CDP Khilchipur English
CDP Khilchipur English
CDP Khilchipur English
Of
Khilchipur
District: Rajgarh State: Madhya Pradesh
Acknowledgement
This Report on City Development Plan (CDP) is a result of over two
years collective hard work of several individuals. Firstly we wish to express
our sincere thanks to Urban Administration and Development Department
(UADD), Government of Madhya Pradesh for supporting the study at such a
right time when Madhya Pradesh is Urbanising at a fast rate and the Urban
Local Bodies of the State are facing the challenge of meeting the requirements
of the growing population with limited technical and financial resources.
Special thanks are due to Shri S.N. Mishra (Principal Secretary, UADD,
GoMP) and Shri Sanjay Kumar Shukla (Commissioner, UADD, GoMP) for
leading this massive exercise for the Urban Local bodies of Madhya Pradesh.
I would like to record a special word of thanks to Mr. M.K Shrivastava (Chief Engineer,
UADD, GoMP) who provided very valuable professional and intellectual inputs and contributed
ground level knowledge to the team working on CDP for small Urban local Body (ULB) like Rajgarh,
Khilchipur, Khujner, Khujner, Talen, Boda and Zeerapur of Rajgarh District.
Output like preparing City Development Plans for all the small ULBs in a state cannot be
generated without an excellent professional coordination support given by City Managers Association
of Madhya Pradesh (CMAMP). I would like to take this opportunity on behalf of AIILSG to all the
persons working at CMAMP specially Mr. Pravin Bhagwat (Senior Urban Planner and State
Coordinator of the exercise), Moonis Ahmed Ansari (Web Content Manager), Pushkar Pansari
(Associate (Finance), Chandan Kushwah (Office Manager) who showed a constant and tiring efforts
during the entire exercise.
We are grateful to all the Urban Local Bodies for providing excellent hospitality during our
visit to the cities; Officers and the concerned staff of ULB Department in the towns who have
cooperated and provided their valuable time (during detailed discussions in the field visits) as well as
data and information for the project (when ever required).
AIILSG would like to put on record its thanks to Shri N.B Lohani (IAS (Retd.) and Advisor
to AIILSG), Shri S.K Sharma (Regional Director, AIILSG-Bhopal), Shri K.R Sharma (Deputy
Director, AIILSG-Bhopal) and all the persons working at AIILSG Regional Centre at Bhopal who
have cooperated and provided their valuable time and research inputs to the team when ever required
for the Project.
The CDP would not get completed without the immense hard work put in by the core team
members of PRUDA Unit of AIILSG. I would like to thank and congratulate Mr. Ajay R. Agrawal
(Executive Director, PRUDA), Mr. Jay N. Padalia (Associate Project Director, PRUDA) as well as all
other team members for their tiring efforts towards completion of project.
I take this opportunity on behalf of AIILSG to express gratitude to all the people who have
been instrumental in the successful completion of the project. We have all been enriched by the
experiences gained and shared during this endeavor. We hope the report will contribute in some way
towards implementation of strategies and projects in the cities in the near future.
Ranjit S. Chavan
Director General
All India Institute of Local Self-Government (AIILSG)
Mumbai
R E P O R T
Abbreviation
ADB
ADP
AIILSG
LS
M
M&E
Lump Sum
Municipality
Monitoring & Evaluation
APL
ASI
ATR
BOT
BPL
M3
MIC
MIS
MLD
MoRTH
CAA
CBO
CDP
CDS
MP
MPEB
MPHB
MPPCB
CII
CMAMP
MSW
NGO
Cubic Meter
Mayor in Council
Municipal Information System
Million Liters per Day
Ministry of Road Transport and
Highways
Madhya Pradesh
Madhya Pradesh Electricity Board
Madhya Pradesh Housing Board
Madhya Pradesh Pollution Control
Board
Municipal solid Waste
Non Government Organization
NH
NP
National Highway
Nagar Panchayat
NSDP
O&M
OG
OHT
OSD
PHED
PPH
PPP
PRA
PRUDA
PWD
SADA
SC
SH
ST
Scheduled Tribe
SWM
TCPD
KL
Government of India
Government of Madhya Pradesh
Ground Structure Reservoir
Housing and Environment Department
(GoMP)
Housing and Urban Development
Corporation Ltd
Indian National Trust for Art and
Cultural Heritage
Jawahar Lal Nehru National Urban
Renewal Mission
Kilo liter
KM
Kilo Meter
UADD
LCA
LIC
LPCD
UDA
ULB
WRD
Town
and
Country
Planning
Department, GoMP
Town
and
Country
Planning
Organization
Urban Administration and Development
Department
Ujjain Development Authority
Urban Local Body
Water Resource Department (GoMP)
CMO
CPHEEO
DCHB
DDP
DFID
DLB
DM
DoE
DoHFW
EPCO
EWS
GIS
GoI
GoMP
GSR
H&ED
HUDCO
INTACH
JNNURM
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
TCPO
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
PRUDA-AIILSG TEAM
Name
Degree / Experience
B.Arch, M.Tech
Regional Planning)
Executive
Zone)
CA Trushar Shah
Chartered Accountant
M.A
(Sociology),
M.P.S Social
development
and
(Population
Science),
PhD communications specialists
(Sociology, Biometry & Nutrition),
M. Phil (Medical Sociology),
D.L.W (Labour Welfare)
B.E CSE
B.Com, M.B.A
B. Plan (Environment)
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
(Urban
& Associate
PRUDA
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
Director,
(South
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Project Introduction
Background
The Need of Planning Interventions in MP
Madhya Pradesh is Urbanising at a fast rate and the Urban Local Bodies of the State are facing the
challenge of meeting the requirements of the growing population with limited technical and financial
resources. GoI as well as GoMP have initiated a number of programmes to meet the growing demands
of infrastructure and service delivery. These are the GoI schemes: Urban Infrastructure Development
Scheme for Small and Medium Towns (UIDSSMT) and Integrated Housing and Slum Development
Programme (IHSDP), the GoMP initiated DFID funded MPUSP, which links reform with investment
in infrastructure for the poor etc. Other than this there are several programmes that have been initiated
by the GoI and GOMP.
A City Development Plan (CDP) is an action plan for equitable growth in a city, developed and
sustained through public participation to improve the quality of life for all citizens. It provides a
framework and vision within which projects need to be identified and implemented. It establishes a
logical and consistent framework for evaluation of investment decisions.
CDP is a process by which stakeholders define their aspiration and vision for their cities with
clear priorities for actions.
CDP is a perspective urban planning exercise with institutional reforms and investment plan.
Roots of CDP emerge out of globally recommended participatory urban planning processes
like city development strategies
After the assessment of the performance of the ULBs and their capacity for exploiting the above said
resources it was felt that such a plan is essential, not only for accessing GoI / GoMP funding but also
for providing a strategic framework for converging and co-ordinating various development inputs
towards positioning the city on a development path.
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Preparation of groundwork for mobilizing funding beyond JNNURM and other existing
programmes.
Address the issue of revitalising local economic development by attracting private sector
funding.
Linkage between the overall spatial planning and policy framework of Master Plan and more
importantly into the annual municipal budgeting.
Linking the investment plan of the CDP with the municipal budgets will be crucial in
ensuring the O&M and thus sustainability of the infrastructure assets created.
Outcomes of CDP
The aim of this exercise is to support various Cities/Urban Local Bodies of Madhya Pradesh in
preparing the City Development Plan (CDP) for their respective cities. Preparation of the CDP will
consist of city development strategies that come out of a structured consultative process. The process
will enable elected representatives, key staff of ULB departments, parastatal agencies and other
institutions, policy makers and the citizens to participate and plan for spatial, social and economic
development of the concern cities. A City Development Plan (CDP) will present both a vision of a
desired future perspective for the city and the ULBs strategic framework of sectoral plans translated
into actions that define on how the ULB, together with other stakeholders, intends to work towards
achieving their long-term vision in the next five years.
The CDP should provide a comprehensive medium term strategy (Vision 2035) as well as a City
Investment Plan (CIP), based on which the concerned ULB will be able to access funds under
GoI/GoMP schemes as well as from own and other sources based on priority actions and projects
identified in the CDP .The document should also provide Financial Operating Plan (FOP) to direct the
ULBs for mobilising various financial resources to implement the identified projects.
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Specific Objectives
The CDP will scale up existing urban development and poverty alleviation schemes within a
comprehensive and coherent strategic planning framework in order to ensure optimal benefit
from available resources for the citizens of the ULBs.
The CDP should aim to catalyse new thinking and provoke debate through a consultative
stakeholder driven process. The vision and strategic thrusts of the CDP will be built around
the lessons and findings of a comprehensive and rigorous stakeholder consultation and
documentation process.
It is expected that the CDP will serve the requirements of the UIDSSMT and IHSDP
programmes as well as JNNURM and other development schemes.
The CDP will generate specific priority actions and projects that can be the basis for
mobilizing funding from diverse sources.
Methodology Adopted
AIILSGs Approach and Methodology
In respect to the Terms of Reference, as specified by UADD, GoMP; AIILSG,s project team broadly
sub-divided the entire activities into specific tasks forces as mentioned below. The task forces
involved a mix of experts and other supporting staff. The division and the allotment of work also
accommodated all the specifications and requirement mentioned in the toolkit provided by the
CMAMP. AIILSG will carry out a multi-task exercise to formulate the CDP in close collaboration
with the ULB. The main task in the exercise are as under:
TASK 1: INCEPTION STAGE
The purpose of this task is to review and analyse the current status and unique features of the city with
regard to the state of its development, systems and procedures, as equally its institutional and financial
context. This stage is meant to identify the strengths and weaknesses in the citys development and to
provide an understanding of what impedes service delivery and management within the existing setup and what contributes to better service provision. This task will consist of meeting with ULB /
District officials & stakeholders, Undertaking Reconnaissance Survey, Collecting of Secondary Data
regarding Demographic, geographic and economic profile of the city and Conducting a Kick off
Workshop.
TASK 2: PREPARING CITY PROFILE
The major activities for the task is to undertake a situation analysis, Demand Gap Analysis and
SWOT Analysis:
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Level of satisfaction
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
options and strategies and second, to evaluate the strategies from the perspective of their contribution
to the goals and objectives.
TASK 4: PROJECT IDENTIFICATION
Based on the sector specific priorities and strategies, details of projects for various sectors are to be
worked out. Details like physical aspects and financial aspects should be detailed out elaborately. This
will supported by a Workshop at ULB and District Level & a discussion at state level.
TASK 5: PREPARING A CITY INVESTMENT PLAN (CIP)
AIILSG Team will undertake meetings with different stakeholders to determine types and sources of
financing for priority projects from internal resources, state and central governments, local financial
institutions, donors, and through public-private partnerships. The implications of each of these will be
considered.
Based on the availability of resources, logical sequencing of actions and potential for immediate
implementation, the AIILSG will prepare a City Investment Plan (CIP) in consultation with ULB that
lays out the cost and revenue estimates of all priority projects in the next five years. The preparation
of the CIP is a reiterative process requiring adjustments to individual projects as well as changes in
scheduling to make the whole package work financially.
TASK 6: PREPARING A FINANCIAL OPERATION PLAN
The City Investment plan would be supported with a Financial Operating Plan (FOP). An investment
plan and a financing strategy are an integral part of the proposal. There is a need to analyze
applicability of different model of financing through PublicPrivate Partnerships for Urban
Infrastructure Development to the proposed strategy. It should focus on need for PublicPrivate
Partnerships, publicPrivate Partnership Options and other details required for PublicPrivate
Partnership Projects.
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Submission 3
Draft CDP
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Conduct Kick
off Workshop
at ULB Level
Submission 1
Inception
Report
1st Stage
presentation at
the District
Level
st
1 Stage
discussion at
the State Level
Submission 2
City Profile, Sector
Analysis, city
vision, strategy and
priority projects Report
(report on 2nd workshop)
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
Submission 4
FINAL CDP
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Description of Tasks
The consultant has to carry out a multi-stage exercise to formulate the CDP in close collaboration
with the ULB. The main stages in the exercise are:
01.
02.
03.
04.
05.
06.
Inception
Assessment of existing situation (opportunities, strengths, risks and weaknesses and gaps)
Development of city vision and sector goals and strategies
Second Workshop to develop city vision and sector goals
Development of strategies and priority actions
Draft CDP: Preparing a City Investment Plan (CIP) and a financing strategy (Financial
Operating Plan)
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
10
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
11
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Table of Contents
Abbreviation....................................................................................................................................... 2
PRUDA-AIILSG TEAM .................................................................................................................... 3
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
12
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
13
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
14
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
15
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
16
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
17
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Chapter 12: Project Prioritization, CIP & Fop For Khilchipur .....................................193
12.1. Sector Wise Project Identification And Prioritisation For Khilchipur ................................... 193
12.1.1. Water Supply ................................................................................................................... 193
12.1.2. Sewerage OR Waste Water Management ........................................................................ 195
12.1.3. Sanitation ......................................................................................................................... 196
12.1.4. Solid Waste Management ................................................................................................ 198
12.1.5. Storm Water Drainage ..................................................................................................... 199
12.1.6. Traffic and Transportation ............................................................................................... 200
12.1.7. Street Lighting & Fire Fighting System ........................................................................... 202
12.1.8. Basic Services For Urban Poor ........................................................................................ 203
12.1.9. Environment .................................................................................................................... 205
12.1.10. Urban Governance ......................................................................................................... 206
12.1.11. Social Infrastructure & Other Projects ........................................................................... 207
12.2. Capital Investment Plan For Khilchipur ................................................................................ 209
12.2.1. Water Supply ................................................................................................................... 209
12.2.2. Sewerage.......................................................................................................................... 210
12.2.3. Sanitation ......................................................................................................................... 210
12.2.4. Solid Waste Management ................................................................................................ 211
12.2.5. Storm Water Drainage ..................................................................................................... 211
12.2.6. Traffic and Transportation ............................................................................................... 211
12.2.7. Street Lighting & Fire Fighting........................................................................................ 212
12.2.8. Basic Services to the Urban Poor ..................................................................................... 213
12.2.9. Environment .................................................................................................................... 213
12.2.10. Social Infrastructure & Other Projects ........................................................................... 214
12.2.11. Urban Governance ......................................................................................................... 214
12.2.12. Summary of Investment & Phasing ............................................................................... 215
12.3. FINANCIAL OPERATING PLAN FOR KHILCHIPUR ..................................................... 216
12.3.1 Overview .......................................................................................................................... 216
12.3.2 Methodology adopted for preparing FOP ......................................................................... 217
12.3.3 Projection Of Municipal Fund With No Reform Scenario ................................................ 218
12.3.4. Projection of Municipal Fund with Proposed Investments ............................................... 220
12.3.5. Assumed Funding Pattern for CIP ................................................................................... 222
12.3.6. Additional Revenue Account due to Proposed Investments ............................................. 222
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
18
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
List of Table
Table 1.1: General Information (Rajgarh District) .............................................................................. 25
Table 1.2: Division of Rajgarh District ............................................................................................... 26
Table 1.3: Location and Regional Linkages ........................................................................................ 27
Table 1.4: Monthly Rainfall data (mm) in Rajgarh districts for the last six years ............................... 30
Table 2.1: Population Growth Khilchipur .......................................................................................... 32
Table 2.2: Composition of growth, Khilchipur (M) ........................................................................... 33
Table 2.3: Population Projections, Khilchipur (M) .......................................................................... 35
Table 2.4: Population age group of 0-6 Khilchipur ............................................................................ 36
Table 2.5: SC & ST Population Khilchipur ....................................................................................... 37
Table 3.1: Sex Ratio, Khilchipur (M) ............................................................................................... 38
Table 3.2: Literacy Rate Khilchipur ................................................................................................... 38
Table 3.3: Household & Family Size ................................................................................................. 39
Table 3.4: Workforce Classification of 2001 Khilchipur ................................................................... 39
Table 3.5: Ward wise Workforce Classification of Main Workers 2001............................................ 41
Table 3.6: Ward wise Workforce Classification of Marginal Workers 2001 ..................................... 41
Table 3.7: Trade, Commerce, Industry & Banking Khilchipur .......................................................... 43
Table 3.8: Mandi Information of Rajgarh District ............................................................................. 44
Table 4.1: Ward wise Details, Khilchipur (M) ................................................................................... 47
Table 4.2: Land availability in Khilchipur Town ............................................................................... 48
Table 4.3: Existing Land use Break up, Khilchipur (M) ................................................................ 49
Table 4.4: Existing Land use Breakup of the Developed Area, Khilchipur (M)............................. 49
Table 4.5: Residential Density Distribution, Khilchipur (M) ......................................................... 50
Table 4.6: Land Use as per UDPFI Guideline .................................................................................... 50
Table 4.7: Inappropriate Land Use / Places, Khilchipur (M).......................................................... 51
Table 4.8: Housing Gaps, Khilchipur (M) ......................................................................................... 52
Table 4.9: Identified Projects For Horizon Years In Khilchipur ........................................................ 53
Table 4.10: Proposed Strategies & Action Plans For Horizon Years in Khilchipur ............................ 54
Table 5.1: Overview of Water Supply in Khilchipur .......................................................................... 56
Table 5.2: Water Quality of Garh Ganga River .................................................................................. 58
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
19
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
20
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
21
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Table 7.9: Demand & Gap Assessment for Health Infrastructure, Khilchipur .................................. 132
Table 7.10: Demand & Gap Assessment for Other Infrastructure & Facilities, Khilchipur .............. 133
Table 7.11: Swot Analysis Of Social Infrastructure For Khilchipur ................................................. 135
Table 7.12: Identified Goals Of Improvement For Horizon Years in Khilchipur .............................. 136
Table 7.13: Identified Projects For Horizon Years In Khilchipur ..................................................... 137
Table 7.14: Proposed Strategies & Action Plans For Horizon Years in Khilchipur .......................... 138
Table 8.1: Important policies, legal provisions and authorities related to water pollution ................ 145
Table 8.2: SWOT Analysis (Environment) for Khilchipur (M) ...................................................... 146
Table 8.3: Identified Goals Of Improvement For Horizon Years in Khilchipur ................................ 147
Table 8.4: Identified Projects For Horizon Years In Khilchipur ....................................................... 148
Table 8.5: Proposed Strategies & Action Plans For Horizon Years in Khilchipur ............................ 148
Table 9.1: Reservation of post in KHILCHIPUR Nagar Parishad .................................................... 154
Table 9.2: Chart of post in KHILCHIPUR Nagar Parishad............................................................. 154
Table 9.3: Institutional responsibility Matrix, KHILCHIPUR (M) ................................................... 156
Table 9.4: Goals for Horizon Years .................................................................................................. 164
Table 9.5: Status of DPR for Urban Services .................................................................................... 172
Table 10.1: Overview of Municipal Finance of Khilchipur ............................................................. 174
Table 10.2: Composition of Revenue Income of Khilchipur ............................................................. 176
Table 10.3: Composition of Revenue Expenditure of Khilchipur ..................................................... 179
Table 10.4: Composition of Capital Income of Khilchipur ............................................................... 181
Table 10.5: Composition of Capital Expenditure of Khilchipur ....................................................... 182
Table 10.6: Key Financial Indicators for Khilchipur........................................................................ 183
Table 11.1: Status of Urban Reforms, Khilchipur ............................................................................ 187
Table 11.2: Suggested Group 1 Urban Reforms, Khilchipur (M) .................................................... 188
Table 11.3: Suggested Group 2 Urban Reforms, Khilchipur (M) .................................................... 189
Table 11.4: Suggested Group 3 Urban Reforms, Khilchipur (M) .................................................... 189
Table 11.5: Suggested Group 4 Urban Reforms, Khilchipur (M) .................................................... 189
Table 11.6: Goals for Horizon Years (Municipal Reforms) ............................................................. 190
Table 11.7: City Specific Strategies & Action Plan, Urban Reforms, Khilchipur (M) ..................... 192
Table 12.1: Proposed Projects for Water Supply for Khilchipur ...................................................... 194
Table 12.2: Proposed Projects for Sewerage for Khilchipur ............................................................ 196
Table 12.3: Proposed Projects for Sanitation for Khilchipur ............................................................ 197
Table 12.4: Proposed Projects for Solid Waste Management for Khilchipur ................................... 199
Table 12.5: Proposed Projects for Storm Water Drainage for Khilchipur ........................................ 200
Table 12.6: Proposed Projects for Traffic & Transportation for Khilchipur .................................... 202
Table 12.7: Proposed Projects for Street Lighting & Fire Fighting System for Khilchipur .............. 203
Table 12.8: Proposed Projects for Basic Services to the Urban Poor Khilchipur ............................ 204
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
22
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Table 12.9: Proposed Projects for Urban Environment for Khilchipur ............................................ 206
Table 12.10: Proposed Projects for Urban Governance for Khilchipur ............................................ 207
Table 12.11: Proposed Projects for Social Infrastructure & Other Projects for Khilchipur .............. 208
Table 12.12: Investment Phasing (Water Supply), Khilchipur ......................................................... 209
Table 12.13: Investment Phasing (Sewerage), Khilchipur ............................................................... 210
Table 12.14: Investment Phasing (Sanitation), Khilchipur............................................................... 210
Table 12.15: Investment Phasing (Solid Waste Management), Khilchipur ...................................... 211
Table 12.16: Investment Phasing (Drainage), Khilchipur ................................................................ 211
Table 12.17: Investment Phasing (Traffic and Transportation), Khilchipur ..................................... 212
Table 12.18: Investment Phasing (Street Lighting), Khilchipur ....................................................... 212
Table 12.19: Investment Phasing (Basic Services to the Urban Poor), Khilchipur .......................... 213
Table 12.20: Investment Phasing (Environment), Khilchipur .......................................................... 213
Table 12.21: Investment Phasing (Social Infrastructure & Other Projects), Khilchipur ................... 214
Table 12.22: Investment Phasing (Urban Governance & Municipal Reforms), Khilchipur ............. 214
Table 12.23: Summary of Investments, Khilchipur ......................................................................... 215
Table 12.24: Assumptions in Projecting Revenue Income, Khilchipur ............................................ 218
Table 12.25: Adopted Growth Rates for Projecting Revenue Income, Khilchipur........................... 219
Table 12.26: Assumptions in Projecting Revenue Expenditure, Khilchipur .................................... 219
Table 12.27: Adopted Growth Rates for Projecting Revenue Expenditure, Khilchipur ................... 220
Table 12.28: Suggested Project Cost to be developed Through PPP, Khilchipur............................. 222
Table 12.29: Additional Revenues as a result of Proposed Investments .......................................... 223
Table 12.30: Assumptions for Additional O&M expenditure due to Proposed Investments, Khilchipur
.......................................................................................................................................................... 225
Table 12.31: FOP Results, Khilchipur ............................................................................................. 226
Table 13.1: Sectoral Strategies for Khilchipur ................................................................................. 228
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
23
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
24
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
1.1.2 Town
Khilchipur is a town and Nagar Parishad of Rajgarh district in the State of Madhya Pradesh, India.
The size of the town is very small. The total area of the town is 6.47 sq km having a population of
18932. The Nagar Parishad is of rural in nature as it does depend on agriculture. The town has
agricultural based economy but mainly depend on service sector.
6,154 sq. km
Major Rivers
Major Lakes
Parasram talab
(Near Narsinghgarh), Chidikho (Near
Narsinghgarh), Napanera (Near Biaora), Chhapidam (Near
Zirapur)
1,729
Sex Ratio
Literacy Rate
WPR
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R E P O R T
Household Size
Sub-Division
Tehsil
Area in Sq Km
Population 2001
No. of Villages
Rajgarh
Rajgarh
1081.87
192182
387
Khilchipur
Khilchipur
0779.14
149053
335
Khilchipur
Zirapur
0845.36
161070
220
Biaora
Biaora
1155.52
227421
287
Narsinghgarh
Narsinghgarh
1326.41
295189
306
Sarangpur
Sarangpur
0902.93
229170
192
Source: www.rajgarh.nic.in
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R E P O R T
Dewas, Guna
Biaora, Pachore
KHILCHIPUR
Denudatiional Landforms
Fluvial Landforms
Malwa Plateau
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1.4.2 Soil
The Soil type of Rajgarh district is mainly the medium to deep Black soil and mixed red and black
soil. In some portion of the district River alluvial soil is also found. The alluvium consists of clay, silt,
sand, gravels and pebbles.
1.4.4 Groundwater
The ground water availability along the town is poor. The depth of water table varies from 48.0 mbgl
-290.41 mbgl Most of the wells become dry except in monsoon season.
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1.4.6 Seismicity
The seismo-tectonic units which probably lend seismicity to the region are the Narmada rift and the
Aravalli fault system. The Narmada rift is situated about 200 km south of the Rajgarh district on the
Aravalli fault system about the same distance to the North West. The Narmada rift includes a fault
system with ENE-WSW strike. Two strong earthquakes of magnitude 6.50 and 6.25 occurred in this
belt in 1927 and 1938 respectively. The main seismo tectonic feature along with the seismic activity
in the Aravalli range is noticed on strike about NE-SW on the reverse fault, separating the Aravalli
system of rocks from the Vindhyas on the east. It is also envisaged that the eastern Aravalis take a
bend towards the south in the vicinity of Panchmahals. And then further join the E-W Satpura strike.
The trend of the eruptive centers indicating crustal weakness is close to this postulated bend of
Aravalli strike. Movements involving frequent uplift have affected this region.
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1.4.7 Climate
The climate of Rajgarh District is characterized by hot summer and general dryness except during the
south west monsoon season. The year may be divided into four seasons. The cold season, December
to February is followed by the hot season from March to about the middle of June. The period from
the middle of June to September is the south west monsoon season. October and November form the
post monsoon or transition period.
1.4.8 Rainfall
The average annual rainfall in the district for the last 6 Years is about 905.08 mm. About 95% of the
annual rainfall is received during the monsoon months, June to September, July being the rainiest
month.
Total
Dec.
103.4
370
85.1
138.6
717.3
38.5
52.9
277.6
496
337.6
4.6
1207.2
0.8
14.4 108.8
433
842.3
7.4
0.8
0.7
187
743.7
8.9
1.1
2005
15.2
2006
2007
0.3
12.7
2008
230.2
142.9 129.4
189
116.6
Oct.
1014.9
2004
Jul.
Nov.
Sept.
Aug.
Jun.
May
4.5
Apr.
55.3
ar.
19.9
Feb.
Jan.
Year
Table 1.4: Monthly Rainfall data (mm) in Rajgarh districts for the last six years
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1.4.9 Temperature
The normal maximum temperature during the month of May is 42.4C with minimum during the
month of January 11.3 C in Rajgarh respectively. The wind velocity is higher during the pre
monsoon period as compared to post monsoon period.
