99 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed 0.77 Km 11.22 4 CIP-Street Lights i No. of Tube Lights 138.00 No.s 6.21 ii No. of High Power Lamps 42.00 No.s 3.78 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 15 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT 2.43 Km 10.92 iv Up-gradation - Earthen to BT - Km - v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 1.25 Km 3.75 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 2.78 Km 27.76 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed - Km - 4 CIP-Street Lights i No. of Tube Lights 41.00 No.s 1.85 ii No. of High Power Lamps 20.00 No.s 1.80 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 16 1 CIP-Roads i Widening 0.38 Km 1.53 ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT 0.70 Km 3.15 iv Up-gradation - Earthen to BT - Km - v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 1.04 Km 3.12 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 1.86 Km 18.56 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed - Km - 4 CIP-Street Lights i No. of Tube Lights 14.00 No.s 0.63 ii No. of High Power Lamps 1.00 No.s 0.09 5 CIP-Slums i Seats of Public Conveniences - No.s -
6 TNUIFSL_CCP_BP_Karaikudi Sector Component Quantity Unit Cost (Rs. Lakhs)
Ward 17 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT - Km - iv Up-gradation - Earthen to BT - Km - v New Formation - CC Roads 0.21 Km 11.88 vi New Formation - BT Roads - Km - vii New Formation - WBM Roads 0.21 Km 1.42 2 CIP-Water i Distribution Network Reach 1.94 Km 5.82 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 2.48 Km 24.79 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed - Km - 4 CIP-Street Lights i No. of Tube Lights 46.00 No.s 2.07 ii No. of High Power Lamps 19.00 No.s 1.71 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 18 1 CIP-Roads i Widening 1.31 Km 5.23 ii Up-gradation - BT to CC 0.15 Km 0.15 iii Up-gradation - WBM to BT - Km - iv Up-gradation - Earthen to BT - Km - v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 0.75 Km 2.25 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 1.74 Km 17.44 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed - Km - 4 CIP-Street Lights i No. of Tube Lights - No.s - ii No. of High Power Lamps 5.00 No.s 0.45 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 19 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT 1.10 Km 4.94 iv Up-gradation - Earthen to BT 0.89 Km 8.86 v New Formation - CC Roads - Km - vi New Formation - BT Roads 4.05 Km 40.51 vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 8.87 Km 26.61 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open 0.57 Km 4.80 ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed - Km -
7 TNUIFSL_CCP_BP_Karaikudi Sector Component Quantity Unit Cost (Rs. Lakhs) iv New Formation - Pucca Open 1.84 Km 22.56 v New Formation - Pucca Closed 7.35 Km 106.50 4 CIP-Street Lights i No. of Tube Lights 179.00 No.s 8.06 ii No. of High Power Lamps 77.00 No.s 6.93 5 CIP-Slums i Seats of Public Conveniences 30.75 No.s 19.22
Ward 20 1 CIP-Roads i Widening 2.45 Km 9.79 ii Up-gradation - BT to CC 0.27 Km 0.27 iii Up-gradation - WBM to BT - Km - iv Up-gradation - Earthen to BT - Km - v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 2.13 Km 6.39 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 2.17 Km 21.70 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed 1.09 Km 15.86 4 CIP-Street Lights i No. of Tube Lights 69.00 No.s 3.11 ii No. of High Power Lamps 30.00 No.s 2.70 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 21 1 CIP-Roads i Widening 2.08 Km 8.33 ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT 1.32 Km 5.96 iv Up-gradation - Earthen to BT 0.27 Km 2.70 v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 2.10 Km 6.30 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 1.65 Km 16.54 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed 2.76 Km 39.98 4 CIP-Street Lights i No. of Tube Lights 71.00 No.s 3.20 ii No. of High Power Lamps 25.00 No.s 2.25 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 22 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC 0.10 Km 0.10 iii Up-gradation - WBM to BT 0.85 Km 3.80 iv Up-gradation - Earthen to BT 0.46 Km 4.61 v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km -