1.4.10 Humidity
During the south- west monsoon season the relative humidity generally exceeds 88% (July / August
month). The rest of the year is drier. April is the driest month of the year.
1.4.11 Winds
The maximum wind velocity is 27.0 km / hr. observed during the month of June and minimum 7.1
km/hr during the month of November.
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R E P O R T
Population
Population (Lakh)
Average Annual
Growth Rate (%)
1901
5,121
0.05
1911
5,868
0.06
1.46%
1921
5,300
0.05
-0.97%
1931
5,779
0.06
0.90%
1941
6,663
0.07
1.53%
1951
6,227
0.06
-0.65%
1961
6,970
0.07
1.19%
1971
8,412
0.08
2.07%
1981
10,101
0.10
2.01%
1991
12,675
0.13
2.55%
2001
15,317
0.15
2.08%
2011*
18932
0.19
2.36%
2035 (Projected)
**
**
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R E P O R T
Population Growth
2011*
18932
2001
15,317
1991
12,675
1981
10,101
1971
8,412
1961
6,970
1951
6,227
1941
Population
6,663
1931
5,779
1921
5,300
1911
5,868
1901
5,121
0
5,000
10,000
15,000
20,000
The contribution of in-migration on population growth has not been analyzed since there were no
records available. In terms of jurisdictional change, no alterations (i.e. expansion) have been made to
Khilchipur town area from 1971-2011.
Table 2.2: Composition of growth, Khilchipur (M)
Population increase
during
Year
Population increase
during
1981-91
% of
total
19912001
Year
1981-91
% of
total
2574
20.31%
2642
Natural Increase
2574
20.31%
Nil
Nil
Nil
In-Migration
Nil
Nil
No
Change
Jurisdictional
Change*
No
Change
Natural Increase
In-Migration
Jurisdictional Change*
No
Change
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R E P O R T
Geometric
Increase
Method1
Arithmetic
Increase
Method 2
Straight
Line
Method
Exponential
Growth
Method3
Incremental
Increase
Method4
Decadal
Growth
Rate
Method
Average
1961
6970
6970
6970
6970
6970
6970
1971
8412
8412
8412
8412
8412
8412
1981
10101
10101
10101
10101
10101
10101
1991
12675
12675
12675
12675
12675
12675
2001
15317
15317
15317
15317
15317
15317
2011
18932
18932
18932
18932
18932
18932
18932
18932
Projected 2015
20883
19975
18953
20368
20175
20988
19997
20508
2020
23035
21019
20140
22517
21419
23268
21403
22663
2025
25409
22062
21327
24893
22662
25796
22865
25045
2030
28028
23106
22515
27519
23906
28598
24388
27677
2035
30916
24149
23702
30422
25149
31704
25979
30585
Existing
CAGR
1,2,3,5
A line graph below was drawn for the purpose of providing a clearer picture of the results from above
table. The average (7) of the results of methods 1, 2, 3 and 5 provided a more realistic picture of
future population growth in Khilchipur by considering its annual growth rate (1.32%) and at the same
time allowing possibilities for extreme growth due to unexpected factors. Realistic projections are
especially essential not only in drawing design populations but also in making appropriate cost
estimation for various projects. As resources are limited, it is important that demand calculation is
realistic enough to avoid indiscriminate spending of funds.
1
2
GEOMETRIC INCREASE METHOD: Formula: P' = P(1 + R/100)^n; Where: P' = Final population; P = Present population; R = Rate of Percentage Growth; n = No. of Decade
ARITHMETICAL INCREASE METHOD: Formula: P' = P + n.C ; C = dP/dt ; dP = P2 - P1; Where: P' = Final population; P = Present population, n = No. of Decade & C = Rate of
Change of Population
3
4
EXPONENTIAL GROWTH METHOD: Formula: P' = P.e^(R*n) Where: P' = Final population; P = Present population; R = Rate of Percentage Growth; n = No. of Decade
INCREMENTAL INCREASE METHOD: Formula: P' = P + (C + I)*n ; Where: P' = Final population; P = Present population; C = Average increase in population; I = Average
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R E P O R T
30585
25000
2
3
20000
15000
10000
5000
0
2011
2015
2020
2025
2030
2035
2001
Total Population
15,317
2011*
18,932
1264
50.10%
1339
51.17%
1259
49.90%
1278
48.83%
2523
16.47%
2617
13.82%
996
954
independence in 1947, the proportion of SCs and STs in the population of India has also increased.
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R E P O R T
According to the Census report of 2001, SCs (12.46%) and STs (2.28%) together comprise of around
14% of the total population (15317) of Khilchipur town.
Table 2.5: SC & ST Population Khilchipur
Details
2001
2011*
SC Population*
1908
12.46%
NA
ST Population*
349
2.28%
NA
Total Population**
15317
18932
2.5. Issues
Lack of opportunities for gainful employment in villages and the ecological stresses is leading
to an ever-increasing movement of poor families to town of Khilchipur.
Though the population increase during the past decades is not high, but still, it leads to the increase in
the socio-economic problems like landlessness, poverty resulting in unemployment and low wages,
illiteracy, malnutrition which results in increase in the IMR ratio, low standards of living which
results in development of slums etc.
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R E P O R T
Sex Ratio
1981
922
1991
919
2001
954
2011*
973
In %
Population
(2011)*
In %
Growth Rate
(%)
5557
59.81%
7266
56.13%
-0.62%
3734
40.19%
5679
43.87%
0.92%
9291
60.66%
12945
68.38%
1.27%
2282
37.87%
2331
38.93%
0.28%
3744
62.13%
3656
61.07%
-0.17%
6026
39.34%
5987
31.62%
-1.96%
Total Population
15317
18932
Source: Census of India; '*' as per Census Provisional Figures Provided by ULB
*- of the total Population
**- of the total Literate / Illiterate Population
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R E P O R T
Total Number
Size
Household
15317
2796
5.48
Family
18932
3565
5.31
Occupation category
Population
% of total Working
Population
3822
82.09%
Main Cultivators
240
6.28%
ii
43
1.13%
iii
126
3.30%
iv
Main Other
3413
89.30%
834
17.91%
Marginal Cultivators
32
3.84%
vi
97
11.63%
vii
51
6.12%
viii
Marginal Other
654
78.42%
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Occupation category
Population
% of total Working
Population
4656
30.40%
10661
69.60%
69.60%
30.40%
78.42%
Marginal Other
6.12%
11.63%
3.84%
Marginal Cultivators
17.91%
89.30%
Main Other
3.30%
1.13%
6.28%
Main Cultivators
82.09%
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
Contrary to 1991 records, census data of 2001gives distribution of workers by four-fold industrial
category, viz., cultivators, agricultural laborers, household industries and other workers for each state.
Based on the same data, 82.09% of the total workforce (3822) was registered as main workers or
those who are employed for 180 days or more while the rest (834) was enlisted as marginal workers
or those employed less than the former.
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Ward
No.
Total
Population
of Main
Worker
Total
Population
of
Household
Industry
Main
Workers in
%
Others
%
% of Main
Worker to the
Total Working
Population
Total
Population of
Main
Cultivators in
%
Total
Population
of Main
Agriculture
Laborers in
%
ii
iii
iv
Total
3822
82.09%
6.28%
1.13%
3.30%
89.30%
278
94.24%
1.80%
0.36%
3.96%
93.88%
273
79.59%
0.73%
0.37%
7.33%
91.58%
195
49.62%
34.87%
5.64%
3.08%
56.41%
422
82.10%
1.42%
0.47%
5.69%
92.42%
251
93.66%
9.16%
0.80%
7.97%
82.07%
171
61.07%
0.00%
0.00%
7.02%
92.98%
166
98.81%
0.60%
0.00%
2.41%
96.99%
190
95.48%
1.05%
2.11%
2.11%
94.74%
165
95.38%
0.61%
0.00%
1.82%
97.58%
10
365
91.71%
5.75%
0.55%
1.92%
91.78%
11
187
96.39%
0.00%
1.07%
0.00%
98.93%
12
165
81.68%
3.64%
0.00%
0.00%
96.36%
13
157
77.72%
1.91%
1.27%
0.00%
96.82%
14
457
89.26%
3.72%
2.41%
3.28%
90.59%
15
380
73.79%
22.37%
1.32%
0.00%
76.32%
Ward
No.
Total
Population
of Marginal
Worker
% of
Marginal
Worker to
the Total
Working
Population
Total
Population
of Marginal
Cultivators
in %
Total
Population of
Marginal
Agriculture
Labourers in
%
Total
Population of
Household
Industry
Marginal
Workers in %
Others %
ii
iii
iv
Total
834
17.91%
3.84%
11.63%
6.12%
78.42%
17
5.76%
5.88%
0.00%
11.76%
82.35%
70
20.41%
2.86%
1.43%
8.57%
87.14%
198
50.38%
1.52%
16.16%
1.01%
81.31%
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Ward
No.
Total
Population
of Marginal
Worker
% of
Marginal
Worker to
the Total
Working
Population
Total
Population
of Marginal
Cultivators
in %
Total
Population of
Marginal
Agriculture
Labourers in
%
Total
Population of
Household
Industry
Marginal
Workers in %
Others %
92
17.90%
0.00%
5.43%
7.61%
86.96%
17
6.34%
5.88%
41.18%
23.53%
29.41%
109
38.93%
0.00%
11.01%
18.35%
70.64%
1.19%
0.00%
0.00%
100.00%
0.00%
4.52%
0.00%
0.00%
0.00%
100.00%
4.62%
0.00%
0.00%
0.00%
100.00%
10
33
8.29%
6.06%
30.30%
6.06%
57.58%
11
3.61%
0.00%
28.57%
0.00%
71.43%
12
37
18.32%
16.22%
18.92%
0.00%
64.86%
13
45
22.28%
0.00%
4.44%
0.00%
95.56%
14
55
10.74%
12.73%
3.64%
7.27%
76.36%
15
135
26.21%
7.41%
12.59%
1.48%
78.52%
3.5.
Industrial
Activities
An industry is a broad term which refers to manufacturing of raw materials into goods and products.
The town has no major industrial construction activities except for oil and shoes manufacturing
factories located in the town.
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As can be seen from the below table, the town also has 1 agricultural credit society and 1 nonagriculture credit societies (Census, 2001). As a tehsil headquarter, a number of commercial shops are
located in the town. The town enjoys a number of bazaars, clothing, mutton and vegetable markets.
Table 3.7: Trade, Commerce, Industry & Banking Khilchipur
2nd
1st
3rd
Electrical goods
Kirana
Coriander
Pulses
Khali
Shoes
Number of Banks
3.6.2. Agriculture
Agriculture continues to be the backbone of Indian economy contributing to about 28 per cent of
national income. The source of livelihood of about 70 per cent of population is still agriculture. The
major soybean growing states in India are Madhya Pradesh (3.41 million ha), Maharashtra (60,000
ha), Rajasthan (35,000 ha), Uttar Pradesh (25,000 ha), Gujarat (20,000 ha) and other states (55,000
ha). The area and production of soybean in different states and the country show a rising trend in the
recent years. Being a new crop in Madhya Pradesh, marketing facilities have not yet been developed.
Moreover, support price declared by Government of India is based only on the cost of cultivation and
in view of lack of organized marketing the cultivators do not get remunerative prices. Thus, the
development of infrastructure in the marketing of soybean in the state of Madhya Pradesh is of great
significant.
Agricultural production and trade and commerce also play important in the economic development of
Khilchipur. Indeed, agriculture plays an important role in the development of the town. Agriculture
mandi is spread across 5.8 ha. land area. Currently the agriculture production of Khilchipur belongs to
the Class C category. The town has one sub mandi named Semlikalan. The Khilchipur mandi got
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regularized in the year 1955. The major agricultural production of the town is oil, groundnut oil,
pluses and coriander.
Table 3.8: Mandi Information of Rajgarh District
Mandi Name
Category /
Class
Date of
Regulation
Area Yard
(Hectare)
Sub Mandi
Total Sub
Mandi
Date of
Regulation
Biaora
01-Jan-1956
7.612
Lakhanvas
05-Jun-1991
Pachour
09-Jun-1956
3.84
Udankhedi
21-Jan-1995
Jirapur
23-Jun-1956
0.728
Kurawar
10-Dec-1968
2.832
Jhadla
16-Sep-1988
Narsingarh
02-Jan-1956
9.242
Bodda
29-Mar-2000
Talen
22-Nov-2001
Ikalera
07-Jan-2001
Sarangpur
Chapiheda
18-Nov-1974
6.07
Khujner
17-Mar-1958
3.03
Kalipeeth
10-Jul-2001
Rajgarh
22-Nov-2001
Khilchipur
24-Jan-1955
5.897
Suthaliya
11-Jul-1959
3.874
Machalpur
12-May-1995
5.726
03-May-1955
5.7
Padhana
Sandavata
Karedi
Semlikalan
22-Jun-1994
22-Jan-2011
31-May-1991
10-Sep-2004
3.7. Tourism
Festivals and religious events are of special interest to domestic and foreign tourists. Khilchipur is
most famous for the Dasheramela festival which rejoices the triumph of Lord Rama over Rawan. The
festival is celebrated in Dashera Maidan and lasts the whole day. The town is also known for Anant
Chaturdashi Chal Samaroha, which is the last day of the Hindu festival of Ganeshotsav. People
celebrate this day by making a processional walk in whole town.
The potential for a tourism project in Khilchipur can also be triggered by its excellent highway
location as with good connectivity to the district and state capital and other towns in Rajgarh. Rajgarh
district and state capital Bhopal possess a rich history and feature places of archeological eminence
which include Ganesh Mandir and Hanuman Phatak temple in Rajgarh as well as Shaukat Mahal and
Gohar Mahal architecture in Bhopal. Khilchipur serves as a convenient place for short trips because
of the presence of banks and commercial shops in the municipality.
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3.8. Issues
Madhya Pradesh has insufficient infrastructure to support and sustain increasing development effort.
The infrastructure in the state tends to be more capital intensive, partly because of its topography and
partly because of the nature of its settlement hierarchy. Almost in respect of all indicators of physical
infrastructure - per capita consumption of power, net irrigated area, length of roads and railways per
unit of area, number of banking offices per lakh of population, per capita bank deposit and credit, the
state fairs poorly. It is because of inadequate development of infrastructure, both physical and social
that the state has missed opportunities for achieving high rates of growth. Khilchipur is no exception
in this case.
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Area
Population
1167
Priyadarsni
Ward
No.
Name*
Population
Hanuman Gadh
% Share of
(in Ha)
% Share of
Area
No. of
Households
Households
6.16
39.209
6%
216
6.06
1451
7.66
40.118
6%
292
8.19
Vinoba Bhave
1393
7.36
96.553
15%
249
6.98
Dr. Ambedkar
2756
14.56
110.318
17%
500
14.03
Maulana Azad
880
4.65
4.612
1%
175
4.91
Netaji Bose
903
4.77
8.470
1%
158
4.43
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Name*
Population
% share of
Area
Population
% Share of
(in Ha)
% Share of
Area
No. of
Households
Households
Jawaharlal
Nehru
698
3.69
12.410
2%
120
3.37
Maharana
Pratap
621
3.28
11.228
2%
106
2.97
Tagore
645
3.41
12.025
2%
140
3.93
10
Ahilya Devi
1504
7.94
25.110
4%
293
8.22
11
Tilak
661
3.49
3.616
1%
131
3.67
12
Sanjay
654
3.45
9.259
1%
134
3.76
13
Vallabh Patel
615
3.25
8.124
1%
117
3.28
14
Mahatma
Gandhi
3067
16.20
251.027
39%
595
16.69
15
Maharani
Laxmibai
1917
10.13
14.922
2%
339
9.51
Total
18932
647.00
100.00%
3565
100.00
Developed Area
265.27
41.00%
Undevelopable Land
19.41
3.00%
Agriculture / others
362.32
56.00%
Total
647.00
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As explained earlier, land use analysis is crucial to the understanding of the current status of a town
under investigation. Particularly, below table depicts the land use distribution of municipal area of
Khilchipur. The same table shows that the municipality covers a total area of 647.00 ha. Not
surprisingly, almost half (56.00%) of the municipal area is used for agricultural activities. Residential
land accounts for 27.00% of municipal area of Khilchipur followed by transportation and public/semipublic land accounting for 1.00% and 3.00% of the same area respectively.
Moreover, Commercial land account for 12.00% of the land. The remaining area is used for Public
Use and Services (0.85%), Recreational (0.58%) and Industrial (0.26%) purposes.
Table 4.3: Existing Land use Break up, Khilchipur (M)
Category
Residential
174.69
27.00%
Commercial
77.64
12.00%
Public semi-public
19.41
3.00%
6.47
1.00%
Recreational
Transportation
Agricultural
362.32
56.00%
11.78
1.82%
647.00
100%
Industrial
Special area*
Total Area
Source: GIS mapping by PRUDA AIILSG, 2011
* Specify detail of which areas have been defined as special areas viz. urban villages, slum etc.
The developed area of the town is of special interest to urban planning primarily because many of the
economic activities are concentrated in this area. The below table provides us a more detailed picture
of the land use distribution of the towns developed area. The table shows that the total developed
area of Khilchipur is 265.27 ha. The same data reveal that more than half (62%) of the developed area
is of residential use. Lands used for public/semi-public and commercial purposes accounted for
7.89%, and 28.06% of the total developed area respectively. Land allocation for transportation (e.g.
widening of roads, etc.) is particularly important in attracting investments for the town. Moreover,
land for public use and services and recreational use account for only 2.33% of the total developed
area correspondingly.
Table 4.4: Existing Land use Breakup of the Developed Area, Khilchipur (M)
Category
Residential
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Table 4.4: Existing Land use Breakup of the Developed Area, Khilchipur (M)
Category
74.43
28.06%
Public semi-public
20.93
7.89%
6.18
2.33%
Recreational
Transportation
265.27
100.00%
Commercial
Industrial
Total Area
Source: GIS mapping by PRUDA AIILSG, 2011
Details
No. of Households
High Density
290 HH
Medium Density
1423 HH
Low Density
1852 HH
Source: CONSULTANT
Area In Ha
Residential
74.01
Commercial
4.30
Industrial
15.49
12.05
Recreational
22.38
18.93
24.96
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The following landuse were identified as inappropriate during the field survey. The proposed new
location of activity has been conceptualised during the consultation workshops.
Table 4.7: Inappropriate Land Use / Places, Khilchipur (M)
Land Use / Place
Present Location
Reason for
Relocation/ Problems
Traffic Congestion
Bus stand
Proposed New
Location of
Activity
New Land
Use after
Relocation
of the
Activity
Near
City
Petrol pump
and pollution
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of the total number of dilapidated houses has been reconstructed leading to shortage of another 22
houses for Khilchipur.
The housing scenario in Khilchipur appears to be very problematic. Addressing the housing gap in
Khilchipur is crucial to resolving a host of key problems in the town. As 40% of the town population
resides in slum, provision of proper housing to families in slum can resolve the long-standing problem
of open defecation which leads to rampant spread of diseases. A proper approach to the housing issues
in slums has also been positively linked with increased sanitation awareness and enhanced community
and family bonds.
Table 4.8: Housing Gaps, Khilchipur (M)
Details
No. of Houses
Rate of
Reconstruction
Housing Shortage
(In %)
Housing shortage till 2001
1889
20%
378
1919
20%
384
108
20%
22
Total
3916
783
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Another round of bribery comes into the picture during the imposition of property tax on the colonies.
Owners bribe the government officials in order to acquire property tax requirements for their
properties. Simply put, colonies subsist as they create an illusion of legitimacy with their registration
and property tax through bribery.
After the developments due construction of the bypass bridge in Khilchipur, the town has been
infested by illegal colonies especially in the central part of the more developed bank of the town. This
has made the town denser and highly congested over time.
The flourishing of colonies is of serious concern to any city as they thwart urban planning experts
from creating desired flow of roads, spaces and other important procedural requirements for the town.
Additionally, appropriate spacing between houses is important in order to prevent rapid spread of fire
and easy access of fire officials to the place. Preventing illegal colonies from thriving is a question of
political will. Colonies need to be properly identified and appropriate sanctions need to be carried out.
A strong internal bureaucratic control is required to discourage further colonies from flourishing.
[The above views are extracted from the stakeholders consultation meetings]
PRIORITY
DETAIL OF PROJECT
YEAR
2015
HIGH
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PRIORITY
DETAIL OF PROJECT
YEAR
2025
MEDIUM
2035
LOW
2015: (Period: Current to 2015); 2025: (Period: 2015 to 2025); 2035: (Period: 2025 to 2035)
Source: Consultants of the project
2015
2025
2035
YES
03
YES
YES
YES
YES
YES
5 - Report of the High Level Task Force , MoH&PA , .AFFORDABLE HOUSING FOR ALL December 2008
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Table 4.10: Proposed Strategies & Action Plans For Horizon Years in Khilchipur
No
2015
2025
2035
YES
YES
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1 MLD
availability
0.9 MLD
Source of water
supply
50-100 sq.km.
NA
Water
coverage
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70%***
52 LPCD
47 LPCD*
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Quality
In terms of quality standards, the quality of water in Khilchipur is satisfactory as they are in
acceptable ranges with reference to the parameters given by the Public Health Engineering
Department (PHED), see below table.
Table 5.2: Water Quality of Garh Ganga River
Parameters
Acceptable
Sample Results
pH
7 to 8.5
Chlorides (Mg/L)
200
30
Total Hardness
200 as CaCO3
160
Iron (Mg/L)
0.1
0.2
Fluorides
10
0.225
Manganese
0.05
Nil
Sulphates
200
08
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GSR
Location
4.5 lac
10
0.60 Lac
2.5 Lac
Hospital Compound
2.25 Lac
Hospital Compound
0 Lac
Total
10.00 Lac
Ward Name
Hanuman Gadh
Priyadarsni
Vinoba Bhave
Dr. Ambedkar
Maulana Azad
Netaji Bose
Jawaharlal Nehru
Maharana Pratap
Tagore
10
Ahilya Devi
11
Tilak
Nos. of
Nos. of
Nos. of
Nos. of
Tube wells
Hand Pumps
Wells
OHT
1
10
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Ward Name
12
Sanjay
13
Vallabh Patel
14
Mahatma Gandhi
15
Maharani Laxmibai
Nos. of
Nos. of
Nos. of
Nos. of
Tube wells
Hand Pumps
Wells
OHT
TOTAL
40
No.
Domestic
1921
Commercial
15
Industrial
Public Taps
79
Hand pump
40
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Ward Name
Hanuman Gadh
Priyadarsni
Vinoba Bhave
Dr. Ambedkar
Maulana Azad
Netaji Bose
Jawaharlal Nehru
Maharana Pratap
Tagore
10
Ahilya Devi
11
Tilak
12
Sanjay
13
Vallabh Patel
14
Mahatma Gandhi
15
Maharani Laxmibai
Nos. of Individual
Nos. of Commercial
Nos. of Public
Connection
Connection
Connection
1921
15
79
Total
Source: Khilchipur Nagar Parishad, 2011
Water Charges
Water charges contribute to the bulk of revenue income of the town which explains the need for
reducing unaccounted for water through improvement of the distribution network system. In the case
of Khilchipur Nagar Parishad, water charges are collected from three (3) different users per month i.e.
Domestic, Commercial and Industrial users. Domestic consumption being in Khilchipur is the major
source of urban services revenue for Khilchipur Town. Below table depicts the tariff and the number
of existing water supply connections in Khilchipur. Overall, there are about 1921* Domestic, 15
Commercial and zero Industrial connections with each unit charged Rs. 50/-, Rs. 100/-, and Rs 250/per month respectively.
Table 5.7: Applicable Water Charges in Khilchipur
Type of Connection
No.
1921
Rs. 50 /-
Commercial
15
Rs. 100 /-
Industrial
Rs. 250 /-
Domestic
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CPHEEO
of Supply levels
Classification of towns
Supply levels
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Table 5.9: Present and future demand and supply gaps (Water Supply) for Khilchipur
Details
2011
2015
2025
2035
Projected Population
18932
20508
25045
30585
3565
3862
4716
5759
ii
2.56
2.77
3.38
4.13
iii
1.56
1.77
2.38
3.13
iv
0.21
0.61
0.75
Treatment Facility
i
2.56
2.77
3.38
4.13
ii
1.5
1.5
1.5
1.5
iii
Gap (MLD)
1.06
1.27
1.88
2.63
iv
0.21
0.61
0.75
Distribution Network
i
14.20
15.38
18.78
22.94
ii
11
11
11
11
iii
3.20
4.38
7.78
11.94
iv
Additional
Requirement
Distribution Network (Km)
1.18
3.40
4.16
of
Other
i
3565
3862
4716
5759
ii
59
64
79
96
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Strengths
Weaknesses
Opportunities
Threats
Water Resources
Department
Projects
are
ongoing for towns
drinking
water
(Water
from
Fatehpur Dam)
Dependency on
surface
Water
sources.
Tampering with
the sanctioned
connection
by
some consumers.
5.1.11. Issues
The scarcity of water is evident from the fact that water is supplied for only 30 minutes per
every two days.
There is currently uneven distribution of water which requires the extension and
strengthening of distribution lines.
The water supply in the town is 47 LPCD after the T & D losses.
There are no inspections on delivery pressure. The town is also devoid of service level
assessment which is important to look into the overall situation of the town water supply.
Replacement of the old and faulty distribution networks should be immediately water loss
alone accounts for about a quarter of the total water released daily. This scenario both has
repercussions on municipal income as water charges are a main source of revenue income for
the town.
About 20% of the area (of the Developed area) is not covered under conventional water
supply system.
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2011/2012
(Current)
2015
2025
2035
100%
100%
100%
135 LPCD
135 LPCD
135 LPCD
12 hr.
24 hr.
Quality of Water
Water --
50%
100%
100%
89%
100%
100%
Non
Water
15%
15%
15%
20%
100%
Drinking
Treatment
Revenue 25%
O & M
recovery
mechanism
cost 9.5%
100%
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Resource
Environment
Conservation
/ - Water Auditing
Water auditing is the best practice to reduce the system losses and make the entire
supply of water accountable and reduce non revenue water. This involves leak
detection studies apart from studies on the quality and quantity of water drawl at
the consumer end and explores ways and means for effective water supply systems.
- Awareness Campaign on Water Conservation
Involve CBOs / NGOs for creating Awareness amongst the People for per capita
Water Conservation.
Instituting
Responsive
Responsible
Urban
Governance
&
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OSD11
0.8
NA
NA
NA
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sewerage system creates conducive environment for the water-borne diseases exacerbated by
excessive heat during summers.
In most cases, solid waste collected on the roadsides goes into open drains. Due to the lack of proper
sewerage system, water clogging is reported to be commonplace during monsoon in the slum pockets
and old city areas increasing the development of various forms of diseases. Khilchipur has a good
natural slope and therefore most of the rainwater flows into the River. However, many areas in
Khilchipur have been reported to suffer from water clogging conditions especially during the rainy
season. Analyzing the abovementioned facts, it is urgent need to look into matter to avoid any further
delay in commissioning underground sewerage system.
No. of Households
% of total Households
Total Households
3565
Bathroom
2246
63.0%
Toilet
1782
50.0%
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borne and about 15% are service. The below table gives details of sanitation facilities available in
Khilchipur.
Table 5.15: Type and number of Sanitation Facilities
Type of Latrines
No. of Households
% of total Households
Water Borne
2894
83%
Service
523
15%
Others
70
2%
Total
3487
97.8
Total Number of HH
3565
No. of Households
6 Nos.
Public Urinals
6 Nos.
Ward Name
01
Hanuman Gadh
02
Priyadarsni
03
Vinoba Bhave
04
Dr. Ambedkar
05
Maulana Azad
06
Netaji Bose
07
Jawaharlal Nehru
08
Maharana Pratap
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Nos. of Individual
Open
Nos. of
toilets
Defecation
Public Toilets
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Ward Name
09
Tagore
10
Ahilya Devi
11
Tilak
12
Sanjay
13
Vallabh Patel
14
Mahatma Gandhi
15
Maharani Laxmibai
Nos. of Individual
Open
Nos. of
toilets
Defecation
Public Toilets
Total
Ward name
Hanuman Gadh
4%
Priyadarsni
29%
Vinoba Bhave
20%
Dr. Ambedkar
28%
Maulana Azad
48%
Netaji Bose
77%
Jawaharlal Nehru
34%
Maharana Pratap
60%
Tagore
42%
10
Ahilya Devi
47%
11
Tilak
57%
12
Sanjay
51%
13
Vallabh Patel
29%
14
Mahatma Gandhi
22%
15
Maharani Laxmibai
34%
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As per below table the current (2011) sewage generation is 2.04 MLD which will increase to about
3.30 MLD by 2035. The requirement of sewage treatment plant (STP) is calculated considering that
100% of wastewater should be treated. Construction of sewer line periodically is also calculated in
order to achieve 100% coverage for all the horizon years.
Table 5.19: Present and future demand and supply gaps (Sewerage)
Projected Population
2011
2015
2025
2035
18932
20508
25045
30585
2.56
2.77
3.38
4.13
ii
2.04
2.21
2.70
3.30
iii
iv
2.04
2.21
2.70
3.30
Additional
Requirement
Sewerage treatment
0.17
0.49
0.60
(MLD)
For
14.20
15.38
18.78
22.94
ii
iii
14.2
15.4
18.8
22.9
iv.
1.2
3.4
4.2
2011
2015
2025
2035
18932
20508
25045
30585
15
15
15
15
ii
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Table 5.20: Present and future demand and supply gaps (Sanitation)
Projected Population
2011
2015
2025
2035
18932
20508
25045
30585
30
30
30
30
ii
Gap
24
24
24
24
Strengths
Weaknesses
Good
Slope
Natural Absence
of
underground
sewerage system.
Majority of the
households have Open
filed
individual toilets defecation.
either with septic
Environment
tank or soak pits
pollution
and
Further
degradation
of
River
Garh
Ganga.
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Opportunities
Threats
Tap
additional Dependency
on
resources and Grants External Grant /
from GoMP and GoI. Aid
Motivation
incentives.
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Strengths
Weaknesses
Opportunities
Threats
toilet.
levels.
Lack of proper
sanitation
awareness among
citizens
Groundwater
contamination
5.2.9. Issues
Issues
The town has no sewage treatment plants for the city which is required for its sustained
growth in the long term. Indiscriminate disposal coupled with non-treatment of waste has
resulted in degradation of the Garh Ganga River.
Poor management and maintenance is often a serious problem with community toilet blocks
making the toilets non-usable.
Apparently, there is a lack of awareness about the health and hygiene among the people.
There is currently no collection of Sanitation Tax being done by the ULB which can be used
to improve the overall sanitation scenario of the town.
The ULBs do not have any concrete and reliable information on the sanitation condition to
calculate sanitation demands of the people.
2011/2012
(Current)
2015
2025
100%
HHs
2035
Coverage
of Review
and
Monitoring
system
with
100% Coverage of
appropriate
Waste
water
benchmarks
Treatment Plant
Treatment Plant
and indicators.
100
%
Revision of ByeRecycling/Reuse
laws for use of
waste water
100 % O & M Cost
Recovery
Training & Capacity
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--
100%
100%
100%
general households
Treatment
Disposal
and
--
35%
100%
100%
Recycling
Reuse
and
--
--
100%
100%
O & M
recovery
mechanism
cost
--
--
100%
100%
2011/2012
(Current)
2015
Preparation of Implementation
City Sanitation of
City
Plan as per Sanitation Plan
National Urban
Sanitation
Policy 2008
2025
2035
100%
open 100% O & M cost
defecation free recovery
through
town
collecting the user
charges
100% O & M
Cost Recovery
Review
and
Monitoring
system
with
appropriate
benchmarks
and
indicators.
33%
33%
100%
100%
Public Urinals
70%
70%
100%
100%
--
--
50%
100%
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
75
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Resource
Environment
Conservation
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
76
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
&
[The above strategies and action plan are co-related various chapters and sections on the City
Investment Plan, Financial Operating Plan, Institutional Frameworks and Summary of Strategies
mentioned in the report]
(B-2) Strategies and Action Plan (For Sanitation)
The section into divided into subgroup i.e. Strategies for Infrastructure Augmentation /
Refurbishments, Strategies for Mobilizing Financial resources and recovery of O & M cost of the
Proposed and existing Infrastructure, Strategies for Resource or Environment Conservation and
strategies for improving urban governance highlighted as Instituting Responsive & Responsible Urban
Governance. The following are outline of the strategies and action plan that are envisaged to be
undertaken for Khilchipur Town in order to achieve the Vision and Goals.
Table 5.25: Proposed Strategies & Action Plans for Khilchipur
Infrastructure
Provision of Public Pay and Use Toilets
Augmentation /
Provision and Upgradation of Public Urinals
Refurbishment
Preparation of City Sanitation Plan
Evaluation Study and Rapid Impact Assessment
Mobilization of This is covered vide preparation of City Sanitation Plan. Refer Box No. 1 for
Financial
information on the scheme and the expected coverage.
Resources and
O & M Cost
Recovery
Mechanism
Resource
Environment
/ This is covered vide preparation of City Sanitation Plan. Refer Box No. 1 for
information on the scheme and the expected coverage.
Prepared by:
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Ahmedabad
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77
Project Coordinator
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Madhya Pradesh
R E P O R T
This is covered vide preparation of City Sanitation Plan. Refer Box No. 1 for
& information on the scheme and the expected coverage.
[The above strategies and action plan are co-related various chapters and sections on the City
Investment Plan, Financial Operating Plan, Institutional Frameworks and Summary of Strategies
mentioned in the report]
Box No. 1: Preparation of City Sanitation Plan
The institutional arrangements provided in the National Urban Sanitation Policy, MoUD-GoI
encourages the ULBs to come up with a City Sanitation Plan involving multiple stakeholders of the
city. The following are the expected benefits from preparation of CITY SANITATION PLAN, if
prepared. The outcomes of Preparation of CITY SANITATION PLAN is as under:
-Setting Up City Sanitation Task Force
Mobilize Stakeholders: The first step in making the cities 100% sanitized is to elevate the
consciousness about sanitation in the mind of municipal agencies, government agencies and most
importantly, amongst the people of the city.
Constitute a multi-stakeholder City Sanitation Task Force comprising representatives from
Agencies directly responsible for sanitation including on-site sanitation, sewerage, water supply,
solid waste, drainage, etc including the different divisions and departments of the ULB, PHED, etc;
Agencies indirectly involved in or impacted by sanitation conditions including representatives from
the civil society, colonies, slum areas, apartment buildings, etc,
Eminent persons and practitioners in civic affairs, health, urban poverty,
Representatives from shops and establishments,
Representatives of other large institutions in the city (e.g. Cantonment Boards, Govt. of India or State
Govt. Enterprise campuses, etc.),
NGOs working on water and sanitation, urban development and slums, health and environment,
Representatives of unions of safai karamcharis, sewerage sanitary workers, recycling agents /
kabaris, etc
Representatives from private firms/contractors formally or informally working in the sanitation sector
(e.g. garbage collectors, septic tank de-sludging firms etc.)
Representatives from educational and cultural institutions
Any other significant or interested stakeholders some of the elected Members of the ULB must be
members of the Task Force.
One of the things to be considered by the Task Force is to organize a multi-stakeholder, multi-party
meeting in the preparatory stage, and take a formal resolution to make the city 100% Sanitized, and
publicize the same, with all signatories.
The City Sanitation Task Force will be responsible for
Launching the City 100% Sanitation Campaign
Generating awareness amongst the citys citizens and stakeholders
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Madhya Pradesh
R E P O R T
Approving materials and progress reports provided by the implementing agency, other public
agencies, as well as NGOs and private parties contracted by the Implementing Agency, for different
aspects of implementation (see below)
Approving the City Sanitation Plan for the city prepared by the Sanitation Implementation Agency
after consultations with citizens
Undertaking field visits from time to time to supervise progress
Issue briefings to the press / media and state government about progress
Providing overall guidance to the Implementation Agency
Recommend to the ULB fixing of responsibilities for city-wide sanitation on a permanent basis
- Assign Institutional Responsibilities
One of the key gaps in urban sanitation is lack of clear and complementary institutional
responsibilities. This comprises two aspects: a) roles and responsibilities institutionalized on a
permanent basis; and b) roles and responsibilities for the immediate campaign, planning and
implementation of the Citys Sanitation Plan based on which the former can be outlined,
experimented with, and finally institutionalized. The Sanitation Task Force will recommend the
assigning of permanent responsibilities for city-wide sanitation to the ULB including the following
aspects:
The ULB to have final overall responsibility for city-wide sanitation, including devolving power,
functions, functionaries and funds to them
Planning and Financing including State Government and Govt. of India schemes
Asset creation including improvement, augmentation
Operations and Management (O&M) Arrangements for all network, on-site, individual, community
and public sanitation facilities and systems (including transportation up to final treatment and
disposal of wastes)
Fixing tariffs and revenue collections in order to make O&M sustainable
Improving access and instituting special O&M arrangements for the urban poor and un-served
populations in slum areas and in mixed areas
Adopting standards for
Environment Outcomes (e.g. State Pollution Control Board standards on effluent parameters),
Public Health Outcomes (e.g. State Health Departments),
Processes (e.g. safe disposal of on-site septage) and o Infrastructure (e.g. design standards) (PHEDs/
Parastatals ), and
Service Delivery standards (e.g. by Urban Development departments)
Adoption of Regulatory roles including environmental standards (e.g. State Pollution Control
Boards), health outcomes (e.g. Health Departments).
Measures in case specific stakeholders do not discharge their responsibilities properly
Training and Capacity Building of implementing agency and related personnel
Monitoring of 100% Sanitation involving multiple stakeholders
(Source: NATIONAL URBAN SANITATION POLICY-2008 Ministry of Urban Development
Government of India)
It is imperative for the town to prepare City Sanitation Plan as soon as possible
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Ahmedabad
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Government of Madhya Pradesh
79
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Madhya Pradesh
Prepared by:
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Ahmedabad
R E P O R T
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80
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Madhya Pradesh
R E P O R T
MT/ Day
Residential
2.64
55.00%
1.2
25.00%
Vegetable Market
0.48
10.00%
Others
0.48
10.00%
Total
4.8
% Share
Organic Waste
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
47.96%
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Government of Madhya Pradesh
81
Project Coordinator
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Madhya Pradesh
R E P O R T
% Share
Paper
3.82%
Plastic /Rubber
2.46%
Glass
0.06%
Metal
0.31%
Others
45.38%
Ward Name
Nos. of
Waste
Nos. of
HH
Generation (MT/Day)
Dustbins
01
Hanuman Gadh
220
0.27
02
Priyadarsni
273
0.28
03
Vinoba Bhave
262
0.31
04
Dr. Ambedkar
519
0.50
05
Maulana Azad
166
0.22
06
Netaji Bose
170
0.23
07
Jawaharlal Nehru
131
0.19
08
Maharana Pratap
117
0.17
09
Tagore
121
0.17
10
Ahilya Devi
283
0.39
11
Tilak
124
0.18
12
Sanjay
123
0.16
13
Vallabh Patel
116
0.14
14
Mahatma Gandhi
578
1.00
15
Maharani Laxmibai
361
0.52
Total
3565
4.73
24
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Ahmedabad
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Government of Madhya Pradesh
82
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Madhya Pradesh
R E P O R T
Waste segregation at source is not practiced in Khilchipur. Waste segregation at source is crucial to
final treatment of waste, recycling and energy conversion considerations. Commercial sector like
restaurants, offices, hotels and the like all use the community waste bins and their wastes are also
collected along with the household wastes.
B) Primary and Secondary Collection
The collection bins and other containers used in various cities are not properly designed. It has been
observed that community bins have not been installed at proper locations resulting in poor collection
efficiency. As most of the people in Khilchipur live in slums and subsist under very poor conditions,
low level of public awareness on sanitation practices has exacerbated the situation.
Moreover, various types of vehicles are used for transportation of waste to the disposal sites.
However, sometimes these vehicles are not designed as per requirement and preventive maintenance
system is not adopted consequently reducing the lifetime of equipment for transportation. In many
urban centers, vehicles are not provided with proper garage that would protect them from heat and
rain. Inevitably, many of the vehicles used for transportation of waste have passed their life.
The below table shows the current collection practice in the town of Khilchipur. It is dismaying to
know that waste collected from half of the wards is simply dumped on roads while the waste from the
other half of the wards is usually dumped near residence areas and big establishments like a school or
a hospital.
Table 5.29: Collection of Solid Waste Management
Ward No.
No. of Bins
Ganesh Chowk
Mataji Gali
Biraja Moholla
Harijan Colony
Gandibala Bazzar
Khuti kundi
near River
Peepli Bazzar
Palace road
10
11
12
Badi Gali
13
Kayastha Moholla
14
Gayatri Colony
15
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Dumping location
Prepared For:
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Government of Madhya Pradesh
83
Number of Employees
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
No. of Bins
Total
24
Dumping location
Number of Employees
38
Ward name
Households who
are throwing
waste outside
(%)
Unavailability of a
place fixed by Nagar
Parishad to throw the
waste in ward (%)
Hanuman Gadh
93%
99%
11%
Priyadarsni
78%
28%
2%
Vinoba Bhave
100%
2%
0%
Dr. Ambedkar
96%
4%
3%
Maulana Azad
94%
5%
33%
Netaji Bose
60%
2%
0%
Jawaharlal Nehru
58%
3%
0%
Maharana Pratap
68%
6%
0%
Tagore
79%
12%
4%
10
Ahilya Devi
73%
1%
0%
11
Tilak
68%
77%
12%
12
Sanjay
92%
94%
0%
13
Vallabh Patel
87%
100%
0%
14
Mahatma Gandhi
60%
96%
0%
15
Maharani Laxmibai
58%
95%
0%
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
84
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
especially that these gases are not properly contained. As such, it is important that energy-efficient
technologies be installed to properly process solid waste and control release of harmful gases.
Details of Existing Trenching Ground of ULB
D) Reuse and Recycling
There is no waste reusing or recycling technology being used in Khilchipur.
Nos.
Trips
Capacity (ton)
Tractor
Trolley
215
--
Hand carriage
JCB
Source: Khilchipur Nagar Parishad
Prepared by:
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Ahmedabad
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85
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R E P O R T
about 2.68 MT by 2035. This estimation is made considering that 35% of waste generated in the
period 2015-2035 goes to landfill disposal. The entire picture can be summarized in the table below:
Table 5.32: Present and future demand and supply gaps (Solid Waste Management)
2011
2015
2025
2035
Projected Population
18932
20508
25045
30585
3565
3862
4716
5759
250
250
250
250
ii
4.73
5.13
6.26
7.65
iii
3.36
3.36
3.36
3.36
iv
1.37
1.77
2.90
4.29
Additional Requirement
Collection per day (MT)
0.39
1.13
1.39
3565
3,862
4,716
5,759
in
Solid
Waste
ii
--
297
854
1,043
iii
15
30
30
iv
--
ii
2.37
2.56
3.13
3.82
ii
--
0.20
0.57
0.69
iii
605
2620
11998
24421
iv
Additional
Requirement
reengineered landfill (MT)
--
2,015
9,378
12,423
in
Scientifically
Prepared For:
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Government of Madhya Pradesh
86
Project Coordinator
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Madhya Pradesh
R E P O R T
Strengths
Weaknesses
Solid
Waste Desire of citizens Lack of solid waste
Management
for a clean city.
management
facilities
(for
Good
Political
treatment
and
Will
and
disposal) in the city
Leadership
leading
to
Availability
of indiscriminate
workforce
for dumping of garbage
managing
the and land pollution.
sector
is
Shortage of vehicles
abundant.
for waste collection
Spatial pattern of
No
Practices
of
the town makes
Waste segregation.
possible
to
implement
and Existing
dumping
work the system sites are saturated
efficiently.
and no new ones
have been developed
Opportunities
Threats
Introduction
PPP
of Degradation of
Urban
Environment
Vermi-composting
and quality of
for Treatment of
Life.
SWM
for
generation
of
employment and
revenue
opportunities.
No
reuse
and
recycling mechanism
adopted
5.3.8. Issues
Other Issues
One of the main issues in Khilchipur is the indiscriminate disposal of waste near the river
Garh Ganga which has led to the contamination of the river over time
SWM needs of the town require immediate and urgent attention since most of the people (6
out of 15 wards) live in slums where conditions are unimaginable.
Investments for proper waste collection system as well as disposal of solid waste into
scientifically designed landfill site coupled with sophisticated waste treatment is necessary to
ensure the safety and wellbeing of the town and majority of its people. Waste should be
segregated at source so that waste can be disposed and treated accordingly.
The indiscriminate disposal of waste near the river Garh Ganga has led to the contamination
of the river. Also the dumping of waste in low lying areas has become extensive.
Prepared by:
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Ahmedabad
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Government of Madhya Pradesh
87
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Lack of treatment technology (composting, vermiculture, etc.), reuse and recycling, and
scientific landfill.
2015
2025
2035
100%
- Enforcement of Segregation
at
MSWM Rules, Source,
- Reviewing and
Solid
Waste
2000
Transportation,
restructuring of
Management
Treatment
&
DPR in line
Disposal Facility
with CDP
-100 % Door to
Door Collection - 100% O & M
cost recovery
Total
Waste
generated per day
- Enhancing PPP
Review and
Monitoring
system
with
appropriate
benchmarks and
indicators.
4.73
5.13
6.26
7.65
--
100%
100%
100%
Source Segregation
Collection
--
50%
100%
100%
Scientific Disposal
and Treatment
--
--
100%
100%
O & M
Recovery
Mechanism
--
30%
100%
100%
Door
to
Collection
Door
Cost
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
88
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Resource
Environment
Conservation
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
89
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
[The above strategies and action plan are co-related various chapters and sections on the City
Investment Plan, Financial Operating Plan, Institutional Frameworks and Summary of Strategies
mentioned in the report]
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
90
Project Coordinator
City Managers Association
Madhya Pradesh
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
R E P O R T
Prepared For:
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Government of Madhya Pradesh
91
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
3565
Drainage Facility
2510 (70.42%)
Bathroom
2253 63.20%
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Type of Drain
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Government of Madhya Pradesh
92
Project Coordinator
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Madhya Pradesh
R E P O R T
Type of Drain
Primary Drains
10.00
ii
Secondary Drains
3.00
Nallahs
Existing length
Major Nallahs
1.00 km
5%
ii
Other Nallahs
0.50 km
2%
2011
2015
2025
2035
18932
20508
25045
30585
ii
14.2
15.4
18.8
22.9
10
10
10
10
iii
4.2
5.4
8.8
12.9
iv
Additional
Requirements
Drainage Network (km)
1.2
3.4
4.2
--
--
for
Upgradation of Drainage
--
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R E P O R T
Strengths
Weaknesses
Drainage
Adequate
natural
gradients available
for achieving self
cleansing velocities
for
open
and
underground
drainage
Opportunities
Threats
No
separated DPR has already been
sewage
and prepared
storm
water
Willingness
of
the
drains
stakeholders to bring
Poor
about positive change in
maintenance of the system and ready to
drains
bear
some
of
its
responsibility
Clogging
of
drains due to
indiscriminate
disposal of solid
waste
Violation
of
natural drainage
patterns
Reduction
in
groundwater
recharge
Disappearance
of lakes and
Nallahs.
Degradation of
River
Garh
Ganga
Water logging
on roads and
flash floods
5.4.9. Issues
The main concerns with storm water in the Towns are:
Land use planning and permissions have not been in tune with natural drainage patterns
The existing drainage system that covers only 10% of the town is designed for a rainfall of 12
mm/hr whereas average intensity is 23 and peak is 52 mm/hr.
Storm water drains are also used for sewage and solid waste disposal.
Also, regular maintenance of the storm water drains that involves de-silting and de-clogging
is not effectively undertaken.
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R E P O R T
Disappearance of lakes and nallahs which were part of an existing sustainable storm water
management system for the city.
Untreated storm water and sewage drained into River Garh Ganga and similar lakes has led to
very high pollution levels of not just these water bodies but also ground water contaminating
the resource and posing serious risks to human health
Water logging on roads and flash floods in low lying areas has become common in monsoon
season leading to rapid spread of diseases.
2011/2012
(Current)
- Reviewing and
restructuring of
DPR in line with
CDP
2015
2025
2035
- Construction 100%
and alignment Coverage
of
of
existing Area
Nallahs/
Drains
- Training and
capacity
building
Review
and
Monitoring system
with appropriate
benchmarks and
indicators.
65%
100%
100%
100%
of
--
100%
100%
100%
--
--
--
100%
Rehabilitation
Existing Drains
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Governance. The following are outline of the strategies and action plan that are envisaged to be
undertaken for Khilchipur Town in order to achieve the Vision and Goals.
Table 5.42: Proposed Strategies & Action Plans for Khilchipur
Infrastructure
Preparation of Storm water Master Plan
Augmentation /
Storm Water Network Augmentation
Refurbishment
De-silting and Alignment of Existing Major Drains
Mobilization of
Financial
Resources and
O & M Cost
Recovery
Mechanism
Resource
Environment
Conservation
Instituting
Responsive
Responsible
Urban
Governance
&
[The above strategies and action plan are co-related various chapters and sections on the City
Investment Plan, Financial Operating Plan, Institutional Frameworks and Summary of Strategies
mentioned in the report]
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
96
Project Coordinator
City Managers Association
Madhya Pradesh
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
R E P O R T
Prepared For:
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Government of Madhya Pradesh
97
Project Coordinator
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R E P O R T
Numbers
2 wheelers
2203
3 wheelers (Tanga)
24
4 wheelers
158
Truck
--
Bus
--
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PRUDA-R & D Wing of AIILSG
Ahmedabad
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Urban Administration & Development Department
Government of Madhya Pradesh
98
Project Coordinator
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R E P O R T
for the future traffic management proposals. About 70 buses enter Khilchipur per day, 20 of which are
of Biora-Kota route. There are also a large number of taxis passing by daily.
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99
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R E P O R T
Accident Zones
Accident zones are those areas where collisions, ramming and hit-and-run mishaps usually take place.
These accident zones are formed by improper junction designs, blind curves and other road plan flaws
In particular, blind curves are those curves or bends in the road which can hardly be recognized as a
person is driving. These are the same curves wherein when crossing, people can hardly see the
vehicles coming.
The national highway is one of the most prominent accident zones in the town due to the heavy and
speedy traffic flow of the vehicles. Most accidents come in form of collisions causing further traffic in
the area. The Biora-Kota and Zirapur junction located in the east end of ward 14 is another accident
zone in Khilchipur due to the blind curve in the area. As reported, people can hardly see the vehicles
travelling causing hit-and-run mishaps and collision. Similarly the Narrow Bridges on Biora-Kota
National Highway road also causes major accidents in the town.
Improper Junction Designs
Accidents are considered unintended when events and other variables cannot be controlled or altered.
Most road accidents in Khilchipur could have been prevented with the proper road planning and
design. Currently, there are two (2) inappropriately designed junctions in Khilchipur. The improperly
designed junctions include (1) the wide junction of Biora-Kota National Highway and Zirapur road
Junction, (2) the junction Biora-Kota National Highway and Market road. These junctions need to be
rectified as they can cause further damage to property and injury to people.
Table 5.44: Improper Junction Designs
No.
Junction Location
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R E P O R T
7.5
12
NH
12
Jabalpur
12
18
Jaipur
Length
Percentage
Kaccha Road
5 km
70%
Pucca Road
12 km
30%
17 km
Prepared by:
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Ahmedabad
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Madhya Pradesh
R E P O R T
Similarly unorganized parking and shops lead to the heterogeneous crowding of vehicles and people
in clusters. The capacity of the roads is further reduced by vehicles parked on the roadsides.
The parking requirement are Calculated in section 5.5.11
2015
2025
2035
18932
20508
25045
30585
14.20
15.38
18.78
22.94
17
17
17
17
-2.80
-1.62
1.78
5.94
1.18
3.40
4.16
Demand of roads
i
ii
iii
Gap (km)
iv
--
ii
--
12
iii
--
Others
i
--
--
--
ii
iii
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102
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Strengths
Traffic
and Strategic location
Transportation
provides easy to
important major
cities and towns in
the state.
Weaknesses
Opportunities
Threats
5.5.14. Issues
Narrow streets in the core areas of the city need to be widened through proper planning and
addressing the encroachment problems
Segregation of traffic according to vehicles and giving them separate lanes is essential to
reduce traffic and congestion
Current buses are heavily loaded causing slow movement of the people and vehicles. A new
bus stand at a different location has been recommended due to the paucity of space at the
current location. Construction of bus terminals/ depots has been recommended and proposed
to be located on the road coming from Bhopal
To improve the road infrastructure in towns & cities so as to avoid congestion on urban roads.
There is a great pressure on Biaora-Kota road since other major roads are too narrow to carry
the increasing flow of vehicles coming daily.