8 TNUIFSL_CCP_BP_Karaikudi Sector Component Quantity Unit Cost (Rs. Lakhs) vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 2.38 Km 7.14 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed 1.18 Km 10.87 iii Upgradation - Pucca Open to Closed 0.27 Km 2.73 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed 1.58 Km 22.90 4 CIP-Street Lights i No. of Tube Lights 63.00 No.s 2.84 ii No. of High Power Lamps 13.00 No.s 1.17 5 CIP-Slums i Seats of Public Conveniences 2.92 No.s 1.83
Ward 23 1 CIP-Roads i Widening 0.21 Km 0.84 ii Up-gradation - BT to CC 0.19 Km 0.19 iii Up-gradation - WBM to BT 0.42 Km 1.87 iv Up-gradation - Earthen to BT 0.53 Km 5.30 v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 1.69 Km 5.07 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed 0.85 Km 7.82 iii Upgradation - Pucca Open to Closed 1.69 Km 16.88 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed - Km - 4 CIP-Street Lights i No. of Tube Lights 36.00 No.s 1.62 ii No. of High Power Lamps 10.00 No.s 0.90 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 24 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT 1.63 Km 7.35 iv Up-gradation - Earthen to BT 0.33 Km 3.30 v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 2.07 Km 6.21 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed 0.95 Km 8.79 iii Upgradation - Pucca Open to Closed 2.68 Km 26.81 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed - Km - 4 CIP-Street Lights i No. of Tube Lights 111.00 No.s 5.00 ii No. of High Power Lamps 32.00 No.s 2.88 5 CIP-Slums i Seats of Public Conveniences - No.s -
9 TNUIFSL_CCP_BP_Karaikudi Sector Component Quantity Unit Cost (Rs. Lakhs) Ward 25 1 CIP-Roads i Widening 0.44 Km 1.74 ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT - Km - iv Up-gradation - Earthen to BT 0.60 Km 6.00 v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads 0.06 Km 0.43 2 CIP-Water i Distribution Network Reach 1.01 Km 3.03 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 0.62 Km 6.18 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed 1.16 Km 16.79 4 CIP-Street Lights i No. of Tube Lights - No.s - ii No. of High Power Lamps 10.00 No.s 0.90 5 CIP-Slums i Seats of Public Conveniences 11.71 No.s 7.32
Ward 26 1 CIP-Roads i Widening 2.02 Km 8.10 ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT - Km - iv Up-gradation - Earthen to BT - Km - v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 1.78 Km 5.34 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 3.47 Km 34.71 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed - Km - 4 CIP-Street Lights i No. of Tube Lights 65.00 No.s 2.93 ii No. of High Power Lamps 31.00 No.s 2.79 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 27 1 CIP-Roads i Widening 1.77 Km 7.06 ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT - Km - iv Up-gradation - Earthen to BT - Km - v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 2.07 Km 6.21 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 2.12 Km 21.18 iv New Formation - Pucca Open - Km -
10 TNUIFSL_CCP_BP_Karaikudi Sector Component Quantity Unit Cost (Rs. Lakhs) v New Formation - Pucca Closed - Km - 4 CIP-Street Lights i No. of Tube Lights 44.00 No.s 1.98 ii No. of High Power Lamps 23.00 No.s 2.07 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 28 1 CIP-Roads i Widening 1.56 Km 6.25 ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT 3.00 Km 13.50 iv Up-gradation - Earthen to BT - Km - v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 5.79 Km 17.37 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 0.02 Km 0.17 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed 5.46 Km 79.16 4 CIP-Street Lights i No. of Tube Lights 169.00 No.s 7.61 ii No. of High Power Lamps 54.00 No.s 4.86 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 29 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT 1.82 Km 8.19 iv Up-gradation - Earthen to BT - Km - v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 1.62 Km 4.86 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 2.46 Km 24.58 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed - Km - 4 CIP-Street Lights i No. of Tube Lights 42.00 No.s 1.89 ii No. of High Power Lamps 23.00 No.s 2.07 5 CIP-Slums i Seats of Public Conveniences - No.s -