There is a great pressure on Biaora-Kota road since other major roads are too narrow to carry
the increasing flow of vehicles coming daily. Due to increased economic activities in
Khilchipur and in adjoining towns.
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R E P O R T
Rampant encroachment of Biaora-Kota Highway and in other major roads of the town
The town lacks transport utility systems such as bus depots, terminals and parking zones to
properly facilitate movement of vehicles in the town and improve the traffic situation.
The road condition for a growing town like Khilchipur remains very poor as 70% of the roads
are made of Kutcha materials.
Improper junctions and existing blind curves in Kaal Churaha junction and Harijan Mandir
need to be rectified to prevent further accidents and mishaps.
On-street parking has led to the congestion in inner areas of the town which are usually too
narrow.
Expansion of bridge over the tributary of River Garh Ganga needs to be done.
There is a need to provide traffic lights and signals at junctions which are heavily loaded
The town developed and developing areas of the town have not been properly planned which
leades to the lack of infrastructure in these areas.
The town lacks transport utility systems such as bus depots, terminals and parking zones to
properly facilitate movement of vehicles in the town and improve the traffic situation.
The road condition for a growing town like Khilchipur remains very poor as 30% of the roads
are made of Kaccha materials.
2011/2012
(Current)
2015
2025
2035
- Strengthen
urban public
transport,
create proper
parking
facilities
Removal
of
encroachments,
restoration
and
construction
of
major roads. (As
per master plan)
Implementation
of
traffic
management
plan
100%
Cost
recovery of
the assets
created
with O &
M.
- Beautification of
major junctions
Per capita road length
Paved road to Total road
length
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
0.75 m
0.75 m
0.75 m
0.75 m
30%
60%
90%
100%
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Government of Madhya Pradesh
104
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Madhya Pradesh
R E P O R T
--
100%
100%
100%
--
--
40%
60%
Implementation of
Management Plan
Traffic
--
--
100%
100%
Recovery
--
10%
50%
100%
O & M Cost
Mechanism
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&
[The above strategies and action plan are co-related various chapters and sections on the City
Investment Plan, Financial Operating Plan, Institutional Frameworks and Summary of Strategies
mentioned in the report]
60
662
722
Ward Name
Nos. of
Electricity
Street Lights
Connection
Hanuman Gadh
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R E P O R T
Ward Name
02
Priyadarsni
03
Vinoba Bhave
04
Dr. Ambedkar
05
Maulana Azad
06
Netaji Bose
07
Jawaharlal Nehru
08
Maharana Pratap
09
Tagore
10
Ahilya Devi
11
Tilak
12
Sanjay
13
Vallabh Patel
14
Mahatma Gandhi
15
Maharani Laxmibai
Nos. of
Electricity
Street Lights
Connection
722
1922
Total
Source: Khilchipur Nagar Parishad, 2011
5.6.3. Vehicles and Equipment for Fire Fighting and Rescue Operations
At present, there is only one (1) firefighting service vehicle for the entire town of Khilchipur.
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Number
Domestic
1922
55%
Industrial
Commercial
722
80%
2015
2025
2035
18932
20508
25045
30585
17.00
15.38
18.78
22.94
ii
486
439
537
655
iii
722
722
722
722
iv
Gap (nos)
-236
-283
-185
-67
-46
97
119
--
--
--
60
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R E P O R T
Strengths
Street Lighting
Weaknesses
Opportunities
Strategic
Inadequate number
location on street lights.
Bhopal
Indore
highway
of Busy
roads.
Threats
traffic Compromising
on safety
Movement
vehicles
throughout
and night.
of
day
5.6.9. Issues
Inappropriate maintenance and functioning of the lights. Around one-third of the street lights
are not functioning.
Underground wiring system on the main stretch of the inner roads is necessary to reduce risks
of accidents
It has been observed that there are some irregularities in the timings of streetlights.
2011/2012 (Current)
2015
2025
2035
50%
60%
80%
100%
--
100%
100%
100%
--
20%
50%
100%
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R E P O R T
Governance. The following are outline of the strategies and action plan that are envisaged to be
undertaken for Khilchipur Town in order to achieve the Vision and Goals.
Table 5.57: Proposed Strategies & Action Plans for Khilchipur
Infrastructure
Provision of new street light poles
Augmentation /
Upgradation of existing street light poles.
Refurbishment
Mobilization of Refer the Case study on PPP in street lighting, Box 2 below.
Financial
Resources and
O & M Cost
Recovery
Mechanism
Resource
Environment
Conservation
Instituting
Responsive
Responsible
Urban
Governance
- IEC strategy
Educate staff &address misconceptions assign responsibility &remind staff to
switch lights off. Change Lighting Use Patterns. Provide incentives for
conservation. Label Switches &Move Switches. Introduce similar savings of
energy in Public Buildings
-Monitoring and evaluation
Keep up-to-date with street lighting technology and requirements, in view of
diminishing energy resources and increasing energy costs. Benchmarking and
monitoring of energy. Replacing inefficient lamps. Reducing the number of lamps
operating. Reducing operating hours. Replacing inefficient switching
equipment. Improving maintenance practices. Improving data management. To
undertake energy audit at regular intervals.
[The above strategies and action plan are co-related various chapters and sections on the City
Investment Plan, Financial Operating Plan, Institutional Frameworks and Summary of Strategies
mentioned in the report]
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Ahmedabad
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Government of Madhya Pradesh
110
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Madhya Pradesh
R E P O R T
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
111
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
bid process led to application of uniform rates across the various packages.
The contracts were awarded to Bajaj, Crompton and Philips who were in possession of valid license
from inspectorate of electricity.
BMP collected about Rs. 500 million by way of interest free security deposits from these companies.
The contract requires the companies to conduct regular inspections of street light functioning;
adherence to IERC Acts and KPTCL regulations; repairs and replacement of accessories; citizen
complaint redressal within 24 hours and other special conditions.
Results Achieved
All the objectives decided upon were realized as the results of the initiative were measured both
quantitatively and qualitatively.
Efficiency level reaching a 95 percent mark as compared to 45 percent
Citizen satisfaction
Reduced pilferage in material
Curtailment of large financial losses
Revenue earner
Minimum energy losses
Improved Time management of concerned staff
Ensured transparency in the system
Other states/cities studying the experiment for replication.
BMP Has Already Set An Exemplary Technical And Financial Norm In Karnataka
(Source: National Institute of Urban Affairs, New Delhi)
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113
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R E P O R T
It is important to examine poverty with reference to its various dimensions. Interventions need to be
worked out to reduce urban poverty especially the vulnerability of the poor and to enhance their assets
in terms of- labour, human capital, housing, social capital and so on.
The town of Khilchipur is composed of 15 wards, 6 of which have been declared by the local
government as slums. The below table shows the number of slum population in Khilchipur. According
to ULB the number of slum population, in 2011, is 10188 people which means that 54% of the total
population is considered slum population. This is much higher compare with the nation average of
15.16%.
Table 6.1: Urban Poverty in Khilchipur
Year
Number
% of total
Slum Population
10188
54.0%
Total HH
1968
54.0%
Total
Household
Total
Population
BPL
HH
% to Total
Population
/ HH
Slum
Population
% to Total
Population
/ HH
Hanuman Gadh
216
1167
214
99%
1167
100%
Priyadarsni
292
1451
234
80%
1451
100%
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R E P O R T
Total
Household
Total
Population
BPL
HH
% to Total
Population
/ HH
Slum
Population
% to Total
Population
/ HH
Vinoba Bhave
249
1393
196
79%
1393
100%
Dr. Ambedkar
500
2756
430
86%
2756
100%
Maulana Azad
175
880
159
91%
0%
Netaji Bose
158
903
160
101%
0%
Jawaharlal Nehru
120
698
100
83%
0%
Maharana Pratap
106
621
37
35%
0%
Tagore
140
645
63
45%
0%
10
Ahilya Devi
293
1504
183
62%
11
Tilak
131
661
58
44%
0%
12
Sanjay
134
654
98
73%
0%
13
Vallabh Patel
117
615
103
88%
0%
14
Mahatma Gandhi
595
3067
171
29%
0%
15
Maharani Laxmibai
339
1917
402
119%
1917
100%
Total
3565
18932
2545
73%
10188
54%
1504
100%
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Government of Madhya Pradesh
115
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R E P O R T
The following observations are derived from site visits of slums in Khilchipur. There are no sufficient
secondary data on the slums. But the following things are derived on the site visits to all wards which
were declared as slums:
- SOCIAL SET-UP: The social composition of a majority of slums comprises Scheduled Castes,
Scheduled Tribes and other backward castes. However, in some of the slums, the original settlement
housed a single caste or social group, but later, other social groups also started moving in, creating a
wider social mix.
- EMPLOYMENT: A majority of the slum population are engaged in primary activity i.e. agriculture
sector. Many also work as construction laborer, daily wage laborer. They also engaged in informal
activities such as vegetable vendor, street hawkers.
- AVERAGE HOUSEHOLD INCOME: On an average, slum households have a monthly income of
Rs. 1500 per month, the range being Rs. 600 to Rs.5000.
- HOUSING TYPE: Housing type in slums is mostly characterized by permanent, semi -permanent
and temporary structure. As per the information given by the Nagar Parishad about 70 percent of the
houses are temporary in nature and 30 percent households are permanent to semi -permanent in
nature. They have pucca house or mud house with tiled roof or thatch roof. However, few housing
units have semi -permanent or temporary structure. They have small houses with one or two room.
Most of the houses have access to basic services and these slums are easily access by road.
- HEALTH: Most slum dwellers consult private doctors due to lack of proximity to government
hospitals and perceived delay in treatment. With medicines, the average expenditure works out to Rs
100. In the poorer slum the lack of awareness of family planning practices is evident. In the poorer
slums, the lack of awareness of family planning practices is evident.
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R E P O R T
Though all the slum areas are on encroached public or private land, the Government has from time-totime issued the slum households (legal ownership/title of land), as part of its policy to ensure tenure
security to the poor and landless.
74
67
Somwaria
Bardi
Notified
85
73
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
117
Notified
Mataji
Prajapati
95
84
Notified
Ward No
Deepgrah/
Neelgarh
Notified/ Un-notified
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
105
71
Jaystambha
Maligali
Notified
129
100
548
522
Notified
Khandipole
Moipura
116
71
Notified
Subhash
Kalaji
Notified/ Un-notified
Ward No
5
6
7
8
9
10
11
12
13
14
15
Total
- WATER SUPPLY
Water is one of the most essential services for the slum population. Public stand post, wells and hand
pumps are located within easy accessible distance from slum settlements. Apart from this some of the
slum pockets have tap water connection from Nagar Parishad. They fetch water from the wells and
hand pumps. The majority of the slum people rate water quality as good. They judge the quality by its
taste and they consider the appearance for this. Most of the slum dwellers do not treat water before
consumption. Very less percentage of people boiled or filters water before consumption. It seems the
families are not aware of the chance of transmission of germs through water. Most of the slum
population (60%) depend on the wells and tube wells for water supply, 20% of total population are
depending on the stand pipes, 10% are depending on the individual taps and rest of people (10%) are
not having water supply facility
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R E P O R T
Name of
Slum
pocket/
reference
name
Deepgarh/
Neelgarh
Notified
1167
1167
Mataji
Prajapati
Notified
1451
1451
Somwaria
Bardi
Notified
1393
1393
Subhash
Kalaji
Notified
2756
2756
Notified/
Individual
No. of
Ward
Slum
Unwater
Community
population population
notified
connections
taps
880
903
698
621
645
10
Khandipole
Moipura
Notified
1504
11
661
12
654
13
615
14
3067
15
Jaystambha
Notified
Maligali
Total
No. of
Hand
pumps
1504
1917
1917
18932
10188
79
40
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R E P O R T
officials the town has 100 percent coverage in terms of access to individual toilet facilities. But in
slums, access to individual toilet facility is 10 percent (As per IHSDP scheme-2005). Besides this,
public toilets are also located in the town. Cleaning and maintenance of individual toilets are done by
the households.
Table 6.5: Sanitation Conditions Of Slums In Khilchipur
Ward
No
Name of
Slum pocket/
reference
name
Notified/
Unnotified
Ward
population
Slum
population
Deepgrah/
Neelgarh
Notified
1167
10.43
Mataji
Prajapati
Notified
1451
10.67
Somwaria
Bardi
Notified
1393
25.69
Subhash
Kalaji
Notified
2756
29.35
Khandipole
Moipura
Notified
1504
6.68
Jaystambha
Maligali
Notified
1917
3.97
10188
86.79
No. of
Individual
toilets
No. of
Community
toilets
5
6
7
8
9
10
11
12
13
14
15
Total
- SOLID WASTE MANAGEMENT
Solid waste management and sweeping is done by the Nagar Parsihad. In slum pockets door to door
waste collection is in practice. Waste collection is done twice a day. These wastes are collected by
tractor and small vehicles. Streets in the slums are also sweep every day by the Nagar Parishad.
- DRAINAGE
Storm water drainage system exists in the slum areas. Drains are mostly Pucca and open. Cleaning of
these drains is done on regular basis Parishad.by the Nagar
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- ROADS
Most of the slum pockets have proper approach road. Majority of the roads approaching these slums
are made of cement concrete road. But the width of roads in few slums is narrow.
- STREET LIGHT
Street lights are inadequate in some slum pockets.
2011
2015
2025
2035
Projected Population
18932
20508
25045
30585
3565
3862
4717
5760
13514
14639
17878
21832
2545
2757
3367
4111
10188
11036
13478
16459
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R E P O R T
Table 6.6: Present and future demand and supply gaps (Slum infrastructure) for Khilchipur
Census Year
2011
2015
2025
2035
1919
2078
2538
3100
13514
14639
17878
21832
509
551
673
822
384
416
508
620
893
967
1181
1442
Housing demand
Strengths
Weaknesses
Basic
Slum populations
Services to are integral part
Urban
of the city or town
Poor
developments
which can easily
be seen in the
town by provide
basic service to
them.
Opportunities
Threats
Slum population is
increasing with over
a period of time due
to
migration
of
people from nearby
villages.
housing
A survey of BPL
population
has
been done.
Source: by Consultant of the Project
Increasing size of BPL and vulnerable population in the last three years.
Analysis of current situation reveals that the slum population has limited access to basic
services and infrastructure.
Strong level of commitment to achieve zero open-defecation appears to be lacking at the local
level.
For toilet use, water source is mainly public with open source tank /pond/ nalla being the most
prevalent source of water for toilet.
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R E P O R T
Very less attempts have been made to assess the needs and priorities of people living in slums
prior to provision of basic services.
Community Participation or involvement in slum
improvement is therefore lacking.
The major focus is on building toilets yet aspects of effective garbage disposal and
underground drainage system are being neglected, which simply upsets the benefits of
building toilets.
In most of the areas, there have been no synergistic partnerships with the NGOs and private
sectors increasing the burden on ULBmanually as well as financially.
The aspect of maintenance seems to be neglected once the toilets are built which makes them
non-usable after some time.
(Current)
2015
2025
2035
BPL population
58%
25%
0%
0%
--
100%
100%
2015: (Period: Current to 2015); 2025: (Period: 2015 to 2025); 2035: (Period: 2025 to 2035)
Source: Stakeholders consultation
Priority
HIGH
Detail of project
Conducting Slum Surveys in city
Preparation of Slum free City Plan under Rajiv Awas Yojana &
BSUP.
2025
MEDIUM
2035
LOW
2015: (Period: Current to 2015); 2025: (Period: 2015 to 2025); 2035: (Period: 2025 to 2035)
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Table 6.9: Identified Projects of Basic Service to the Urban Poor For Horizon Years In Khilchipur
Horizon year
Priority
Detail of project
6.16. Proposed Strategies & Action Plans For Horizon Years For
Khilchipur
The strategies / policies / actions to be undertaken for achieving the Goals and implanting the projects
presented in the Table below.
Table 6.10: Proposed Strategies & Action Plans of Basic Service to the Urban Poor for Horizon
Years in Khilchipur
No
01
2015
2025
2035
YES
YES
Incremental upgrading
YES
YES
YES
YES
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YES
Project Coordinator
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R E P O R T
Table 6.10: Proposed Strategies & Action Plans of Basic Service to the Urban Poor for Horizon
Years in Khilchipur
No
2015
2025
2035
YES
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people are fulfilled by these institutions with the help of private practitioners are also present in the
town.
Table 7.1: Existing Health Facilities in Khilchipur
Particulars
Government
Private
Hospitals
Dispensary
NA
Beds in Hospitals/Dispensary
30
10
NA
Ambulance services
NA
Details
Madhya Pradesh
25.0
13
8.0
14
67
3.1
Rajgarh District
16
66
17
5.1 %
12
13
14
Number of infants dying under one year of age in a year per 1000 live births of the same year.
15 Average number of children that would be born to a women if she experiences the current fertility pattern through her reproductive span (15-49years)
16
Number of infants dying under one year of age in a year per 1000 live births of the same year.
17 Average number of children that would be born to a women if she experiences the current fertility pattern through her reproductive span (15-49years)
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R E P O R T
One of the main tasks for the municipal body is to create a comprehensive health program responsive
to the needs of every citizen. However, given the limited resources and manpower shortage, it can be
extremely difficult for the municipal body to carry the burden by itself. Unfortunately, the ULB has
not involved themselves actively in the health programmes supported by the state and the central
government.
Facility available
Nos
Remarks
SCHOOL
Primary School
Yes
11
Available
Middle School
Yes
Available
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Facility available
Secondary Schools
Nos
Remarks
Yes
Available
Available
No
Available
No
Available
at
Bhopal (155 Kms)
Available
Yes
Available
Engineering College
No
Available
at
Bhopal (155 Kms)
Polytechnics
Yes
Available
at
Pachor (56 Kms)
No
COLLEGE
Recognized Shorthand,
typewriting
vocational training institutions
&
Figures in percentage
Literacy Rate
68.38%
Male Literacy
56.13%
Female Literacy
43.87%
Primary
5.81
1.06
Secondary / Matriculations
2.11
Senior Secondary
2.11
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College
0.00
Numbers
Stadium
Parks
Cinema Hall
Auditorium/Drama/Community hall
1(reading room)
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and in varying degree of light and heat. Consequently there are several key attributes that should be
integrated into all public amenities to ensure universal usability.
Public amenities include restrooms, information, public telephones and banks machines, waiting
sheds, drinking fountains and the like. Public amenities are especially important in delivering proper
service to people. Apart from the public amenities mentioned in the above table, the next table
summarizes the public amenities available in the town of Khilchipur.
Table 7.7: Public Amenities and Service Availability, Khilchipur
Particulars
Numbers
Graveyards
Dhobi Ghat
Available
Festival Grounds
2 Available
Petrol Pump
Police Station
1 Available
2011
2015
2025
2035
18932
20508
25045
30585
Dispensary
i
ii
Existing
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Table 7.8: Demand and Gaps for Health Infrastructure, Khilchipur (M)
Projected Population
2011
2015
2025
2035
18932
20508
25045
30585
iii
Gap
iv
Additional gap
ii
Existing
iii
Gap
iv
Additional gap
Hospital
i
ii
Existing
iii
Gap
iv
Additional gap
2011
2015
2025
2035
Projected Population
18932
20508
25045
30585
PRIMARY SCHOOL
Required (1/2500 people as per UDPFI Guideline)
13
Existing
11
11
11
11
Gaps
Existing
Gaps
Existing
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Table 7.9: Demand & Gap Assessment for Health Infrastructure, Khilchipur
Horizon Year
2011
2015
2025
2035
Projected Population
18932
20508
25045
30585
Gaps
Additional Gap for Horizon Year
Source: by Consultant of the Project
7.4.3 Demand & Gap Assessment For Other Infrastructures & Facilities In
Khilchipur
UDPFI guideline on infrastructure development is highly dependent on population size of the town.
However, it is also important to understand that a town needs to provide at least one of the essential
social infrastructures such as medical and health infrastructure over time as these investments are
crucial to the growth and welfare of the town.
Table 7.10: Demand & Gap Assessment for Other Infrastructure & Facilities, Khilchipur
Horizon Year
2011
2015
2025
2035
Projected Population
18932
20508
25045
30585
Existing
Gaps
Existing
Gaps
FIRE BRIGADE
POST OFFICE
TELEPHONE EXCHANGE
Required (1/40000 people as per UDPFI Guideline)
Existing
Gaps
Existing
Gaps
POLICE STATION
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Table 7.10: Demand & Gap Assessment for Other Infrastructure & Facilities, Khilchipur
Horizon Year
2011
2015
2025
2035
Projected Population
18932
20508
25045
30585
Existing
Gaps
Existing
Gaps
Existing
Gaps
PETROL PUMP
LIBRARY
BUS STAND
Existing
Gaps
Existing
Gaps
Existing
Gaps
Existing
BANKS
PARK
STADIUM
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Table 7.10: Demand & Gap Assessment for Other Infrastructure & Facilities, Khilchipur
Horizon Year
2011
2015
2025
2035
Projected Population
18932
20508
25045
30585
Existing
Gaps
Gaps
Additional Gap for Horizon Year
CREMATORIUM
Strength
Weakness
Opportunities
Threats
Education
Other
infrastructure
facilities
-Emergence
of -The
right
of -Inadequate
large number of children to free and implementation
private schools.
compulsory
capacity.
education
act,
-Inadequate and
passed
by
inferior
Parliament
in
infrastructure
August
2009,
facility in the
provides free and
schools
compulsory
education as a
fundamental right.
-Community
Lack
of -Implementation of -Inadequate
participation and maintenance of Community
implementation
willingness among existing assets
participation fund capacity.
people
for
which is a optional
improved service
reform
as
per
delivery
JnNURM reforms.
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Strength
Weakness
Opportunities
Threats
Better system need to be evolved for a graded user-free and addressing exclusion of the
poorest.
At present only one hospital is catering the entire town and nearby area. There is no other
medical facility such as dispensary and maternity and child care facility in the town.
Provision of assured and credible primary health services of acceptable quality is necessary.
EDUCATIONAL FACILITY
Overall, inadequate and inferior infrastructure, poor public service delivery, lack of quality
choices and high dependency on privately provide services.
Some of the schools are located along the State Highway which creates noise pollution which
is not conducive for learning.
(Current)
2015
2025
2035
Doctor-patient ratio
--
1/1200
1/900
1/600
Bed-population ratio
1/473
2/600
2/500
3/250
25%
50%
100%
100%
--
25%
50%
100%
68.38%
70%
80%
90%
--
50%
100%
100%
Health
Regular
monitoring
resources
of
water
Education
Literacy rates
Ensure 100% enrollment in primary
schools
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(Current)
2015
2025
2035
--
1/40
1/35
1/25
2015: (Period: Current to 2015); 2025: (Period: 2015 to 2025); 2035: (Period: 2025 to 2035)
Source: Stakeholders consultation
Priority
Detail of project
Year
2015
HIGH
Health Infrastructure
Up gradation of Existing Hospital
Construction of Dispensary (1 Nos)
Construction of Maternity & Child Welfare Center (1 Nos)
Education Infrastructure
Construction of Primary School (0 Nos)
Construction of Secondary School (1 Nos)
Construction of Senior Secondary School (1 Nos)
Construction of Public Library (1 Nos.)
Other Infrastructure
Construction of Community Hall (1 Nos)
Up gradation of Parks (1 Nos)
Construction of Crematorium (1 Nos)
Installation of Fire Fighting Services (1 Nos)
2025
MEDIUM
Health Infrastructure
Up gradation of Existing Hospital
Education Infrastructure
Construction of Primary School (1 Nos)
Construction of Secondary School (1 Nos)
Construction of Senior Secondary School (1 Nos)
Other Infrastructure
Construction of Crematorium (1 Nos)
Installation of Fire Fighting Services (1 Nos)
2035
LOW
Health Infrastructure
Construction of Dispensary (1 Nos)
Education Infrastructure
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Priority
Detail of project
Year
Construction of Primary School (2 Nos)
Construction of Secondary School (2 Nos)
Construction of Senior Secondary School (1 Nos)
Construction of Public Library (1 Nos.)
Other Infrastructure
Upgradation of Community Hall (1 Nos)
Upgradation of Parks (1 Nos)
Construction of Crematorium (1 Nos)
Up gradation of Fire Fighting Services (1 Nos)
2015: (Period: Current to 2015); 2025: (Period: 2015 to 2025); 2035: (Period: 2025 to 2035)
Source: Consultants of the project
hygiene
behavior
through
community
2015
2025
2035
sanitation YES
Mobilizing communities
YES
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Table 7.14: Proposed Strategies & Action Plans For Horizon Years in Khilchipur
No
03
2015
YES
2025
2035
YES
Orientation of Teachers
YES
YES
YES
YES
YES
YES
YES
07
YES
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Table 7.14: Proposed Strategies & Action Plans For Horizon Years in Khilchipur
No
2015
2025
2035
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Chapter 8: Environment
The rapid increase in industrial and economic development has led to severe environmental
degradation that undermines the environmental resource base upon which sustainable
development depends. The economics of environmental pollution, depletion and
degradation of resources has in fact been neglected as compared to the issues of growth
and expansion.
Urban Environment includes both natural elements as well as built environment. Natural
elements include air, water, land, climate, flora and fauna. The built environment, physical
surroundings constructed or modified for human habitation and activity, encompasses
buildings, infrastructure and urban open spaces. A citys built environment also gives visible
form to important historic or contemporary cultural values. The intersection and overlap of
natural environment, built and socioeconomic environment constitute urban environment.
The escalated urbanization, associated with environmental degradation, has generated a
debate on how much urban green space has been lost due to the urbanization process.
Integrated means of addressing the ecological and environmental, economic and social
concerns are still neglected in the framework of development. As a result, large areas of
urban green space are declining rapidly, and causing numerous environmental problems.
However, both environmental awareness and environmental legislation (setting of standards
etc.) have advanced considerably in recent years, but enforcement is lagging almost
everywhere.
This chapter establishes the environment baseline situation of
Khilchipur.
It describes the
status of urban environment, quality and services, identifies environmental issues and
strategies to address these issues through CDP.
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Construction of buildings.
Water: The quality of water was mentioned in chapter 5 (table 5.1). In terms of quality standards, the
quality of water is considered satisfactory by the Public Health Engineering Department (PHED).
Soil: There is no data available about soil pollution in the town. However, increasing saline land is
being reported in the last years. This kind of problem is caused mainly due widespread use of
fertilizers for agriculture purpose. Good quality of soil is extracted from earth in huge amount due to
brick manufacturing industries. It is inevitable to have an alternate to the economy of the town.
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about water. And it is necessary to create further efforts towards conservation and management of
water resources.
In Khilchipur, the water bodies are some very important water bodies which are deteriorating rapidly
due to increased urbanization.
A successful city cannot operate efficiently in isolation from its environment. It must balance social,
economic and environmental needs. It is therefore important to understand the linkages between urban
development and the natural resources / urban environment. While healthy urban ecosystems provide
cities with a wide range of services essential for their economic, social and environmental
sustainability, damaged ecosystems have a very negative impact on urban residents, and in particular
on the urban poor. Most importantly, one needs to understand that the environment cuts across all
sectors, income, groups and management areas.
The potential scope of the Act is broad with environment which includes water, air and land and
interrelationship among water, air, land, human beings, other creatures, plants, micro organisms and
property. Section 3(1) of the Act empowers the Center to take all such measures as it seems necessary
or expedient for the purpose of protecting and improving the quality of the environment and
preventing, controlling and abating environmental pollution. Central Government is authorized to set
new national standards for ambient quality of the environment and standards for controlling emissions
and effluent discharges; to regulate industrial locations; to prescribe procedures for managing
hazardous substances; to establish safeguard for preventing accidents; and to collect and disseminate
information regarding environmental pollution.
The EPA was the first environmental statute to give the Central Government authority to issue direct
written orders including orders to close, prohibit or regulate any industry operation or process or to
stop or regulate the supply of electricity, water or any other services (Section 5). Other powers
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granted to the Central Government to ensure compliance with the Act include the power of entry for
examination, testing of equipment and other purpose (Section 10) and power to take samples of air,
water, soil or any other substance from any place for analysis (Section 11). The Act explicitly
prohibits discharge of pollutants in excess of prescribed standards (Section 7). There is also a specific
prohibition against handling of hazardous substances except in compliance with regulatory procedures
and discharges (section 8). Persons responsible for discharges of pollutants in excess of prescribed
standards must prevent or mitigate the pollution and must report the discharge to government
authorities (Section 9.1).
The Act provides for severe penalties. Any person who fails to comply with or contravenes any of the
provisions of the Act, or the rules or directions issued under the Act shall be punished for each failure
or contravention, with a prison term of up to 5 years or a fine up to 1 lakh or both. The Act imposes an
additional fine up to Rs. 5000 for every day of continuing violation (Section 15 (1)). If a failure or
contravention occurs for more than one year after the date of conviction an offender may be punished
with a prison term which may extend to seven years (Section 15 (2)).
The Act empowers the central government to establish standards for the quality of the environment in
its various aspects, including maximum allowable concentration of various environmental pollutants
(including noise) for different areas. These standards could be based on ambient levels of pollutants
which are sufficiently low to protect the public health and welfare. Emission or discharge standards
for particular industries could be adjusted to ensure that such ambient levels are achieved. The
Environment (Protection) Rules, 1986 allow the State or Central authorities to establish more
stringent standards based on recipient system.
The EPA includes a citizens suit provision (Section 19.6) and a provision authorizing the Central
Government to issue orders directly to protect the environment (Section 5). The Central Government
may delegate specified duties and powers under the EPA to any officer, state government or other
authority (Section 23). The Central Ministry of Environment and Forests (MoEF) is responsible for
making rules to implement the EPA. The Ministry has delegated the powers to carry out enforcement
to the Central and State Pollution Control Boards in the country.
The MoEF has so far enforced several rules and regulations. It has adopted industry specific standards
for effluent discharges and emissions from different categories of industries. The Ministry has also
designated certain state and Central Officials to carry out specified duties under the Act and has
designated specific laboratories for testing the samples of air water and soil obtained under the Act.
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Table 8.1: Important policies, legal provisions and authorities related to water pollution
Central/State Legal
Provisions
Main Objectives
Constitutional Provisions on Statutory powers conferred on states to make law on water and
sanitation
and
water sanitation
pollution
Policy
Statement
Abatement of
Pollution, 1992
The National Conservation Promotes judicious and sustainable use of natural resources,
Strategy
and
Policy preservation of biodiversity, land and water
Statement on Environment
and Development, 1992
The National Environment Promotes conservation national resources, protection of wild life and
Policy, 2006
ecosystems, prevention of pollution, reuse and recycling of
wastewater, adoption of clean technology, application of polluter pay
principle and amendment in the existing law from criminal to civil
suit provisions
National Sanitation Policy, Aimed at awareness generation, behaviour change, open defication
2008
free cities, safe disposal of wastes and propoer operation and
maintenance of sanitary installations. It requires different states and
cities to develop their sanitation policies, startegies and goals
The water (Prevention &
Control of Pollution) Cess
Act, 1977, as Amended in
1993 and 2003
Central
Ground
Authority
The
Public
Liability To provide for public liability- insurance for the purpose of providing
Insurance Act, 1991
immediate relief to the persons affected by accident occurring while
handling any hazardous substance
Hazardous
waste Legislative framework for laws enactment related to storage
(Management and Handling) transport, handling and disposal of hazardous wastes
Rules, 1989
Manufacture, Storage and Rules for manufacture, storage and import of hazardous chemical
import
of
Hazardous
Chemical Rules, 1989
Municipal
Solid
waste Rules for Municipal Solid waste Management at urban cities
(Management and Handling)
Rules, 1999
The National Environment To provide for strict liability for damages arising out of any accident
Tribunal Act, 1995
occurring while handling any hazardous substance and for the
establishment of a National Environment Tribunal for effective and
expeditious disposal of related cases.
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Table 8.1: Important policies, legal provisions and authorities related to water pollution
Central/State Legal
Provisions
Environment
Assessment
1994
Main Objectives
73rd and 74th Constitutional Obliging state governments to constitute Urban Local Bodies (ULBs)
Amendments - Role of Local and transfer responsibility for water supply and sanitation services to
Self Government
them
Municipalities Act, District Complete authority and jurisdiction over all urban amenities,
Municipalities Act or the including water supply and sanitation with municipality
Nagar Palika Act
Town Planning Act/Urban To establish development and planning authorities, having powers
Development authorities Act over any development activity in the area under their jurisdiction
Source: MoUD, GoI
All the current legal provisions deal with diverse water, wastewater and sanitation services and have
resulted in multiple bodies and jurisdictions in India. However, the sanitation is not covered in a
holistic manner except prohibition of its discharge into water bodies. This section will be dealt in
detail in the next stage of the Report.
Strengths
Weaknesses
Opportunities
Threats
-Uncontrolled mining of
marbles and minerals
-Uncontrolled movement
of heavy vehicles through
town.
-Sewage directly mixing
into the water bodies
8.7. Issues
Water
Intensive agricultural land use and high dependency on river water for irrigation.
Disposal of sewerage directly into surface drains or surface water bodies pollutes water
resources.
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Ground water contamination due to absence of septic tanks in the city, leakages and
overflowing of sewerage pipelines.
Traffic Congestion in the core area creates high level of noise and emissions results in chaotic
Air
environment.
Air pollution has increased in last few years due to increased traffic, cutting of trees, burning
of wood and charcoal in low income areas in urban fringes of the city.
Low Per capital green and open space in the core area.
Large-scale and uncontrolled mining of marbles and other minerals leads to deforestation.
Soil
Others
No awareness about the kind of health hazards the pollution brings to the citizens.
(Current)
Mandatory
Rainwater
Harvesting in all buildings
2015
2025
2035
50%
100%
15%
25%
35%
25%
50%
100%
50%
100%
2015: (Period: Current to 2015); 2025: (Period: 2015 to 2025); 2035: (Period: 2025 to 2035)
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(Current)
2015
2025
2035
Priority
Detail of project
Year
2015
HIGH
2025
MEDIUM
2035
LOW
2015: (Period: Current to 2015); 2025: (Period: 2015 to 2025); 2035: (Period: 2025 to 2035)
Source: Consultants of the project
2015
2025
2035
YES
18
It refer to localized applications where uncontaminated wastewater from bath, washbasins, clothes washing etc. is used for non-potable purposes such as for
watering landscape. It can also refer to secondary and tertiary treatment facilities that serve individual homes, apartments and small communities by treating the
wastewater from these areas and allowing them to be reused in the same locality for non-potable purposes such as toilet flushing, washing of floors, watering of
gardens or recharging groundwater supplies through water recharge structures.
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Table 8.5: Proposed Strategies & Action Plans For Horizon Years in Khilchipur
No
2015
2025
2035
YES
YES
YES
Group
Group
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Table 8.5: Proposed Strategies & Action Plans For Horizon Years in Khilchipur
No
2015
2025
2035
Group
Group
05
Introducing Public
Conservation
Private
Yes
Partnership
in
Environment
Yes
19
YES
YES
Water reuse refers to the practice of capturing and using water discharged or lost by a previous user. Water reuse reforms allow ULBs to ensure dependable
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Table 8.5: Proposed Strategies & Action Plans For Horizon Years in Khilchipur
No
2015
2025
2035
YES
YES
08
YES
YES
09
YES
010 Soil Pollution: Compliance of the MSW (Management & Handling) YES
Rules, 2000 including identification and selection of landfill sites
and safe disposal of solid waste of the city. Solid Waste Management
to be further improved by segregating the waste and reusing and
recycling the same. For further details please refer to the section on
Solid Waste Management Sector Plan.
011 Undertake a Strategic Environmental Assessment (SEA)
YES
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The Central Provinces and Berar Municipalities Act, 1922, as amended between 1927 and
1956, applicable to Mahakoshal region
In July, 1957, the M.P. Government appointed the Local Self-government (Urban) Committee, to
suggest modifications in existing legislations, with a view to bringing about uniformity in the
structure and working of municipalities in the state. The Committee submitted its report in 1959 and
in the light of the recommendations of this committee, the State Government, enacted the following
legislation, replacing the diverse legislations in operation in different parts of the state:
1
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The Constitutional amendment Act, 1992, gives local bodies a constitutional status, assigns them a
large number of functions, ensures them stability, provides a suitable framework to function with
greater freedom and also makes institutional arrangements for devolution of larger financial resources.
To meet the constitutional requirements and aspirations, the Madhya Pradesh government made
necessary amendments in the existing legislations relating to local bodies in the state. Under the new
dispensation, three types of urban local bodies have been set up in the state:
1. Municipal corporations to be constituted in large urban areas.
2. Municipal councils for smaller towns.
3. Nagar Panchayats for urban areas (less than 20,000 people). These are transitional areas from rural
to urban.
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The structure of the ULBs consists of two Wings i.e., the Deliberative Wing and the Executive Wing.
Nos
SC
OBC
6-7
ST
Ladies
General
Reservation
7 (5 SC, 2 Ladies)
Nos
Posts filled
72
Posts remaining
Sanctioned post
67
58
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includes monitoring and supervising the work of sanitary labourers 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 department is also involved in promotion of health awareness programs
and implements various State and Central assisted schemes like pulse polio project, SJSRY etc.
Planning
and
Construction
design
Outside ULB
jurisdiction
Operation
and
maintenance
Water Supply
ULB
ULB
ULB
PHED
Sewerage
ULB
ULB
ULB
PHED
Drainage
ULB
ULB
ULB
PHED
ULB
ULB
ULB
PHED
ULB
ULB
ULB
NA
ULB
ULB
GoI/
GoMP
(PWD) / HB
Street Lighting
ULB
ULB
ULB
NA
Environment
MPPCB/
EPCO
MPPCB/
EPCO
MPPCB/
ULB
MPPCB/ EPCO
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Environment: The main works carried out under the Environment Department mainly relates to land
management, development planning and
management, Development of Biological Resources, Control of Pollution, Environmental
Upgradation, Capital Project and works related to capital area.
Development authority: The main works carried out under the department relates to the development
of Urban and special notified areas. The principle departments under this are Town & country
Planning Department, Madhya Pradesh Vikas Pradhikaran Sangh, Capital Project Administration.
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Enforcement of various schemes such as Integrated Development Plan of Small and Medium Towns
(IDSMT) and Urban Infrastructure Development scheme for Small & Medium Towns (UIDSSMT),
Control on unauthorized development in towns and functions of State Nodal Agency for National
Urban Information System Scheme.
T&C P Act 1973 Ammendment, Bhoomi Vikas Niyam, TCP Niyam 1975, TCP - Vyyan- Niyam etc.
are the acts and rules applicable under the department:
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06. Giving technical advice to various Government departments and local bodies on Public
Health engineering topics.
PHED has been given the responsibility of planning, design and construction of the water supply,
sewerage and drainage projects since 1995. Under this arrangement, the financial and administrative
sanction for a project comes from the PHED. The assets, however, have to be transferred to the ULB
on completion for operation and maintenance. Though, the PHED staffs works under tile functional
control of the MC, their administrative control remains with the PHED. There is therefore duality here
and accountability is blurred.
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d. Bio-Medical Waste (Management & Handling) Rules, 1998, and Amendment Rules
2000.
e. Recycled Plastics Manufacture & Usage Rules, 1999.
f.
To plan comprehensive program for the prevention, control or abatement of pollution and
secure executions thereof,
To collect and disseminate information relating to pollution and the prevention, control or
abatement thereof,
To inspect sewage or trade effluent treatment and disposal facilities, and air pollution control
systems and to review plans, specification or any other data relating to the treatment plants,
disposal systems and air pollution control systems in connection with the consent granted,
Supporting and encouraging the developments in the fields of pollution control, waste recycle
reuse, eco-friendly practices etc.
Creation of public awareness about the clean and healthy environment and attending the
public complaints regarding pollution.
To advise the State Government on any matter concerning the prevention, control or
abatement of water pollution and air pollution.
Laydown, modify or annul effluent standards for the sewage and trade effluents
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R E P O R T
The Environmental Planning and Coordination Organization (EPCO) was established by the Housing
and. Environment Department of the Government of Madhya Pradesh.
EPCOs responsibility is to assist and advise the State Government on environmental policy and
planning through
The study of particular environment problems and the formulation of feasible solutions
The facilitation of expert external inputs, including consultation services, in addition to its
own capacities
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integrated water resource management and for regulation and control of all types of activities, which
are detrimental to the lakes and water bodies.
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R E P O R T
Disaster Management Institute (DMI), Bhopal is one of the leading organizations in the country,
which has attained substantial credibility in imparting professional training and conducting
consultancy services on natural and man-made disasters management. Established in 1987 in the
backdrop of the world's worst-ever industrial disaster (1984) in Bhopal, DMI is an autonomous
organization under the Housing and Environment Department, Government of Madhya Pradesh. This
is the only institute of its kind in the whole country, which is dealing both natural and industrial
disasters.
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R E P O R T
2015
2020
-Computerization of Records.
2025
-EGovernance
Initiative
-Realigning
internal -Decentralization
of
municipal Structural
organization structures administration, and synchronization of Reforms
and processes
internal jurisdictions
-Introduce Staffing review
(B) Strategies and Action Plan
The strategies are in alignment of the optional reforms envisaged to be achieved. The reforms
principally include administrative, Structural and E-Governance initiative. The
(I) Administrative Reforms
-Personnel Management Systems, comprising - staff deployment, leave, payroll, personnel
administration, hiring and contracting, transfers, grievance management (Administrative Reforms)
The objective of the strategy is to achieve Efficient deployment of available staff, Satisfied personnel,
higher productivity, Transparency and fairness in dealing on personnel matters, Effective and efficient
administration of personnel Function etc.
Computerize payroll management, timely and direct transfer of salaries and wages, including
contract staff payments
Review and simplify all employment and service rules related to all cadre and staff levels of
municipal employees. Make amendments to reflect current realities of managing municipal
staff.
Aligned to the employment service rules (modified), prepare and disseminate a HR policy for
all municipal staff.
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R E P O R T
Bring transparency in all systems related to transfers, promotions and wage increments. Share
widely the processes that are adopted.
-Training and skill building initiatives needs assessment, delivery of skill building activities, other
capacity building initiatives (Administrative Reforms)
The objective of the strategy is to enhance capacity of municipal staff to deal with increasing scale
and changing complexities of municipal functions. This can be achieved through following actions:
Undertake training needs assessment for all staff. This need assessment should be integrated
with annual departmental review, and individual performance review (for mid & senior
officers).
Tie-up with State-level and other institutions for periodic delivery of training, related to job
skills, hands-on training, etc. Build certain level of in-house training delivery capacity.
Organize other capacity building initiatives, such as: exposure visits / study tours to other
ULBs within India / abroad (for large cities); dissemination of literature and multi-media
material; visits and close working with experts, counter-parts from other ULBs, technical
consultants, etc.
Within ULBs, build team working through team projects; sharing of experiences across
departments / zones / wards; problem-solving workshops anchored by senior officers; etc.
Incentivize
training
participation,
self-learning
initiatives
of
accredited
courses,
Aligned to the overall development plans of the ULB, specific targets of performance are set
for each department. Similarly service delivery targets are set for each zone / ward.
Performance measurement of senior officers heading the departments / zones / wards is
directly linked to these targets.
The system of Annual Confidential Report (ACR) should be improvised within the
framework of rules. The method of assessment should be made very objective, laying down
performance areas and sub-areas. Expectations of performance should be discussed at
periodic intervals.
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R E P O R T
Citizen feedback is inbuilt into performance review of all departments / functions that have
citizen interface.
Within the framework provided by the service rules, a system of incentives / rewards for good
performance should be instituted.
-Management information and decision support, Managing performance of organisational subunits (departments or zones / wards) (Administrative Reforms)
The objective of the strategy is to Enable transparent and efficient allocation of scarce resources to
those functions / areas (physical spaces within the city) which are more deserving, Ability to isolate
poor performance to infrastructure deficiency, poor O&M, poor management, etc., and thereby take
appropriate decisions. This is achieved through the following measures:
The Council of the ULB should pass a resolution to adopt Standardised Service Level
Benchmarks (SSLBs), defined by the Ministry of Urban Development. Adoption of SSLBs by
the ULB implies, setting up systems to periodically measure and report service level
performance indicators. The reliability, independence and therefore credibility of the
measurement systems are improved over period of time.
Additional indicators that reveal operating performance of the ULB should be defined,
measured and reported.
Systems to periodically place the performance indicators before decision makers. For e.g.
CMO / President and print in local media, etc.
Periodic review systems take stock of performance, remedial action and operational decisions
are initiated on that basis. Decisions related to budget allocation, prioritisation of projects,
staff deployment, etc. are guided by intra-city disparity in service levels.
Systems for periodic review of contracts, third party inspection and monitoring of project
implementation, quality control during construction. Maintenance of records and project
documents a site.
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R E P O R T
Institutionalise systems for wider dissemination of all tenders (including e-tenders), foster
competition and provide level playing field for all competent vendors.
Introduce measures to ensure all tenders for procurement of goods / services have clear
technically specifications, quality and delivery standards laid down. Commercial terms and
conditions are balanced, unambigous and incentivises speedy implementation.
Provide point of citizen interface at vantage locations across city, a minimum of one in each
ward. Interface should be direct contact with trained personnel, and through IT interfaces such
as touch screens, kiosks, signages and instruction boards, etc.
Leverage technology to provide multiple services (tax returns, paying user charges, birth &
deaths registration, building plan permissions, citizen complaints, etc.), through single
terminal, and citizen database integrated at back end.
Rope in other citizen services and utilities (electricity utility, telecom company, post office,
courier services, etc.) to enhance economies of scale, and higher level of convergence for
citizens.
Define and maintain standards of services rendered through such centres. Involve private
sector and sustain through revenue model built on transaction fee concept.
Accessibility should include accessibility of elected representatives to their citizens (at both
area sabha and ward levels), and accessibility of officials to citizen representatives.
All sub-ULB jurisdictions (electoral wards, zones, engineering circles, etc.) should be
represented spatially on the city map. Examine the extent of incongruity.
Identify bottlenecks to merging boundaries. For network services (water supply, sewerage,
SWM) the network design, and logistics may pose peculiar problems in some places. Resolve
these problems one by one (introduce intermediate metering in case of water supply, or club
more than one ward to constitute a zone, etc.).
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R E P O R T
Transfer adequate powers to zonal administrative and engineering heads, to take decisions for
uninterrupted operations.
Review deployment of operations staff, and realign with new jurisdictions. Alter reporting
relationships where necessary.
Review flow of information regarding operations from field to Zonal office / Head of Dept.
Make appropriate changes.
Provide information swiftly to municipal staff, citizens and all other stakeholders about the
change in boundaries. Communicate widely through maps and charts, with adequate level of
detail (scale not more than 1:1000).
Provide training to all municipal staff about the revised structures, reporting lines.
Undertake indepth review of staffing patterns in the ULB, covering staff in position,
vacancies, sanctioned posts, etc. Examine skill and experience profile. Compare with norms.
Examine ageing profile and examine superannuation rate (by department, level and skill
base).
Conduct interviews, time and motion studies, and undertake other measures to identify
number of personnel required for the job. Also project increase / decrease in requirement if
any. Focus on field level service delivery functions, citizen interface points and administrative
support roles.
Examine span of control, reporting hierarchy and adequacy of decision-making staff at all
levels. Many a times, the Commissioner has a large span of control, with some minor
departments such as Nursery / Urban Forestry directly reporting to the CMO. These
departments never get adequate attention, and consequently performance and effectiveness of
the department suffers.
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R E P O R T
If gaps still remain, explore options of outsourcing staff on contract basis, or outsourcing the
activity itself. Many functions can be taken up under PPP, reducing the staffing burden of the
ULB.
Prepare a detailed and timebound transition plan, with small incremental steps being taken up
every day.
Communicate the plan, and hold detailed dialogue with staff unions, counsel them and all
staff being redeployment on individual basis.
Take up measures for people to take pride in new role, improve hygiene factors and work
conditions such as providing proper working spaces, uniforms, tools and devices,
communication devices, etc. Often these minor issues are neglected, which snowball into
larger issues, making transition difficult.
As structural changes are very fundamental and often face resistance, the President and CMO
should take lead responsibility in implementation at ULB level. The leader of opposition should
also be engaged in implementing the changes.
Responsibilities will include:
Designing the revised organisation structures, processes/ procedures / reporting formats and
forms, etc.
Seeking internal approvals for budgets to implement these administrative reforms, and
monitoring related spending
Playing role of counterpart staff to external experts / consultants deployed to advise and guide
the structural reforms
(III) Others
-Citizen Charter
A Citizens Charter is the expression of an understanding between the citizen and the public service
providers about the quantity and quality of services citizens receive in exchange for their taxes. It is
essentially about the rights of the public and the obligations of the public servants. As public services
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R E P O R T
are funded by citizens, either directly or indirectly through taxes, they have the right to expect a
particular quality of service that is responsive to their needs and is provided efficiently at a reasonable
cost. The Citizens Charter is a written, voluntary declaration by service providers about their service
standards, choice, accessibility, non-discrimination, transparency and accountability. It should be in
accord with the expectations of citizens. Therefore, it is a useful way of defining with users and others
what service should be and what standards to expect. A further rationale for the Charters is to help
change the mindset of the public official from someone with power over the public to someone with a
care of duty in spending the publics taxes and in providing them with necessary services. This goal
should be immediately setup.
-E-Governance
With increased emphasis on e-governance, information technology is playing an important role in
reforming the cumbersome government processes. On-line transaction processing facilities are
available to citizens including payment of utility bills such as electricity bills, water and sewerage
charges, property tax, trade licensing fee, telephone bills, issue of certificates such as birth and death,
issue of permits and licenses such as learners license, driving license, etc. These services, available
on 24X7 basis at Citizen Service Centres, banks and web portal, include birth and death certificates,
trade license, property tax, advertisement fee and market rent payment, civic works information,
house numbering, suppliers and contractors payments, etc. These projects are instrumental in creating
a new municipal culture of citizen-friendly service provision. It is essential to build e-capabilities of
municipal governments to simplify corruption-prone municipal processes and improve their
functioning. This goal should be achieved by 2035.
-Community Participation
It is being increasingly realized that communities have little capacity to participate. Providing the
platform for participation is only one aspect of enabling community participation; the other is to
ensure that communities have capacity to fully utilize these spaces, and participate meaningfully. In
order to address these issues, ULB should:
Come out with a Community Participation Fund (CPF) in similar lines with JNNURM. The
primary objective of the fund is to catalyse community participation by supporting the
building of community assets.
Identify and implement a number of pilot projects to take forward agreed approaches to
increase effective Community participation through formulation of CBO and Capital projects.
This provision should be thought immediately. Further by 2015 the state should ensure
enforcement of community participation law.
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R E P O R T
Identify means to develop and improve participatory approaches in policy making, planning,
resource allocation and monitoring;
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Remarks
Preparation
Sanctioning
Present
(Y/N)
(Y/N)
Status
Water Supply
Under
A.A.
T.S.
Sewerage
DPR Prepared
Needs a Revision
No
DPR Prepared
Needs a Revision
Roads
Housing
Under
Preparation
No
Under
Preparation
Environment /
DPR Prepared
Needs a Revision
Needs
Preparation
Needs
Preparation
Water Conservation
Source: Khilchipur (M)
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R E P O R T
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R E P O R T
With the aforementioned concerns, it is needless to emphasize that an evaluation of the municipal
finance of a town is indispensable to analyzing the relationship of its financial performance and
quality of services delivery. The analysis of the same is essential in identifying areas which need to be
improved and alternative sources of revenue for the town.