Ward 30 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC 0.30 Km 0.30 iii Up-gradation - WBM to BT 2.70 Km 12.14 iv Up-gradation - Earthen to BT 1.00 Km 10.00 v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km -
11 TNUIFSL_CCP_BP_Karaikudi Sector Component Quantity Unit Cost (Rs. Lakhs) 2 CIP-Water i Distribution Network Reach 3.61 Km 10.83 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 1.26 Km 12.59 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed 2.35 Km 34.10 4 CIP-Street Lights i No. of Tube Lights 61.00 No.s 2.75 ii No. of High Power Lamps 38.00 No.s 3.42 5 CIP-Slums i Seats of Public Conveniences 13.49 No.s 8.43
Ward 31 1 CIP-Roads i Widening 0.15 Km 0.61 ii Up-gradation - BT to CC 0.29 Km 0.29 iii Up-gradation - WBM to BT 0.72 Km 3.24 iv Up-gradation - Earthen to BT - Km - v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 1.35 Km 4.05 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 3.49 Km 34.86 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed - Km - 4 CIP-Street Lights i No. of Tube Lights 53.00 No.s 2.39 ii No. of High Power Lamps 38.00 No.s 3.42 5 CIP-Slums i Seats of Public Conveniences 19.71 No.s 12.32
Ward 32 1 CIP-Roads i Widening 0.73 Km 2.91 ii Up-gradation - BT to CC 0.18 Km 0.18 iii Up-gradation - WBM to BT - Km - iv Up-gradation - Earthen to BT 0.35 Km 3.50 v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads 0.17 Km 1.15 2 CIP-Water i Distribution Network Reach 1.27 Km 3.81 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 2.16 Km 21.56 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed - Km - 4 CIP-Street Lights i No. of Tube Lights 18.00 No.s 0.81 ii No. of High Power Lamps 13.00 No.s 1.17 5 CIP-Slums i Seats of Public Conveniences 3.71 No.s 2.32
Ward 33 1 CIP-Roads
12 TNUIFSL_CCP_BP_Karaikudi Sector Component Quantity Unit Cost (Rs. Lakhs) i Widening 0.73 Km 2.93 ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT 0.51 Km 2.31 iv Up-gradation - Earthen to BT 0.30 Km 3.00 v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 1.66 Km 4.98 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed 0.90 Km 8.33 iii Upgradation - Pucca Open to Closed 1.84 Km 18.42 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed - Km - 4 CIP-Street Lights i No. of Tube Lights 31.00 No.s 1.40 ii No. of High Power Lamps 25.00 No.s 2.25 5 CIP-Slums i Seats of Public Conveniences 44.96 No.s 28.10
Ward 34 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT 1.88 Km 8.47 iv Up-gradation - Earthen to BT 1.40 Km 14.00 v New Formation - CC Roads - Km - vi New Formation - BT Roads 0.75 Km 7.46 vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 3.35 Km 10.05 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed 0.94 Km 8.70 iii Upgradation - Pucca Open to Closed 2.26 Km 22.64 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed 1.07 Km 15.49 4 CIP-Street Lights i No. of Tube Lights - No.s - ii No. of High Power Lamps 47.00 No.s 4.23 5 CIP-Slums i Seats of Public Conveniences 56.21 No.s 35.13
Ward 35 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC 0.15 Km 0.15 iii Up-gradation - WBM to BT 0.80 Km 3.60 iv Up-gradation - Earthen to BT 0.45 Km 4.50 v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 3.17 Km 9.51 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open 1.00 Km 8.49 ii Upgradation - Kutcha to Pucca Closed 0.03 Km 0.24 iii Upgradation - Pucca Open to Closed - Km - iv New Formation - Pucca Open - Km -