Major
Account Head
2005-2006
(Rs. In
Lacs)
2006-2007
(Rs. In
Lacs)
2007-2008
(Rs. In
Lacs)
2008-2009
(Rs. In
Lacs)
2009-2010
(Rs. In
Lacs)
Average
(Rs. In
Lacs)
A. Revenue Account
1
REVENUE
INCOME
REVENUE
EXPENDITU
RE
Status
Revenue
Account
of
123.85
(SC)50.8%
168.62
(GR)36.1
%
(SC)53.9%
193.91
(GR)15.0
%
(SC)53.9%
232.70
(GR)20.0
%
(SC)53.9%
290.87
(GR)25.0
%
(SC)53.9%
202.0
(GR)24.0
%
(SC)53.3%
140.29
(SC)71.1%
168.35
(GR)20.0
%
(SC)71.1%
193.60
(GR)15.0
%
(SC)71.1%
232.32
(GR)20.0
%
(SC)71.1%
290.40
(GR)25.0
%
(SC)71.1%
205.0
(GR)20.0
%
(SC)71.1%
-16.44
0.28
0.32
0.38
0.47
-3.0
B. Capital Account
4
CAPITAL
RECEIPTS
120.00
(SC)49.2%
144.00
(GR)20.0
%
(SC)46.1%
CAPITAL
EXPENDITU
RE
57.00
(SC)28.9%
68.40
(GR)20.0
%
(SC)28.9%
78.66
(GR)15.0
%
(SC)28.9%
94.39
(GR)20.0
%
(SC)28.9%
117.99
(GR)25.0
%
(SC)28.9%
83.3
(GR)20.0
%
(SC)28.9%
Status
Capital
Account
63.00
75.60
86.94
104.33
130.41
92.1
431.42
539.27
377.3
of
165.60
(GR)15.0
%
(SC)46.1%
198.72
(GR)20.0
%
(SC)46.1%
248.40
(GR)25.0
%
(SC)46.1%
175.3
(GR)20.0
%
(SC)46.7%
C. Overall Account
7
Total Income
243.85
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312.62
359.51
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174
Project Coordinator
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Madhya Pradesh
R E P O R T
Major
Account Head
2005-2006
(Rs. In
Lacs)
2006-2007
(Rs. In
Lacs)
2007-2008
(Rs. In
Lacs)
2008-2009
(Rs. In
Lacs)
2009-2010
(Rs. In
Lacs)
Average
(Rs. In
Lacs)
(Revenue plus
Capital)
(SC)100.0
%
(GR)28.2
%
(SC)100.0
%
(GR)15.0
%
(SC)100.0
%
(GR)20.0
%
(SC)100.0
%
(GR)25.0
%
(SC)100.0
%
(GR)22.1
%
(SC)100.0
%
Total
Expenditure
(Revenue plus
Capital)
197.29
(SC)100.0
%
236.75
(GR)20.0
%
(SC)100.0
%
272.26
(GR)15.0
%
(SC)100.0
%
326.71
(GR)20.0
%
(SC)100.0
%
408.39
(GR)25.0
%
(SC)100.0
%
288.3
(GR)20.0
%
(SC)100.0
%
Overall Status
Surplus
/
Deficit
46.56
75.88
87.26
104.71
130.88
89.1
Account Total annual Capital Income has increased from Rs.120.00 Lacs in 2005Income and
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Capital Expenditure)
R E P O R T
Surplus / Deficit
However, an analysis of the Revenue and Capital Account of the town is imperative in properly
assessing the financial performance of the town in terms of the soundness of their income generation
activities and allocation system for various sector projects. An assessment of the Municipal Fiscal
Status on Revenue and Capital Accounts is crucial to understanding surplus and deficits created in a
more systematic manner.
No.
Major
Account
Head
A1
80.18
92.21
110.65
138.32
94.3
50.15
(GR)59.9% (GR)15.0% (GR)20.0% (GR)25.0% (GR)30.0%
(SC)40.5%
(SC)47.6% (SC)47.6% (SC)47.6% (SC)47.6% (SC)46.2%
A2
Assigned
Revenues &
Compensation
33.78
38.84
46.61
58.27
41.1
28.15
(GR)20.0% (GR)15.0% (GR)20.0% (GR)25.0% (GR)20.0%
(SC)22.7%
(SC)20.0% (SC)20.0% (SC)20.0% (SC)20.0% (SC)20.5%
A3
Rental Income
from
Municipal
Properties
33.60
38.64
46.37
57.96
40.9
28.00
(GR)20.0% (GR)15.0% (GR)20.0% (GR)25.0% (GR)20.0%
(SC)22.6%
(SC)19.9% (SC)19.9% (SC)19.9% (SC)19.9% (SC)20.4%
A4
17.19
19.77
23.72
29.65
20.9
14.33
(GR)20.0% (GR)15.0% (GR)20.0% (GR)25.0% (GR)20.0%
(SC)11.6%
(SC)10.2% (SC)10.2% (SC)10.2% (SC)10.2% (SC)10.5%
2005-2006
(Rs. In
Lacs)
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
2006-2007
(Rs. In
Lacs)
2007-2008
(Rs. In
Lacs)
2008-2009
(Rs. In
Lacs)
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
176
2009-2010
(Rs. In
Lacs)
Average
(Rs. In
Lacs)
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Major
Account
Head
A5
FINANCIAL YEAR
2005-2006
(Rs. In
Lacs)
2006-2007
(Rs. In
Lacs)
2007-2008
(Rs. In
Lacs)
2008-2009
(Rs. In
Lacs)
2009-2010
(Rs. In
Lacs)
Average
(Rs. In
Lacs)
2.29
(SC)1.8%
2.75
3.16
3.79
4.74
3.3
(GR)20.0% (GR)15.0% (GR)20.0% (GR)25.0% (GR)20.0%
(SC)1.6%
(SC)1.6%
(SC)1.6%
(SC)1.6%
(SC)1.6%
A6
Revenue
Grants,
Contribution
and Subsidies
0.19
(SC)0.2%
0.23
0.26
0.31
0.39
0.3
(GR)20.0% (GR)15.0% (GR)20.0% (GR)25.0% (GR)20.0%
(SC)0.1%
(SC)0.1%
(SC)0.1%
(SC)0.1%
(SC)0.1%
A7
Income from
Investment
0.75
(SC)0.6%
0.90
1.04
1.24
1.55
1.1
(GR)20.0% (GR)15.0% (GR)20.0% (GR)25.0% (GR)20.0%
(SC)0.5%
(SC)0.5%
(SC)0.5%
(SC)0.5%
(SC)0.5%
Assigned
Revenues
Compensation
Rental Income from Municipal Revenue Income has increased from Rs.28.00 Lacs in 2005-2006 to
Properties
Rs.57.96 Lacs in 2009-2010 with a CAGR of 19.95%.
The average Sectoral Share is around 20.4%.
Fees & User Charges
Revenue Grants, Contribution Revenue Income has increased from Rs.0.19 Lacs in 2005-2006 to
and Subsidies
Rs.0.39 Lacs in 2009-2010 with a CAGR of 19.70%.
The average Sectoral Share is around 0.1%.
Income from Investment
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
177
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
With respect to different components of Revenue Income, the following classifications of various
income sources can be adjudged.
Details
Average
Sectoral
share
w.r.t
100%
75% to
100%
50% to 75%
25% to
50%
Less than
25%
Revenue
Income
Rates and Tax (CAGR)
Revenue
28.87%
Average
(SC)
46.2%
Other
Taxes
(59.0%),
Assigned
(CAGR)
Revenues
& 19.95%
Compensation
Average
(SC)
20.5%
Compensation
in lieu of Taxes
&
Duties
(52.0%),
Rental
Income (CAGR)
from Municipal 19.95%
Properties
Average
(SC)
20.4%
Water Tax
(17.9%),
Property tax
(9.9%),
Tax
on
Animals
(8.4%),
Vehicle Tax
(2.4%),
Professional
Tax (2.4%),
Taxes
&
Duites
Collected
by Others
(48.0%),
Rent
from
lease of
lands
(80.4%),
Rent from
Guest
Houses
(16.1%),
Other Rents
(3.6%),
Fees &
Charges
User (CAGR)
19.93%
Average
(SC)
10.5%
Sale &
Charges
Hire
Sale
Products
(65.5%),
(CAGR)
19.95%
Average
(SC) 1.6%
Revenue
Grants
(100.0%),
Income
Investment
Interest
(100.0%),
from (CAGR)
19.90%
Average
(SC) 0.5%
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
178
of Sale
of
stores &
scrap
(34.4%),
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
No
.
Major
Account
Head
B1
Establishment
Expenses
2005-2006
(Rs. In
Lacs)
2006-2007
(Rs. In
Lacs)
2007-2008
(Rs. In
Lacs)
2008-2009
(Rs. In
Lacs)
2009-2010
(Rs. In
Lacs)
Average
(Rs. In
Lacs)
23.78
(SC)16.9%
28.53
(GR)20.0
%
(SC)16.9%
32.81
(GR)15.0
%
(SC)16.9%
39.37
(GR)20.0
%
(SC)16.9%
49.21
(GR)25.0
%
(SC)16.9%
34.7
(GR)20.0
%
(SC)16.9%
43.68
(GR)15.0
%
(SC)22.6%
52.41
(GR)20.0
%
(SC)22.6%
65.52
(GR)25.0
%
(SC)22.6%
46.2
(GR)20.0
%
(SC)22.6%
B2
Administrative
Expenses
31.65
(SC)22.6%
37.98
(GR)20.0
%
(SC)22.6%
B3
Operations &
81.86
Maintenance (SC)58.4%
98.24
(GR)20.0
%
(SC)58.4%
112.97
(GR)15.0
%
(SC)58.4%
135.56
(GR)20.0
%
(SC)58.4%
169.46
(GR)25.0
%
(SC)58.4%
119.6
(GR)20.0
%
(SC)58.4%
B4
Interest
Finance
Charges
3.60
(GR)20.0
%
(SC)2.1%
4.14
(GR)15.0
%
(SC)2.1%
4.97
(GR)20.0
%
(SC)2.1%
6.21
(GR)25.0
%
(SC)2.1%
4.4
(GR)20.0
%
(SC)2.1%
&
3.00
(SC)2.1%
Administrative
Expenses
Operations
Maintenance
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
179
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
With respect to different components of Revenue Expenditure, the following classifications of various
income sources can be adjudged.
Details
Average
Sectoral
share w.r.t
100%
75% to
100%
50%
to
75%
25% to 50%
Revenue
Expenditure
Establishment
Expenses
(CAGR)
19.94%
Average (SC)
16.9%
Administrative
Expenses
(CAGR)
19.95%
Average (SC)
22.6%
Salaries,
Wages
and
Bonus
(84.2%),
Interest
Finance
Charges
WATSAN
Establishment
Expenses
(15.8%),
Other
operating &
maintenance
expenses
(45.8%),
Water Supply
(Bulk
Purchase)
(27.5%),
Water Supply
(Power & Fuel)
(20.2%),
Hire Charges
(3.8%),
Repairs
&
maintenance Infrastructure
(2.7%),
& (CAGR)
Interest
on
19.95%
Loans from
Average (SC) State
2.1%
Government
(100.0%),
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
180
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Major
Account
Head
FINANCIAL YEAR
2005-2006
(Rs. In
Lacs)
2006-2007
(Rs. In
Lacs)
2007-2008
(Rs. In
Lacs)
2008-2009
(Rs. In
Lacs)
2009-2010
(Rs. In
Lacs)
Average
(Rs. In
Lacs)
C1
Grants,
141.30
162.50
194.99
243.74
172.1
Contribution
117.75
(GR)20.0% (GR)15.0% (GR)20.0% (GR)25.0% (GR)20.0%
for
Spefic (SC)98.1%
(SC)98.1% (SC)98.1% (SC)98.1% (SC)98.1% (SC)98.1%
purposes
C2
Secured
Loans
2.25
(SC)1.9%
2.70
3.11
3.73
4.66
3.3
(GR)20.0% (GR)15.0% (GR)20.0% (GR)25.0% (GR)20.0%
(SC)1.9%
(SC)1.9%
(SC)1.9%
(SC)1.9%
(SC)1.9%
Secured Loans
With respect to different components of Capital Income, the following classifications of various
income sources can be adjudged.
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
181
Project Coordinator
City Managers Association
Madhya Pradesh
Details
Average
Sectoral
share w.r.t
R E P O R T
100%
75% to
100%
50%
to
75%
25% to 50%
Less
than
25%
Capital
Income
Grants,
(CAGR)
Contribution for 19.95%
Spefic purposes
Average
(SC) 98.1%
Secured Loans
Others
(38.9%),
State Government
(32.5%),
Grants from other
government
agencies (28.7%),
(CAGR)
19.96%
Average
(SC) 1.9%
Major
Accoun
t Head
D1
Fixed
Assets
Financial year
2005-2006
(Rs. In
Lacs)
2006-2007
(Rs. In
Lacs)
2007-2008
(Rs. In
Lacs)
2008-2009
(Rs. In
Lacs)
2009-2010
(Rs. In
Lacs)
Average
(Rs. In
Lacs)
57.00
(SC)100.0
%
68.40
(GR)20.0%
(SC)100.0
%
78.66
(GR)15.0%
(SC)100.0
%
94.39
(GR)20.0%
(SC)100.0
%
117.99
(GR)25.0%
(SC)100.0
%
83.3
(GR)20.0%
(SC)100.0
%
Capital Expenditure has increased from Rs.57.00 Lacs in 2005-2006 to Rs.117.99 Lacs
in 2009-2010 with a CAGR of 19.95%.
The average Sectoral Share is around 100.0%.
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
182
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
With respect to different components of Capital Expenditure, the following classifications of various
income sources can be adjudged.
Details
Average Sectoral
share w.r.t
100%
75% to
100%
50% to
75%
25% to 50%
Capital Expenditure
Fixed
Assets
(CAGR)
Average
100.0%
19.95%
(SC)
20052006
(Rs. In
Lacs)
20062007
(Rs. In
Lacs)
20072008
(Rs. In
Lacs)
20082009
(Rs. In
Lacs)
20092010
(Rs. In
Lacs)
As a % of total income
11.5%
10.8%
10.8%
10.8%
10.8%
As a % of revenue income
22.7%
20.0%
20.0%
20.0%
20.0%
As a % of total income
20.6%
25.6%
25.6%
25.6%
25.6%
As a % of revenue income
40.5%
47.6%
47.6%
47.6%
47.6%
Property tax
As a % of total income
2.5%
2.4%
2.4%
2.4%
2.4%
As a % of revenue income
5.0%
4.4%
4.4%
4.4%
4.4%
Revenue
Subsidies
As a % of total income
0.1%
0.1%
0.1%
0.1%
0.1%
As a % of revenue income
0.2%
0.1%
0.1%
0.1%
0.1%
As a % of total income
11.5%
10.7%
10.7%
10.7%
10.7%
As a % of revenue income
22.6%
19.9%
19.9%
19.9%
19.9%
Grants,
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Contribution
and
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
183
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
20052006
(Rs. In
Lacs)
20062007
(Rs. In
Lacs)
20072008
(Rs. In
Lacs)
20082009
(Rs. In
Lacs)
20092010
(Rs. In
Lacs)
As a % of total income
5.9%
5.5%
5.5%
5.5%
5.5%
As a % of revenue income
11.6%
10.2%
10.2%
10.2%
10.2%
Establishment Expenses
As a % of total expenditure
12.1%
12.1%
12.1%
12.1%
12.1%
As a % of revenue expenditure
16.9%
16.9%
16.9%
16.9%
16.9%
47.4%
35.6%
35.6%
35.6%
35.6%
As a % of total expenditure
41.5%
41.5%
41.5%
41.5%
41.5%
As a % of revenue expenditure
58.4%
58.4%
58.4%
58.4%
58.4%
654
891
1024
1229
1536
634
761
875
1050
1312
741
889
1023
1227
1534
301
361
415
499
623
Operating ratio
1.13
1.00
1.00
1.00
1.00
0.48
0.48
0.48
0.48
0.48
1.24
1.32
1.32
1.32
1.32
1.5%
1.4%
1.4%
1.4%
1.4%
% of Total Expenditure
1.9%
1.9%
1.9%
1.9%
1.9%
3.0%
2.7%
2.7%
2.7%
2.7%
% of Capital Receipts
3.1%
3.1%
3.1%
3.1%
3.1%
0.0%
0.0%
0.0%
0.0%
0.0%
% of Total Expenditure
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
184
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
% of Capital Receipts
20052006
(Rs. In
Lacs)
20062007
(Rs. In
Lacs)
20072008
(Rs. In
Lacs)
20082009
(Rs. In
Lacs)
20092010
(Rs. In
Lacs)
0.0%
0.0%
0.0%
0.0%
0.0%
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
185
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
However when deficits as opposed to surplus are incurred, a dismal situation exists such that it has
been a widespread practice for municipalities to cover these deficits through funds from the Capital
Account and thereby reducing funds for infrastructure investments. As for Khilchipur, huge disparity
between Revenue and Capital Account indicates weak capacity of the town to create assets and
investments for sustained urban growth. This weakness has been established in the infrastructure
development for Water Supply and SWM / Sanitation Sectors. Non-investment on these sectors has
led to environmental disintegration of the town.
Funding Capital and Operational Costs
Inadequate Public Funding and Over-reliance on External Aid
While allocating funds for water and sanitation projects at national levels, most of the funding is for
water and centralized wastewater treatment, and not for sanitation management. In addition, many of
the target cities rely on central development assistance to fund sanitation and wastewater projects.
Dependence on external assistance can reflect a lack of long-term commitment and project ownership.
Low Wastewater Tariffs and Inadequate O&M Funding
Cities and utilities that have constructed centralized wastewater treatment and waste treatment
facilities often have difficulty generating funds to cover O&M cost. National regulations have either
reduced tariffs over time, or kept them the same, even while costs have inflated. In case of OSS the
household payments (if any) for desluidging cover only collection costs not treatment costs.
Financing Sanitation Management
Funding sanitation management through the exchequer places an unreasonable strain on the state's
finances. This is not only detrimental to the economy of the country - it also engenders a lack of
accountability and immediate responsibility among the ULBs to generate revenue for septage/sewage
management. Thus, it is important that the beneficiaries also share the responsibility of waste
management following the 'Polluters pay principle'. As per the present pace of economic growth in
Madhya Pradesh, the government's financial capacity would be strengthened due to higher collection
of taxes and private participation is also expected to increase. Therefore, it is necessary to draw up a
long term financing and investment plan for septage/sewage management based on expected
economic development.
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
186
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
No
M2
Property tax 85% coverage and Property tax 90% collection efficiency
No
M3
E-Governance Set-up
No
M4
No
M5
Levy of User Charges: 100% Recovery of O & M for sewerage, Water Supply
and SWM
No
M6
No
No
O2
No
O3
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
187
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
O5
No
O6
No
O7
No
O8
Administrative Reforms
No
O9
Structural Reforms
No
O 10
Encouraging PPP
No
Group 1 Reforms: Reforms which ULB can take up on its own initiative and where the
involvement of state government is marginal/ Low. Such reforms are suggested to be taken on
priority basis.
Group 2 Reforms: Reforms in which the involvement of State is low and the ULB can
manage in its own capacity.
Group 3 Reforms: Implementation of Reforms in which ULB and State holds a combined
responsibility
Group 4 Reforms:
Group 2 and 3 Reforms envisaged with an assumption that all the process required from state
level to kick start the process will be implemented immediately.
Reforms
Involvement of State
Implementation
Low
ULB level
ULB level
M 3 E-Governance Set-up
Low
ULB level
Low
YES
M-Mandatory Reforms
O- Optional Reforms
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
188
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Reforms
Involvement
Implementation
of State
M 4 Internal Earmarking of Funds for Services to Urban Poor
Medium
ULB level
O8
Administrative Reforms
Medium
ULB level
O9
Structural Reforms
Medium
ULB level
O7
Medium
ULB level
Reforms
Involvement of
State
Implementati
on
O1
ULB level
O2
ULB level
O5
ULB level
O3
ULB level
M-Mandatory Reforms
O- Optional Reforms
The following are the Group 4 Reforms:
Table 11.5: Suggested Group 4 Urban Reforms, Khilchipur (M)
No.
Reforms
Involvement
of State
Implementation
Remarks
M5
Not Required
ULB level
O4
ULB level
Provision
Made in
the CDP
O6
Not Required
ULB level
O 10
Encouraging PPP
Not Required
ULB level
M-Mandatory Reforms
O- Optional Reforms
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
189
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Reforms which will improve the Municipal finance like shifting to Double Entry Accounting
system and implementation of Property Tax reforms are envisaged on priority Basis.
Pro poor reforms like internal earmarking of funds and allocation 25% land to EWS / LIG, are
envisaged on priority basis in order to avail the benefits of the ongoing schemes of BSUP /
IHSDP and the recently announced scheme of Rajiv Awas Yojana of Slum Free City
Planning.
Reforms which are linked after the successful implementation of Projects or services.
Reforms where the involvement of state is required to kick start the process.
Reforms which can be undertaken and which are linked with successful implementation of
Immediate Reforms.
Reform which requires a unified will at all level and involves multi stakeholders.
Reforms which are linked after the successful implementation of Projects or services.
The following table describes the horizon years for undertaking reforms in a systematic and
planned way.
Table 11.6: Goals for Horizon Years (Municipal Reforms)
Immediate
2012
2013
- Shift to
Double
Entry
Accounting
(M1) Group
1
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
2014
2015
-Provision of
Basic
services for
the
urban
poor
- Property
tax
85%
coverage &
90%
collection
efficiency
Medium Term
Long Term
2020
2025
- E-Governance
Set-up
(M3) Group 1
(M6) Group
1
(M2) Group
1
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
190
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
2013
2014
2015
Medium Term
Long Term
2020
2025
- Internal
Earmarking
of Funds for
Services to
Urban
Poor.
- Introduction of
computerized
Administrative
process
of
Reforms
Registration of
(O 8) Group 2
land
and
property
(M
4)
Group 2
Structural (O 7) Group 2
Reforms
(O 9) Group 2
Earmarking
25%
developed
land in all
housing
projects for
EWS/LIG.
-Revision
of
Building Bye Laws
streamlining the
Approval Process
(O2) Group 3
(O 5) Group
3
- Simplification
of legal and
procedural
framework
for
conversion
of
agricultural land
for
nonagricultural
purposes
(O3) Group 3
-Introduction of
Property
Title
Certification
System in ULBs
(O 1) Group 3
Encouraging
PPP
- Byelaws on
Reuse
of
Recycled Water
- 100 % cost
recovery
O&M
(Water Supply & (O6) Group 4
Solid
waste
(O10) Group
- Revision of
management)(M5)
4
Building
Bye
Group 4
laws - Mandatory
Rainwater
Harvesting in all
buildings
(O4) Group 4
The guidelines of all these reforms needs to be followed as per JNNURM Toolkit defined by Govt.
of India. The details on each of these reforms are not dealt in Detail in this report. Note: MMandatory Reforms, O- Optional Reforms
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
191
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Urban Reform
Details of
Strategies
M1
Refer Chapter 10
M2
Property tax 85% coverage and Property tax 90% collection Refer Chapter 10
efficiency
M3
E-Governance Set-up
Refer Chapter 9
M4
Refer Chapter 7
M5
Refer Chapter 5
M6
Refer Chapter 7
O4
Revision of Building Bye laws Mandatory Rainwater Harvesting in all Refer Chapter 5
buildings
O6
Refer Chapter 5
O8
Administrative Reforms
Refer Chapter 9
O9
Structural Reforms
Refer Chapter 9
O
10
Encouraging PPP
Refer
5,6,7
Chapter
M-Mandatory Reforms
O- Optional Reforms
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
192
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Integrating the DPR prepared by the ULB and sectoral schemes of State / Central
Government.
Improving the coverage and serving the uncovered area on priority basis.
Improving the quality and quantity of water supplied at consumer-end through improvements
to water treatment facilities.
Monitoring of distribution system for technical losses, water theft, indiscriminate usage of
water at public stand posts and reducing the unaccounted for water (UFW) through Water
Auditing, Awareness Campaign on Water Conservation, Rain Water Harvesting.
100 % O & M Cost Recovering Mechanism through Compulsory Water Metering, Adopting
differential pricing system, Bringing System Efficiency, Tariff Revision.
Improving duration and frequency of water supply through effective water demand
management.
B) Project Identification
It is suggested to undertake water supply sub-projects as under:
I. Augmentation of Water Supply
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
193
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
The current works shall focus on the existing supply augmentation at source and at distribution end.
This should be in-lines with the DPR prepared in a phased manner.
II. Water Treatment Plant
A scientific treatment plant of water to be installed. Measures should be taken to ensure water quality
not only relate to the treatment of the water, but to its conveyance and distribution after treatment as
well.
III. Water Supply Distribution Network & Upgradation
The existing water supply distribution being old with varying diameters, it is suggested to upgrade
and replace the existing Distribution system of approximately.
IV. Extension of distribution network within town
An extension of distribution network by 2035 is planned for new areas to keep a focus on better
network coverage and system delivery.
V. Establishing Customer Connections Water Meters
In order to achieve an effective O & M cost recovery it is suggested to provide Water meters to every
household.
VI. Providing Community Taps and Group Connections
Community taps can be provided based for the population that is to be served. This option may not
ensure full cost recovery, as there will be many social problems, thefts, lack of accountability and
maintenance.
C) Requirement & Phasing
The requirements involved in the mentioned projects for Water Supply is presented in the Table
below:
Table 12.1: Proposed Projects for Water Supply for Khilchipur
No
Components
Coverage
2015
[ FY: 2011
to FY 2015]
Water
(MLD)
Supply
II
Water Treatment
(MLD)
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
System
2025
[ FY: 2015 to FY
2025]
3.13
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
3.13
Plant
2.63
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
194
2.63
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Components
Coverage
2015
[ FY: 2011
to FY 2015]
III
IV
Extension of distribution
network within town (Km)
Providing
(Nos)
VI
Establishing
Customer
Connections Water Meters
(Nos)
Public
2025
[ FY: 2015 to FY
2025]
2035
[FY: 2025 to
FY 2035]
17.00
Total
Requirement
(by 2035)
17.00
1.78
4.16
35
52
3565
1151
1043
5759
Taps
Developing a sewerage system based on sewage flow equivalent to 80 percent of net water
supply to a household;
100 % O & M Cost Recovering Mechanism through Bringing System Efficiency, Imposing
Tariff etc.
B) Project Identification
The CDP proposes to undertake Sewerage sub-projects. Component specific intervention comprises
the following:
I. Sewer Network
Works proposed include provision of collection and conveyance system in a phased manner
for 100% Coverage.
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
195
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Components
II
2015
[ FY: 2011
to FY
2015]
2025
[ FY: 2015
to FY 2025]
15.38
3.40
2035
Total
[FY: 2025 Requirement
to FY 2035]
(by 2035)
3.30
4.16
22.94
3.30
12.1.3. Sanitation
A) Basis for Project Identification
The CDP proposes to develop Khilchipurs Sanitation system based on the below mentioned project
identification criteria:
Integrating the Central Government Scheme of preparing City Sanitation Plan under National
Urban Sanitation Policy (2008) issued by Ministry of Urban Development, Govt. of India.
Upgrading and maintaining the existing infrastructure of Public Sanitation on PPP basis.
B) Project Identification
The CDP proposes to undertake Sewerage sub-projects. Component specific intervention comprises
the following:
I. Preparation of City Sanitation Plan
Government of India has announced National Urban Sanitation Policy 2008. The vision for urban
sanitation in India as pronounced in the policy is
all Indian cities and towns become totally sanitized,
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
196
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
healthy and liveable and ensure and sustain good public health and environmental outcomes for all
their citizens with a special focus on hygienic and affordable sanitation facilities for the urban poor
and women. The Government of India will provide assistance through state Government for the
following:
Providing assistance for the preparation of Detailed Project Report (DPR) as per city
sanitation plan.
Components
2015
[ FY: 2011 to
FY 2015]
1.00
1.00
II
6.00
III
Construction of Individual HH
Toilets
1250
938
2187.50
IV
24
30
2025
[ FY: 2015 to
FY 2025]
2035
[FY: 2025 to
FY 2035]
Lumsum
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
197
Total
Requirement
(by 2035)
Lumsum
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
2015
[ FY: 2011 to
FY 2015]
Components
2025
[ FY: 2015 to
FY 2025]
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
Assessment
Source: Projections by CONSULTANT
Note: Refer Annexure for detail on each components & Phasing
100 % Waste treatment and disposal facility for developing environmentally safer town.
Educate the public and create awareness on various issues of solid waste management;
B) Project Identification
The CDP proposes to undertake Solid Waste Management sub-projects as under:
I. Primary Collection
Provision of Two system Publics Bins @ ward Level at public places like Markets, Hotels /
Restaurants, Religious places, Hospitals / Dispensaries and other Public Places. This will
induce a system of segregation of waste at source.
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
198
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
-Provision of Tractor for increasing the collection and transportation capacity on daily
basis.
Sanitary land filling of inorganic fraction of waste and the compost rejects.
This will include Preparation of detailed project report and implementation of IEC
strategies and awareness design campaigns.
2025
[ FY: 2015 to
FY 2025]
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
7723
1709
2087
11519
II
15
23.0
III
30
30
60
IV
Provision of Tractor
2.56
6.95
VI
2807
6856
No
Components
9.52
12559
22222
Lumsum
Lumsum
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
199
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
B) Project Identification
The CDP proposes to undertake Drainage sub-projects. Component specific intervention comprises
the following:
I.
Drainage Network
The proposed network length is considered for entire drainage system of Khilchipur.
II.
It is proposed to de-silting and re aligning the existing major drains with proper and uniform width.
C) Requirement & Phasing
The requirements involved in the mentioned projects for Drainage is presented in the Table below:
Table 12.5: Proposed Projects for Storm Water Drainage for Khilchipur
Coverage
2015
[ FY: 2011 to
FY 2015]
2025
[ FY: 2015 to
FY 2025]
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
20.76
6.81
8.31
35.88
10.00
No
Components
I
II
10.00
Integrating the DPR prepared by the ULB and sectoral schemes of State / Central
Government.
100 % coverage for the entire city and with a prioritization of uncovered areas.
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
200
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
B) Project Identification
The CDP proposes to undertake Traffic & Transportation sub-projects. Component specific
intervention comprises the following:
I. Widening of Important Roads
Road-widening programme improves channel capacity by adding more area to the circulation
channels. It is proposed to widen major roads with installation of necessary amenities like plantation,
signage, advertisement, street furniture etc.
II. Parking Provision with Pavements on Major Roads
On-street parking and regulation of on street parking at various locations has also been proposed as a
mitigation measure.
III. Up gradation of Kuttcha Roads
Upgradation of of roads envisaged by ULB are considered in CDP. This needs to be taken in phased
manner.
IV. Construction of additional Roads
Construction of additional roads are proposed for new development and areas by 2035.
V. Development of Bus cum Truck Terminal
As derived from stake holders consultation relocation and construction of a new Bus terminal is
needed. This is also proposed in CDP.
VI. Improvement of Junctions & Accident Prone areas
Major junctions and minor junctions are proposed to be taken up for improvements. Provision of High
mast lighting at all major junctions, Stop Signs and Place identification signs should be done.
VII.
It has been observed that, in most of the major roads in the town pedestrians are forced to use the
carriageway due to the absence or poorly maintained footpaths. Footpaths of 1.5 m wide are proposed
along the major roads where heavy pedestrian movements are observed. For traffic safety and
convenience, appropriate signs, markings, lighting, guideposts are required to be provided on curves,
intersections, public utility places, etc. Proposals for road furniture are made considering the
importance of the road, safety and aesthetic. This developed stretches will be known as Model Roads.
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
201
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Components
Coverage
2015
[ FY: 2011
to FY
2015]
2025
[ FY: 2015
to FY 2025]
2035
[FY:
2025 to
FY 2035]
Total
Requirement
(by 2035)
12.00
12.00
II
0.00
0.00
III
5.00
5.00
IV
1.78
1.00
VI
Improvement of junctions
accidents areas [Nos]
2.00
VII
VIII Implementation
Management Plan
of
and
Traffic
4.16
5.00
10.94
1.00
2.00
4.00
0.00
0.00
1.00
1.00
100 % coverage for the entire city and with a prioritization of unlit areas
B) Project Identification
It is suggested to undertake the following subprojects under this sector as follows:
I. Construction of new street light poles
Construction of new street lights poles in non lit and emerging areas will be required by 2035.
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
202
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
2025
[ FY: 2015
to FY 2025]
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
0.00
331
331
662
II
60.00
III
Fire
Fighting
System:
Equipments & Utilities) (For
Number of Years)
2.00
No
Components
60
1.00
1.00
5.00
Integrating the Central Government Scheme of Slum Free City Planning under Rajiv Awas
Yojana (2009) issued by Ministry of Urban Development, Govt. of India.
Demand for Housing is in line with the review of the master plan-2021 prepared for
Khilchipur.
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
203
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Provision of Housing and necessary basic services like water supply, sewerage, Drainage,
It is imperative to prepare an action plan for slum free city plan for the town of Khilchipur.
The brief guidelines of the schemes are reiterated in this report.
II.
Construction of Housing
A construction of dwelling units are considered in CDP. This includes provision of Basic
Services. This is envisaged in a phased manner with BPL population on priority basis.
III.
The Urban Slum population having house but lacks basic services will be recorded on
priority Basis.
2025
[ FY: 2015 to
FY 2025]
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
No
Components
II
Construction
of
Dwelling units including
services like Water
Supply,Sewerage,
Drainage and electricity
for
(internal
Development)
1310
122
149
1581
III
Provision
of
Basic
Services
including
services like Water
Supply,Sewerage,
Drainage and electricity
for
(internal
Development) to Urban
Poor Households
509
509
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
204
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Table 12.8: Proposed Projects for Basic Services to the Urban Poor Khilchipur
Coverage
No
Components
2015
[ FY: 2011 to
FY 2015]
2025
[ FY: 2015 to
FY 2025]
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
12.1.9. Environment
A) Basis for Project Identification
The CDP proposes to develop Khilchipurs Urban Environment is based on the below mentioned
project identification criteria:
B) Project Identification
The CDP proposes to undertake the following sub-projects under this sector. Component specific
intervention comprises the following:
I.
II.
III.
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
205
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
2015
[ FY: 2011 to
FY 2015]
Components
Desiltation project
Major Water Bodies
for
II
Desiltation project
Major Water Bodies
for
III
Conservation of
Ganga River
IV
Development
modernized
house.
Implementation of Urban
Greening
Plan:
Urban
Plantation,
Beautification
and
Landscaping,
Van/
Gardens
VI
Development of Dhobi
Ghat
2025
[ FY: 2015
to FY 2025]
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
1.00
1.00
Garh
of
slaughter
II.
III.
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
206
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
2025
[ FY: 2015 to FY
2025]
No
Components
Implementation of Double
Entry
Accrual
Based
Accounting
Do
II
Implementation of Property
Tax Reforms
Do
III
Preparation of Integrated
GIS Base Map with Total
Station Survey
Do
IV
Computerisation of Records
Do
Upgradation
Infrastructure
VI
Do
VII
Municipal
Services
Performance
Measurement System
Do
VIII
Training
&
Capacity
Building Programme
Do
IX
EGovernance initiative
large scale expansion
of
Office
2035
[FY: 2025 to FY
2035]
Do
Do
Do
Do
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
207
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Health Infrastructure
Construction of Dispensary
Health Infrastructure
Health Infrastructure
Education
Infrastructure
Education
Infrastructure
Education
Infrastructure
Heritage Conservation
Components
Coverage
2015
[ FY: 2011 to
FY 2015]
Construction
Dispensary (In Nos.)
of
1.00
II
Construction of Maternity
& Child Welfare
(In
Nos.)
1.00
III
Construction of Hospital
(In Nos.)
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
2025
[ FY: 2015
to FY 2025]
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
1.00
2.00
1.00
1.00
1.00
1.00
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
208
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Table 12.11: Proposed Projects for Social Infrastructure & Other Projects for Khilchipur
No
Components
Coverage
2015
[ FY: 2011 to
FY 2015]
2025
[ FY: 2015
to FY 2025]
IV
Construction of Primary
Schools (In Nos.)
2.00
3.00
Construction
Secondary Schools
Nos.)
of
(In
1.00
1.00
VI
Construction of Senior
Secondary Schools (In
Nos.)
1.00
VII
Construction of Library
(In Nos.)
VIII
Construction
Community Hall
Nos.)
IX
2035
[FY: 2025 to
FY 2035]
5.00
1
1.00
Conservation
and
Heritage Programme (In
Number of years)
Do
2.00
1.00
1.00
of
(In
Total
Requirement
(by 2035)
1.00
2.00
1.00
Do
Do
5.00
2015
Components
2025
2035
Total
Cost
(in Rs Lacs)
I
31.29
0.00
0.00
31.29
II
0.00
47.32
0.00
47.32
III
314.50
0.00
0.00
314.50
IV
Extension of distribution
network within town
0.00
32.99
76.88
109.87
Establishing
Customer
Connections Water Meters
35.65
11.51
10.43
57.59
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
209
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
2015
Components
2025
2035
Total
Cost
(in Rs Lacs)
VI
1.21
0.27
0.33
1.81
382.65
92.10
87.64
562.39
12.2.2. Sewerage
An investment of is proposed for provision of sewer network and sewerage treatment plant by the
year 2035, as showed in Table below:
Table 12.13: Investment Phasing (Sewerage), Khilchipur
No
2015
Components
2025
2035
Total
Cost
(in Rs Lacs)
I
Sewer network
922.84
204.16
249.33
1376.34
II
Decentralized
Wastewater
Treatment Systems (DEWATS)
77.52
17.15
20.94
115.61
1000.36
221.31
270.28
1491.95
12.2.3. Sanitation
The investments for Sanitation are in line with Preparation of City Sanitation Plan, Construction of
Public Pay & Use Toilets and Evaluation Study & Rapid Impact Assessment. The total estimated cost
proposed by 2035 summarized in Table below:
Table 12.14: Investment Phasing (Sanitation), Khilchipur
No
2015
Components
2025
2035
Total
Cost
(in Rs Lacs)
I
10
10.00
II
30.00
0.00
30.00
III
156.25
117.19
0.00
273.44
IV
5.40
21.60
27.00
5.00
5.00
201.65
138.79
5.00
345.44
Impact
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
210
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
2015
Components
2025
2035
Total
Cost
(in Rs Lacs)
I
38.62
8.54
10.43
57.59
II
1.54
0.34
0.42
2.30
III
0.45
0.45
0.00
0.90
IV
Provision of Tractor
13.25
26.50
13.25
53.00
6.41
17.38
0.00
23.79
VI
Scientifically reengineered
Management
8.42
20.57
37.68
66.67
VII
3.5
3.5
7.00
3.5
3.5
7.00
75.69
80.79
61.78
218.26
landfills
2015
Components
2025
2035
Total Cost
(in Rs Lacs)
Drainage Network
249.14
81.67
99.73
430.54
II
70.00
70.00
319.14
81.67
99.73
500.54
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
211
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Infrastructure are proposed for up-gradation and widening of important roads, development of parking
lots, construction of additional roads, improvement of junctions and accidents areas, among other
projects. The details of investment phasing for this is summarized in Table below:
Table 12.17: Investment Phasing (Traffic and Transportation), Khilchipur
No
2015
Components
2025
2035
Total Cost
(in Rs Lacs)
360.00
0.00
0.00
360.00
II
0.00
0.00
0.00
0.00
III
125.00
0.00
0.00
125.00
IV
53.50
124.67
150.00
328.17
Development
terminal
0.00
50.00
0.00
50.00
VI
Improvement of
accidents areas
0.00
15.00
15.00
30.00
VII
0.00
0.00
0.00
0.00
VIII
Implementation
Management Plan
0.00
10.00
0.00
10.00
538.50
199.67
165.00
903.17
of
bus
cum
Truck
junctions
of
and
Traffic
2025
2035
Total Cost
No
Components
66.2
66.2
132.4
II
12
12
III
Fire
Fighting
System:
Equipments & Utilities) (For
Number of Years)
10
20
22
71.2
71.2
164.4
(in Rs Lacs)
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
212
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
2035
Total Cost
0.00
0.00
15.00
3274.50
304.95
372.42
3951.87
Provision
of
Basic
Services
including
services like Water
Supply,
Sewerage,
Drainage and electricity
for
(internal
Development) to Urban
Poor Households
127.25
0.00
0.00
127.25
Grand Total ( in Rs
Lacs)
3,416.75
304.95
372.42
4094.12
No
Components
15.00
II
Construction
of
Dwelling units including
services like Water
Supply,
Sewerage,
Drainage and electricity
for
(internal
Development)
III
2025
(in Rs Lacs)
12.2.9. Environment
A total investment is identified for founding environmental projects. The phasing of investment for
identifies projects is presented in Table below:
Table 12.20: Investment Phasing (Environment), Khilchipur
2015
No
Components
III
Conservation of
Ganga River
IV
V
2025
2035
Total Cost
(in Rs Lacs)
500.00
500.00
Garh
50.00
50.00
Development
of
modernized
slaughter
house.
200.00
200.00
Implementation
20.00
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
of
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
213
20.00
40.00
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
2015
Components
2025
2035
Total Cost
20.00
790.00
(in Rs Lacs)
Development of Dhobi
Ghat
Grand Total ( in Rs
Lacs)
500.00
270.00
2015
Components
Heritage
II
2025
2035
Total Cost
(in Rs Lacs)
75
75
75
225.00
125.00
125.00
125.00
375.00
III
Health Infrastructure
125.00
125.00
125.00
375.00
IV
Education Infrastructure
125.00
125.00
125.00
375.00
Grand Total ( in Rs
Lacs)
450.00
450.00
450.00
1350.00
No
Components
Implementation
of
Double Entry Accrual
Based Accounting
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
2025
2035
Total Cost
(in Rs Lacs)
15.00
15.00
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
214
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Table 12.22: Investment Phasing (Urban Governance & Municipal Reforms), Khilchipur
2015
2025
2035
Total Cost
No
Components
II
Implementation
of
Property Tax Reforms
15.00
15.00
III
Preparation
of
Integrated
GIS Base
Map with Total Station
Survey
25.00
25.00
IV
Computerisation
Records
30.00
(in Rs Lacs)
of
30.00
60.00
Upgradation of Office
Infrastructure
30.00
30.00
VI
Complaint
System
20.00
20.00
VII
Municipal
Services
Performance
Measurement System
35.00
35.00
VIII
40.00
IX
EGovernance initiative
large scale expansion
Redressal
Grand Total
85.00
( in Rs Lacs)
155.00
40.00
80.00
100.00
100.00
140.00
380.00
2015
2025
2035
Total
(in %)
Water Supply
382.65
92.10
87.64
562.39
5.21%
Sewerage
1000.36
221.31
270.28
1491.95
13.81%
319.14
81.67
99.73
500.54
4.63%
75.69
80.79
61.78
218.26
2.02%
Sanitation
201.65
138.79
5.00
345.44
3.20%
538.50
199.67
165.00
903.17
8.36%
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
215
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Street Lighting
12.00
66.20
66.20
144.40
1.34%
Fire Fighting
10
20.00
0.19%
3,417
305
372
4094.12
37.91%
10
Urban Environment
500
270
20
790.00
7.31%
11
Urban Governance
85.00
145.00
150.00
380.00
3.52%
12
Heritage
75
75
75
225.00
2.08%
13
Education Infrastructure
125.00
125.00
125.00
375.00
3.47%
14
Health Infrastructure
125.00
125.00
125.00
375.00
3.47%
15
SOCIAL
INFRASTRUCTURE
OTHER PROJECTS
125.00
125.00
125.00
375.00
3.47%
&
Total
64.74%
19.03%
100%
16.23%
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R E P O R T
Projection of yearly Income (Revenue and Capital20) under various heads and alternative
assumptions without proposed infrastructure OR No Reform Scenario.
Step 2.
Step 3.
Step 4.
Step 5.
Calculating the overall closing balance with Proposed Investment on the overall closing
balance without proposed investments OR No Reform Scenario (Referred as Scenario 2).
Step 6.
Step 7.
Estimation of annual debt servicing burden under alternative scenarios of loan / grant if
applicable.
Step 8.
Calculating the overall closing balance with Additional O & M Expenditure loaded on
Scenario 2. (Referred as Scenario 3)
Step 9.
Calculating the overall closing balance with Additional Revenue Account loaded on
Scenario 2. (Referred as Scenario 4)
The investment sustenance capacity of ULB is assessed based on projection of operating / revenue
surplus of the municipal fund prior to investments. The projection of the revenue account of the
municipal fund is carried out based on certain assumptions of revenue realization and expenditures.
These assumptions are generally trend based or on revenue base and basis, collection efficiencies and
revenue enhancement plans of the ULBs.
The investment sustenance is ascertained considering projected revenue surplus available to service
additional debt for capital investment, operate and maintain new assets created and revenue
realizations from the new investments.
20
21
Commission, etc.
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Annexure Financial Operating Plan. Some of the key assumptions with regards items of income
and expenditure under the revenue account, and their basis are elucidated in the following tables.
(I.A) Assumptions in Projection of Revenue Income
The assumptions adopted are primarily based on past trends (5-year average growth trend or 5-year
compound annual growth rate - CAGR, whichever is lower), subject to minimum (5%) and maximum
annual growth rate (15%) ceilings. The assumptions and working sheets for forecasting municipal
income are presented in Table below:
Table 12.24: Assumptions in Projecting Revenue Income, Khilchipur
Details
Remark / Basis
Taxes
/ The sources of revenue income for the town comes from a variety of
Fees
&
Rates and Tax Revenue (includes Property tax, Water Tax, Sewerage Tax, Conservancy
Charges
Tax, Lighting Tax, Education Tax, Vehicle Tax, Tax on Animals, Electricity Tax,
Professional Tax, Advertisement Tax, Pilgimage Tax, Export Tax, Other Taxes);
Rental Income from Municipal Properties (Includes Rent from Civic Amenities, Rent
from Office Buildings, Rent from Guest Houses, Rent from lease of lands etc.);
Fees & User Charges (Includes Empanelment & Registration Charges, Licensing Fees,
Fees for Grants of Permit, Fees of Certificate or Extract, Development Charges,
Regularisation Fees, Penalties and Fines, Other Fees, User Charges, Entry Fess,
Service /Administrative Charges etc.);
Note: Other New taxes / Fees such as sewerage Tax/ Charges, User Charges for
parking, SWM etc are assumed separately in the additional revenue sections subject to
implementation of the proposed infrastructure or schemes.
Non Tax
The non-tax sources of revenue income, viz. municipal own sources, compensation and
assigned revenue are forecast based on past trends.
Assigned Revenues & Compensation ( includes Taxes & Duties Collected by Others,
Compensation in lieu of Taxes & Duties, Compensation in lieu of Octroi, State Finance
Commission, Compensation in lieu of Concession etc.);
Revenue Grants, Contribution and Subsidies (includes Revenue Grants, Reimbursement for expenses, Contribution towards schemes From State Government/
Central Government / Other Organisations);
Income from Investment;
Interest Earned and Other Income (Includes Deposit Forfeited, Lapsed Deposit,
Insurance Clam Recovery, Profit on Disposal of Fixed assets, Recovery from
Employees, Unclaimed Refund Payable/Liabilities Written Back, Excess Provision
written back and Miscellaneous Income).
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R E P O R T
[Previous 5
Years]
Adopted CAGR
(in %)
A1
29%
15.00%
A2
20%
15.00%
A3
20%
15.00%
A4
20%
14.00%
A5
20%
14.00%
A6
20%
10.00%
A7
5%
10.00%
A8
Interest Earned
0%
5.00%
A9
Other Income
0.00%
0.00%
Remark / Basis
Establishment
The high growth is primarily due to inappropriate booking of salary
Expenditure / Salary of expenditure in terms of regular & casual work force. It is also possible that
Regular Staff
the picture is unclear as there is no detail breaks up of salary expenditure
of casual work force. The casual work force exists mainly in SWM,
sanitation, water supply etc. These expenditures are also non-recurring
items of revenue expenditure. A negative growth rate is adopted for some
sectors on the assumptions of implementation of double accounting system
reform in the ULB.
O&M / Contingencies
Source: CONSULTANT
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R E P O R T
(in %)
[Previous 5 Years]
Adopted CAGR
(in %)
B1
Establishment Expenses
20%
15.00%
B2
Administrative Expenses
20%
15.00%
B3
20%
15.00%
B4
0%
0.00%
B5
Programme Expenses
0.00%
0.00%
B6
0.00%
0.00%
B7
Miscellaneous Expenses
0%
5.00%
B8
Transfer of Fund
0.00%
0.00%
In case of capital Income, it is assumed that the Central Finance Commission Grant, and other
scheme-based capital grants will decrease gradually and divert into new capital infrastructure.
Special Grants Based Works like Basic service grants, Road Repair Grants from state
government are not excluded from the regular capital income. Instead these grants would be
utilized as part of the larger / city-wide capital investment plan, rather than on ad hoc small
projects in isolation.
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R E P O R T
assistance under the scheme will include all urban infrastructure development projects including water
supply and sewerage. The sharing of funds would be in the ratio of 80:10 between Central
Government & State Government and the balance 10% could be raised by the nodal/implementing
agencies from the financial institutions. Implementing agencies may substitute internal resources for
funds to be raised from financial institutions.
-IHSDP- The sharing of funds for IHSDP would be in the ratio of 80:20 between Central
Government & State Government/ULB/Parastatal. States/Implementing Agencies may raise their
contribution from their own resources or from beneficiary contribution/ financial institutions.
It is assumed that the sharing pattern will be as same as that of UIDSSMT i.e. 80:10 and the rest has
to be raised from Financial Institution.
Through PPP
As a response to an insufficient provision of basic urban services and a lack of access to finance and
other resources by ULBs that aim to increase access to these services, a number of PPP options have
emerged. These include: service contracts; performance based service contract; joint sector company
to implement and finance the project; a management contract for operations and maintenance (O&M);
and construction cum build-operate-transfer (BOT) contract.
In case of Khilchipur, the Following projects are suggested to be developed on PPP basis.
Development of Parking sites and design of road junctions/traffic inlands to control and
manage traffic in an efficient manner.
Street Lighting
Other than this, it is proposed to upgrade dwelling units of various slum areas and provide
basic services to the urban poor can be developed on PPP basis.
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R E P O R T
By 2015
Amount
(in Lac
Rs.)
By 2025
Amount
(in Lac
Rs.)
By 2035
Amount
(in Lac
Rs.)
Total
Amount
(in Lac
Rs.)
15%
11.35
12.12
9.27
32.74
Sanitation
10%
20.17
13.88
0.50
34.54
5%
26.93
9.98
8.25
45.16
Street Lighting
10%
1.20
6.62
6.62
14.44
10%
341.68
30.50
37.24
409.41
Urban Environment*
20%
100.00
54.00
4.00
158.00
Heritage*
30%
22.50
22.50
22.50
67.50
Education Infrastructure*
30%
37.50
37.50
37.50
112.50
Health Infrastructure*
30%
37.50
37.50
37.50
112.50
598.82
224.60
163.38
986.79
Sector
Grand Total
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R E P O R T
By 2015
By
2035
By 2025
Population
8344
20508
20508
25045
25045
30585
Household
1669
3,862
3862
4,716
4716
5,759
12163
4536
5540
Projected
Household
2192
854
1043
Increase
in
Commercial Establishment
67
70
77
85
93
103
Institutional Establishment
17
18
19
21
23
26
Increase
in
Establishment
Commercial
Increase
in
Establishment
Institutional
Base
Rate
By
2015
By
2020
By
2025
By
2030
By
2035
Residential
500
625
781
859
859
859
Commercial
750
938
1172
1289
1289
1289
Institutional
1125
1406
1758
1934
1934
1934
1000
1250
1563
1719
1719
1719
525002
3
31548
94
56881
53
42364
46
694469
1
52.50
31.55
56.88
42.36
69.45
Assumed
to
be
collected
from the
additiona
l
projected
Househol
ds.
1.1
times to
the base
rate
Sewerage TAX
Proposed Tarrif
Base
Rate
By
2015
By
2020
By
2025
By
2030
By
2035
Residential
500
625
781
859
859
859
Commercial
750
938
1172
1289
1289
1289
Institutional
1125
1406
1758
1934
1934
1934
3000
3750
4688
5156
5156
5156
107422
17
31822
76
86580
81
42728
91
105712
96
107.42
31.82
86.58
42.73
105.71
Assumed
to
be
collected
from
every
househol
d.
1.1
times to
the base
rate
SWM TAX
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R E P O R T
By 2015
By
2035
By 2025
Population
8344
20508
20508
25045
25045
30585
Household
1669
3,862
3862
4,716
4716
5,759
Proposed Tarrif
Base
Rate
By
2015
By
2020
By
2025
By
2030
By
2035
Residential
400
500
625
688
688
688
Commercial
600
750
938
1031
1031
1031
Institutional
900
1125
1406
1547
1547
1547
250
313
391
430
430
430
268966
5
25163
85
37337
92
33791
34
455843
7
26.90
25.16
37.34
33.79
45.58
Assumed
to
be
collected
from
every
househol
d.
1.1times
to
the
base rate
PROPERTY TAX
Proposed Tarrif
Base
Rate
By
2015
By
2020
By
2025
By
2030
By
2035
Residential
500
625
781
859
859
859
Commercial
750
938
1172
1289
1289
1289
Institutional
1125
1406
1758
1934
1934
1934
150
188
234
258
258
258
291584
1
31432
57
44259
34
42209
56
540338
4
29.16
31.43
44.26
42.21
54.03
Assumed
to
be
collected
from
every
househol
d.
1.1times
to
the
base rate
PARKING TAX
Proposed Tarrif
Base
Rate
By
2015
By
2020
By
2025
By
2030
By
2035
Residential
200
250
313
344
344
344
Commercial
300
375
469
516
516
516
Institutional
450
563
703
773
773
773
75
94
117
129
129
129
120752
8
12575
08
17926
48
16886
56
218855
3
12.08
12.58
17.93
16.89
21.89
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
224
Assumed
to
be
collected
from
every
househol
d.