13 TNUIFSL_CCP_BP_Karaikudi Sector Component Quantity Unit Cost (Rs. Lakhs) v New Formation - Pucca Closed 4.17 Km 60.50 4 CIP-Street Lights i No. of Tube Lights 69.00 No.s 3.11 ii No. of High Power Lamps 39.00 No.s 3.51 5 CIP-Slums i Seats of Public Conveniences 29.57 No.s 18.48
Ward 36 1 CIP-Roads i Widening - Km - ii Up-gradation - BT to CC - Km - iii Up-gradation - WBM to BT 1.65 Km 7.44 iv Up-gradation - Earthen to BT 0.40 Km 4.00 v New Formation - CC Roads - Km - vi New Formation - BT Roads - Km - vii New Formation - WBM Roads - Km - 2 CIP-Water i Distribution Network Reach 2.21 Km 6.63 3 CIP-Storm water Drains i Upgradation - Kutcha to Pucca Open - Km - ii Upgradation - Kutcha to Pucca Closed - Km - iii Upgradation - Pucca Open to Closed 2.23 Km 22.33 iv New Formation - Pucca Open - Km - v New Formation - Pucca Closed 1.43 Km 20.76 4 CIP-Street Lights i No. of Tube Lights 79.00 No.s 3.56 ii No. of High Power Lamps 40.00 No.s 3.60 5 CIP-Slums i Seats of Public Conveniences - No.s -
14
Appendix VI: Draft Memorandum of Agreement
DRAFT MEMORANDUM OF AGREEMENT BETWEEN URBAN LOCAL BODY AND TAMILNADU URBAN INFRASTRUCTURE FINANCIAL SERVICES LIMITED
Dated ______
THIS AGREEMENT is made on this ______day of ______,2006 ______between the Tamilnadu Urban Infrastructure Financial Services Ltd., and Urban Local Body.
WHEREAS the projects identified in the City Corporate Cum Business Plan seeks financial assistance from the TNUIFSL under the World Bank AID.
WHEREAS the projects identified in the City Corporate Cum Business Plan, in pursuance of the requirements for Comprehensive City Development, fully detailed in the City Corporate Cum Business Plan:
AND WHEREAS the comprehensive infrastructure projects identified in the City Corporate Cum Business Plan has prepared feasibility and detailed project reports:
AND WHEREAS municipality has to implement the reform agenda, as per the timeline indicated in the reform agenda.
AND WHEREAS the projects identified in the City Corporate Cum Business Plan has considered the City Corporate cum Business Plan Report and found them consistent with the goals and objectives of CCP-BP:
Managing Director Municipal Commissioner Tamil Nadu Urban Infrastructure Financial Services Limited
NOW THE PARTIES WITNESSED as follows:
1. That the sustainable prioritize infrastructure projects identified in the City Corporate cum Business Plan report will be taken up as given in the Memorandum of Agreement.
(a) ______
(b) ______
(c) ______
2. The TNUIFSL and the Local Body should engage Third party quality control agency to check quality and audit.
3. Local Body is the responsible agency to see the progress of the projects, progress of the ongoing projects and the implementation of reforms agenda.
4. That the parties to the agreement further covenant that in case of a dispute between the parties the matter will be resolved to arbitration within the provisions of the arbitration and conciliation Act, 1996 and the rules framed there under and amended from time to time. The matter in dispute shall be referred to ______(Insert a name of an arbitrator) as arbitrator, however, in case such person refuses to act as arbitrator, or is rendered, unable because of sickness or otherwise, or dies, ______(name of the second person for arbitrator) shall act as arbitrator between the parties and the dispute shall be referred to such person and still in case this second person is not available for any reason to act as arbitrator between the parties, both parties shall name one person of their choice as arbitrator and decision such arbitration shall be final and binding on the parties.
IN WITNESS HEREOF all the parties have put their hands on these presents of Memorandum of Agreement in the presence of witnesses.
WITTNESES:
1. ______TNUIFSL
2. ______Or
Urban Local Body
(Government of Tamilnadu)
Managing Director Municipal Commissioner Tamil Nadu Urban Infrastructure Financial Services Limited