1.1times
to
the
base rate
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
By 2015
By
2035
By 2025
Population
8344
20508
20508
25045
25045
30585
Household
1669
3,862
3862
4,716
4716
5,759
Base
Rate
By
2015
By
2020
By
2025
By
2030
By
2035
Residential
100
125
156
172
172
172
Commercial
150
188
234
258
258
258
Institutional
225
281
352
387
387
387
500785
62824
1
84063
8
84364
5
102627
8
5.01
6.28
8.41
8.44
10.26
233.06
138.83
251.39
186.42
306.93
50%
60%
70%
65%
60%
116.53
83.30
175.97
121.17
184.16
Assumed
to
be
collected
from
every
househol
d.
1.1times
to
the
base rate
Sector of Investment
Water Supply
4.00%
Sewerage
5.00%
4.00%
10.00%
Sanitation
2.50%
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R E P O R T
Table 12.30: Assumptions for Additional O&M expenditure due to Proposed Investments,
Khilchipur
S. No.
Sector of Investment
4.00%
5.00%
Fire Fighting
2.50%
0.00%
10
Environment
2.50%
11
Urban Governance
0.00%
12
Heritage
2.50%
13
Education
2.50%
14
Health
2.50%
15
2.50%
20142015
20192020
20242025
20292030
20342035
Scenario 1: NO REFORM
SCENARIO (Closing Balance)
30.84
107.07
211.08
310.09
286.63
II
Closing Balance
account
with
Investments only
598.82
368.07
345.19
67.57
230.94
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of capital
Proposed
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R E P O R T
20142015
20192020
20242025
20292030
20342035
III
629.66
475.14
556.27
377.65
517.57
IV
279.69
124.59
(138.10)
77.30
634.86
492.82
201.45
213.20
(34.82)
56.00
VI
909.35
599.73
418.17
454.95
1,152.43
VII
310.53
231.66
72.98
387.38
921.49
VIII
DSCR
0.35
0.42
0.32
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R E P O R T
Strategies
Augmentation of existing supply network at source and at distribution end
Water treatment augmentation
Up-gradation and replacement of existing distribution system
Extension of distribution network within town
Providing Community Taps and Group Connections
Establishing Customer Connections Water Meters
Operation and Maintenance Plan
Tariff Revision
Bringing System Efficiency
Compulsory Water Meter
Cost recovery through adopting differential pricing system
Water Supply Inventory
Water Auditing
Awareness Campaign on Water Conservation
Customer satisfaction through providing regular information service
performance
Rain Water Harvesting in bye-laws
Streamlining Institutional Responsibilities
Sewerage
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Strategies
Institutional Strengthening and Capacity Building
System Maintenance Plan
Sanitation
Solid
Management
d Waste Management
Drainage
Traffic
Transportation
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R E P O R T
Strategies
Increase Pedestrian Movement
Creation of Urban Green Spaces
Preparing a detailed road register
Basic Services
Urban Poor
to Preparation of Slum free City Plan under Rajiv Awas Yojana & BSUP
Provision of Housing to BPL population on Priority Basis
Providing sufficient, timely and uniform supply of potable water.
Installing public stand post.
Laying of new sewer connection or connecting slum latrines to existing
sewer line.
Initiating solid waste management, especially segregation at source.
Construction of side drains.
Paving approach roads.
Maintenance of street lights.
Improvement and maintenance of basic services to the urban poor
Community Mobilisation
Training programmes in Slum
Capacity Building
Environment
Heritage
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R E P O R T
Strategies
Adaptive Reuse of the existing place
Street Lighting
An
economically sustainable, highly livable, safe, clean and peopleresponsive city embodying a transparent, efficient and financially strong local
government that offers its citizens equal opportunities for growth and
universal access to high-quality infrastructure and urban services
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R E P O R T
C ONTENTS
Annexure 1: Self Assessment Checklist for Inception Report .................................................................................... 233
Annexure 2: Town Information (Census 2001) .......................................................................................................... 234
Annexure 3: Ward Demographic Information (2001) ................................................................................................ 235
Annexure 4: Ward Population (2011) ........................................................................................................................ 238
Annexure 5: BPL Population..................................................................................................................................... 239
Annexure 6: Proceedings of the Project ..................................................................................................................... 240
Progress Report ..................................................................................................................................................... 240
Annexure 7: Documentation of First Workshop ........................................................................................................ 242
Proceedings for the Workshop ............................................................................................................................... 242
Key Findings of the Workshop .............................................................................................................................. 242
List of Participants For The Kick-off Workshop .................................................................................................... 245
Annexure 8: Documentation of Second Workshop .................................................................................................... 246
Reform Agenda ..................................................................................................................................................... 252
Annexure 9: List Of Participants For Second Workshop............................................................................................ 258
Annexure 10: Documentation of Third Workshop ..................................................................................................... 259
Annexure 11: Details Of Third Workshop ................................................................................................................. 260
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R E P O R T
FOR
I NCEPT ION
R EPORT
The purpose of this stage is to review and analyse the current status and unique features of the
city with regard to the state of its development, systems and procedures, as equally its
institutional and financial context. This stage is meant to identify the strengths and weaknesses
in the citys development and to provide an understanding of what impedes service delivery and
management within the existing set-up and what contributes to better service provision.
RECONNAISSANCE
The Consultant will spend their first week with reconnaissance activities,
including:
Introductory meetings with the Mayor/President, Municipal Commissioner/Chief Municipal
Officer, Heads of Departments, Councillors, representatives of ongoing urban programmes, etc.
Determine feasibility and composition of a city level Steering Group (comprising of Citizen
forum) for the CDP
Citizen forum shall be formed comprising of 15 eminent persons from different walks of life.
Obtain base maps, and available secondary data on the citys demographics, master plan,
reports prepared under past and current urban development programmes, ULBs annual budget
reports, other reports giving status of service delivery, and other relevant documents on heritage
listing, data on slums and urban poor, government policy documents, etc.
Identify the line departments and key stakeholders for urban service delivery and
development such as PHED, Town and Country Planning Department, Development Authority,
SADA, local chamber of commerce, NGOs, CBOs, religious organizations, financial
institutions, commerce and industry etc.
Field reconnaissance to determine growth patterns of the city, characteristics of slums and
environmentally sensitive areas etc. (Date)
Identify economic opportunities and blocks in tapping these (eg. Tourism, industry etc.)
Mapping : Preparation of City level base maps using Auto-CAD/GIS
(Minutes of meeting/ workshop/Photographs must be included in report)
KICK-OFF WORKSHOP
The Consultants will organise, with ULB support, a one day kick-off workshop[1] to familiarize
the stakeholders with the purpose, process, and expected outcomes of the CDP, and build
enthusiasm, understanding and commitment to the CDP. (Date)
TOWN
Khilchipur
Insert
14/11/2011
22/11/2011
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R E P O R T
Particular
TOWN_NAME
CLASS
C_STATUS
AREA
HOUSEHOLD
POP_1901
POP_1911
GR_01_11
POP_1921
10
GR_11_21
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
POP_1931
GR_21_31
POP_1941
GR_31_41
POP_1951
GR_41_51
POP_1961
GR_51_61
POP_1971
GR_61_71
POP_1981
GR_71_81
POP_1991
GR_81_91
POP_2001
GR_91_2001
DENSITY
SEX_1981
SEX_1991
SEX_2001
AVG_RAIN
MAX_TEMP
33
MIN_TEMP
34
35
36
37
38
39
STATE_H_NA
SH_DIST
DIST_H_NA
DH_DIST
HD_H_NA
SD_DIST
18.80
BHOPAL
160
Rajgarh
18
KHILCHIPUR
0
40
DIST_TH_HQ
Khilchipur
41
TH_DIST
42
CITY_1LAKH
43
CITY_DIST
44
45
46
47
48
49
50
51
52
53
Detail
Khilchipur
IV
NP
6.47
2,796
5,121
5,868
14.59
5,300
-9.68
5,779
9.04
6,663
15.30
6,227
-6.54
6,970
11.93
8,412
20.69
10,101
20.08
12,675
25.48
15,317
20.84
2,367
922
919
954
976.41
33.00
0
GUNA
141
BIAORA
44
KHILCHIPUR
0
No.
54
55
56
57
58
59
60
61
62
Particular
ADVANCE
OTH_SOUR
TOT_REC
GEN_ADM
PUB_SAF
PUB_H_C
PUB_WORKS
PUB_INST
OTH_EXP
63
TOT_EXP
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
POPULATION
SC_POP
ST_POP
K_ROAD
P_ROAD
SEWER
WATER_BOR
SERVICE
LAT_OTH
METH_D_N_S
SOU_OF_SUP
SYS_STOR
STOR_CAP
FIRE_F_SER
F_F_NAME
DIST_F_SER
EL_DOM
EL_IND
EL_COM
EL_ROAD_L
EL_OTHERS
HOSPITALS
86
HOS_BEDS
87
88
89
90
91
92
HT_NAME
DISP
DISP_BEDS
DT_NAME
HEALTH_CTR
HC_BEDS
93
HCT_NAME
94
F_W_CTR
95
FWC_BEDS
96
FWCT_NAME
Detail
No.
107
108
109
110
111
112
113
114
115
Particular
COMMERCE
ARTS_SCI
ARTS_COMM
ART_SC_CO
LAW
UNIV
OTH_COL
ASC_NEAR
MEDICAL
116
MEDI_NEAR
0
1,428
50
402
645
437
1
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
ENGG
ENGG_NEAR
POLYTECH
POLY_NEAR
VT_INST
SH_INST
TYPE_INST
SH_TYPE_IN
OTH_INST_S
S_SEC
SS_NEAR
SECONDARY
SEC_NEAR
MIDDLE
MID_NEAR
PRIMARY
PRIM_NEAR
ADULT_CNT
ALC_NEAR
OTH_CNTR
N_HOSTELS
N_SEATS
30
139
WWH_DIST
140
141
142
143
144
145
RC_FAC
STADIUM
CINEMA
AUDITORIUM
P_LIB
R_ROOMS
146
IMP_COM1
147
IMP_COM2
148
IMP_COM3
149
EXP_COMM1
0
178
4869
932
369
2009
1062
30
216
4618
15,317
1,908
349
5
15
OSD,BSD
109
106
581
Pt,ST
T
OHT
350
1
2
0
1
0
1
0
RAILWAY_ST
97
TB_CLINIC
150
EXP_COMM2
0
RAIL_DIST
98
TBC_BEDS
0
151
EXP_COMM3
BUS_ROUTE
99
TBC_NAME
152
MAN_COMM1
BR_DIST
100
NUR_HOMES
153
MAN_COMM2
0
NAV_R_C
101
NH_BEDS
154
MAN_COMM3
NAV_DIST
102
NHT_NAME
155
BANKS
0
REC_TAX
103
MED_OTH
156
A_C_SOC
2314
0
REV_M_T
104
OTHMI_BEDS
157
N_A_C_SOC
659
0
GOVT_GRANT
1718
105
ARTS
0
LOAN
106
SCIENCE
0
0
Source: Town Directory of Madhya Pradesh, District Census Handbook, Census of India, 2001
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
234
\*
Detail
0
1
0
0
0
0
0
0
Bhopal
(160)
0
Bhopal(160)
0
Pachore(79)
0
0
2
0
2
2
3
6
10
0
0
0
0
BHOPAL
(160)
1
0
0
0
1
0
Agriculture
Equipment
Electrical
Goods
KIRANA
Groundnut
Oil
Coriander
PULSES
OIL
KHALI
SHOES
5
1
1
Project Coordinator
City Managers Association
Madhya Pradesh
A NNEXURE
(2001)
3:
W ARD
R E P O R T
D EMOGRAPHIC
WARD
Total
Households
Total
Population
Total
Male
Population
Khilchipur (NP)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
2796
182
194
194
323
160
160
124
111
128
252
107
108
113
345
295
15317
1056
1105
1030
1710
850
882
698
652
629
1325
680
642
552
1801
1705
7839
544
557
512
886
434
441
361
332
324
688
341
332
286
924
877
WARD
Khilchipur (NP)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Total
SC
Population
1908
53
395
263
796
138
46
0
0
11
7
0
23
1
161
14
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Total
ST
Population
973
30
203
138
408
67
23
0
0
5
6
0
10
1
74
8
Total
Female
Population
Total
Population
under 0-6
Age Group
7478
512
548
518
824
416
441
337
320
305
637
339
310
266
877
828
2523
186
214
206
329
136
121
93
79
78
224
90
90
76
285
316
Total
Literate
Population
935
23
192
125
388
71
23
0
0
6
1
0
13
0
87
6
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
235
\*
I NFORMATION
Total Male
Literate
Population
349
38
33
0
25
60
0
0
0
11
35
2
3
1
83
58
Total
Male
Population
under 0-6
Age
Group
Total
Female
Population
under 0-6
Age Group
1264
93
94
100
178
69
54
49
42
38
115
44
41
35
148
164
1259
93
120
106
151
67
67
44
37
40
109
46
49
41
137
152
Total Female
Literate
Population
191
24
20
0
14
31
0
0
0
7
20
1
1
1
43
29
Project Coordinator
City Managers Association
Madhya Pradesh
NON_WORK
_M
NON_WOR
K_F
4656
3758
898
10661
4081
6580
295
343
393
514
268
280
168
199
173
398
194
202
202
512
515
260
262
260
414
214
220
154
177
151
326
161
160
163
416
420
35
81
133
100
54
60
14
22
22
72
33
42
39
96
95
761
762
637
1196
582
602
530
453
456
927
486
440
350
1289
1190
284
295
252
472
220
221
207
155
173
362
180
172
123
508
457
477
467
385
724
362
381
323
298
283
565
306
268
227
781
733
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
236
\*
Project Coordinator
City Managers Association
Madhya Pradesh
MAIN_OT_F
MAIN_OT_P
MAIN_HH_F
MAIN_HH_P
MAIN_AL_M
MAIN_AL_F
MAIN_AL_P
43
1
1
11
2
2
0
0
4
0
2
2
0
2
11
5
MAIN_CL_P
Khilchipur
3822 3319 503 240 193 47
(NP)
278 258 20
5
5
0
1
273 233 40
2
2
0
2
195 145 50 68 52 16
3
422 370 52
6
4
2
4
251 211 40 23 15 8
5
171 148 23
0
0
0
6
166 154 12
1
1
0
7
190 170 20
2
2
0
8
165 144 21
1
0
1
9
365 311 54 21 16 5
10
187 156 31
0
0
0
11
165 144 21
6
6
0
12
157 142 15
3
3
0
13
457 393 64 17 13 4
14
380 340 40 85 74 11
15
WARD
MAIN_CL_F
MAIN_OT_M
NON_WOR
K_P
MAIN_HH_M
TOT_WOR
K_F
MAIN_CL_M
TOT_WORK
_M
MAINWORK_F
MAINWORK_P
Khilchipur
(NP)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
TOT_WOR
K_P
MAINWORK_M
WARD
R E P O R T
MARG_CL_F
MARG_AL_P
MARG_AL_M
MARG_AL_F
MARG_HH_P
MARG_HH_M
MARG_HH_F
26
1
2
97
0
1
16
0
0
81
0
1
51
2
6
21
1
2
30
1
4
3
4
5
6
7
8
9
10
11
12
13
14
198 115
92 44
17
3
109 72
2
0
9
7
8
7
33 15
7
5
37 16
45 21
55 23
83
48
14
37
2
2
1
18
2
21
24
32
3
0
1
0
0
0
0
2
0
6
0
7
1
0
0
0
0
0
0
2
0
0
0
2
2
0
1
0
0
0
0
0
0
6
0
5
32
5
7
12
0
0
0
10
2
7
2
2
7
0
0
2
0
0
0
1
2
1
0
0
25
5
7
10
0
0
0
9
0
6
2
2
2
7
4
20
2
0
0
2
0
0
0
4
2
1
0
11
0
0
0
0
0
0
0
2
0
6
4
9
2
0
0
2
0
0
0
2
15
135
55
10
17
14
80
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
237
\*
65
4
14
61
16
1
80
5
77
0
9
8
19
5
24
43
42
10
6
MARG_OT_F
MARG_CL_M
6
0
0
MARG_OT_M
MARG_CL_P
32
1
2
MARG_OT_P
MARGWORK_F
MARGWORK_M
R E P O R T
Khilchipur
834 439 395
(NP)
17
2
15
1
70 29 41
2
WARD
MARGWORK_P
F I N A L
396 258
1
13
27 34
105
43
3
59
0
7
7
12
3
15
21
19
56
37
2
18
0
2
1
7
2
9
22
23
74
32
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Total Population
Male Population
Female Population
Other Population
Total Population
Male Population
Female Population
Other Population
Total Population
Male Population
Female Population
Other Population
Literate Population
Total Households
Population
216
1167
594
573
182
87
95
816
475
341
292
1451
744
707
224
120
104
892
537
355
249
1393
703
690
193
97
96
753
465
288
500
2756
1416
1340
438
235
203
1422
851
571
175
880
458
422
142
89
53
593
331
262
158
903
444
459
150
74
76
643
345
298
120
698
378
320
87
46
41
556
322
234
106
621
310
311
74
35
39
525
274
251
140
645
319
326
69
35
34
553
284
269
10
293
1504
739
765
232
106
126
1031
566
465
11
131
661
333
328
59
28
31
576
302
274
12
134
654
328
326
80
39
41
512
280
232
13
117
615
303
312
64
25
39
499
272
227
14
595
3067
1558
1509
396
191
205
2336
1273
1063
15
339
1917
970
947
227
132
95
1238
689
549
TOTAL
3565
18932
9597
9335
2617
1339
1278
12945
7266
5679
Ward No.
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
238
\*
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
TOTAL
Total
Households
216
292
249
500
175
158
120
106
140
293
131
134
117
595
339
3565
BPL
Households
214
234
196
430
159
160
100
37
63
183
58
98
103
171
402
2608
% of Total
Households
99.07%
80.14%
78.71%
86.00%
90.86%
101.27%
83.33%
34.91%
45.00%
62.46%
44.27%
73.13%
88.03%
28.74%
118.58%
73.16%
APL
Households
98
122
148
154
113
87
98
137
148
122
142
118
98
178
151
1914
% of Total
Households
45.37%
41.78%
59.44%
30.80%
64.57%
55.06%
81.67%
129.25%
105.71%
41.64%
108.40%
88.06%
83.76%
29.92%
44.54%
53.69%
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
239
\*
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
P ROGRESS R EPORT
22 October 2011: Introduction of consultants organized by UADD, GoMP at Pallika Bhavan, Bhopal.
A one day workshop was organized in which an understanding of CDP was imparted to the consultant
present. The meeting gave a realistic picture of the nature of urbanization in MP and the expected outcome
from the exercise. A toolkit was distributed to the entire consultant in order to maintain uniform standard of
preparing the CDP and data Collections. It was also mentioned that the Municipal Officers and staff would
also be undergoing training in the next week. It was also discussed that the work should start by 1 October,
2011. PRUDA-AIILSG team members attended the workshop.
2 November 2011: Contact address of the ULBs and Officials was circulated amongst all the consultant.
5 November 2011: A letter was issued by UADD and Principal secretary addressing the preparation of CDP
to the concerned officials.
9 November 2011: Contract agreement dully signed by AIILSG-PRUDA as send UADD Bhopal
9 November 2011: A letter was issued to the ULB by AIILSG-PRUDA regarding the preparation of CDP
and conducting an introductory meeting for the same.
A Brain Storming session was kept for in-house team and they came out with a list of 27* probable list of
representative of residents so that all sections of citizens are being invited. This list was sent to ULB so that
participation of citizens cutting across different social and economic section can be insured. This list can be
broadly divided in to four categories, namely direct implementers of government and indirect implementers
of urban development, media and prominent persons of their respective field apart from other sphere of
public life and general citizens. This list was intimated to ULB for additional invitation, which they readily
agreed to.
14 November 2011: District level Meeting At Rajgarh Collectorate
The team paid an initial visit to the District Headquaters and identified its outstanding features and noted
overall impression and major issues seen. A meeting with all the ULB officials, engineers and interdepartment staff was organized in order to engage them in the development of the CDP. The team also
looked into the available data from each department and every personnel. Introductory meetings with the
ULB Chief Municipal Officers (CMO) were likewise organized in order to ensure that his presence in every
stage of the process which would also encourage line departments, SDM, Tehsil Dar and other officials to do
the same.
After the initial meetings, a letter was drafted which was sent to the different Towns to assure their presence
and participation in the consultation workshop and the overall preparation of the CDP. A meeting of ULB
officer of respective towns was called in the office premises of the respective ULBs where a presentation
was made in front of them so that they can understand the prime importance of CDP. In the meeting
situation of existing status in view of officers and what next best can be done was discussed in details. Their
understanding of challenges that a town can face and how to come out of this was looked upon.
A clear-cut understanding of role and responsibility was briefed to them and their role to support the
preparation was made clear. A date of organizing the Kickoff workshop was also finalized in the meeting. A
letter was sent to all the concerned officials regarding the kickoff workshop. The draft of the letter is
attached in the report. The details of the person present.
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
240
\*
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
No.
Name
Designation
Mobile Number
Shri O.B Jha
Project Officer, DUDA
09907282325
1.
Naresh Mawar
CMO, Talen
09977771718
2.
R.B Carpenter
CMO, Khujner
07697293345
3.
Mohammad Saleem Khan
CMO, Boda
09425445239
4.
K.D Dandotia
CMO, Khilchipur
09407558088
5.
Krishna Rau Shinde
CMO, Pachore
09407558088
6.
Jaykeerti Jain
Sub Engineer, Khujner
09425012900
7.
Vijay Singh Pawar
CMO, Zirapur
09424421430
8.
Brijesh
Upadhyay
Sub
Engineer,
Zirapur
09425693043
9.
Project Officer
09879550337
10. Jay N. Padalia
Note: The Scanned Copy of the Attendance Sheet of District Level Meeting as Annexure 8.. And the
Copy of Presentation is attached as Annexure 9 in this Report.
18 November 2011: KICK OFF WORKSHOP
A meeting was called in the office premises of the ULBs with all elected councilors to brief them about
CDP. This meeting was organized at the initiative of Team of PRUDA to give momentum to the CDP. This
meeting was placed strategically to make councilors engines of motivation for residents to come up with
aspiration and expectations of citizens. The list of people present is attached in the report.
On the day of consultative workshop (Kick off Workshop) an informal meeting was arranged with all ULB
line department people so that feel of issues and constrains can be looked in to minute details which will
help in designing of future plans with accurate financial and administrative concerns of present
implementers.
In the meeting we came across galaxy of thoughts, some are achievable some are not. Just to make sure that
everybody share their dreams it was mentioned that in the beginning of the meeting that we are here for
future so let everybody share their vision.
At the initiation of meeting of consultative workshop it was made clear that prospects of city has to be
discussed so we should not limit our thoughts to only present day services or day today need but think of
future.
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
241
\*
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
P ROCEEDINGS
K EY F INDINGS
OF THE W ORKSHOP
With the concerns on the basic services provision, the people expressed their overall dissatisfaction with the
performance of the ULBs. Some of them brought up the lack of proper sewerage system as the town is
devoid of underground sewerage system (open drains) which can potentially harm the citizens through rapid
and increased spread of diseases. The issue on the inappropriate water distribution was also given attention.
The quality of the water was also reported to be deteriorating as the town lacks facilities for proper filtration.
On the solid waste management part, people expressed disappointment with the untimely collection of solid
waste by the ULBs.
As regards the need for infrastructure development for the town, the people articulated on the lack of paved
roads and recreational facilities such as libraries and parks. The people pointed the importance of the said
infrastructure on the further development of the town and the citizens. In relation to the concerns on the
physical condition of the town, environmental degradation and land encroachment were highlighted.
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
242
\*
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Finally, some of the most common systemic problems were also brought up such as poverty and huge
unemployment rate in the town. The people expressed that the underprivileged and the marginalized should
be given priority. After the discussion, the participants were asked to provide feedbacks in the form of
writing. These concerns also relate to basic services provision and maintenance. People expressed that a roof
water harvesting should be developed to conserve groundwater resources. This concern relates to the
increasing number of households indiscriminately extracting groundwater and thus depleting the natural
resources of the town. There were also complaints about the water supply distribution as water is supplied
for only 10-15 minutes which means that people need to collect and store as much water within the given
period. Finally, pay and use toilets were unhygienic and poorly maintained.
The kick off workshop lasted for 2 hours and 30 minutes. From the details elaborated above, it is evident
that the workshop was successful in gathering the opinions of participants coming from various sectors.
During the conclusion of the workshop, the next stages for the CDP preparation were laid out including its
broad schedules and working deadlines.
Apart from those discussed above, the following points also emerged from the consultative workshop:
Land/ Physical Issues:
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
243
\*
Project Coordinator
City Managers Association
Madhya Pradesh
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
R E P O R T
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
244
\*
Project Coordinator
City Managers Association
Madhya Pradesh
L IST
OF
R E P O R T
No.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
Place: KHILCHIPUR
Name of Candidate
Jay N. Padalia
Vijay Sharma
Tahir Patel Mansuri
Gopal Sharma
Giriraj Vyash
Syambabu Sharma
Chaman Irentar
Gopal Dixit
Ramesh
V.K.Mallegia
Anil Trivedi
S.K.Yadav
Ramanlal
Tarun Rathi (IAS)
Dinesh Gupta
Mohan Sharma
Rameshchandra Srivastav
J.N.Sharma
Narayan Gupta
Dr. R.N.Gupta
Gopal Sarifa
Anand Gupta
Vasantibai Malavia
Radhesyam Vishvkarma
Dindayal Aadalia
Rajendra Acharya
Mahendra singh
K.C.Vyash
Irfan Khan
Rakesh Jaiswal
Shyam Gupta
Dhinash Dharud
Kailash Soni
Sudhar Mukahm
Banvarilal
Dhanraj singh Potar
R Gopal Dangi
Jitendra Lej
Aashik Trivedi
Satish Patil
Designation
Project Officer, PRUDA-AIILSG
MLA Representative
Councilor, Khilchipur NP
Journalist
Citizen, Khilchipur Town
Citizen, Khilchipur Town
Citizen, Khilchipur Town
Citizen, Khilchipur Town
Citizen, Khilchipur Town
Citizen, Khilchipur Town
Teacher, Khilchipur Town
Asst. Teacher
Citizen, Khilchipur Town
Additional Collector, Rajgarh
Citizen, Khilchipur Town
Citizen, Khilchipur Town
Citizen, Khilchipur Town
Citizen, Khilchipur Town
Citizen, Khilchipur Town
Health, Citizen, Khilchipur Town
Citizen, Khilchipur Town
Councilor, Khilchipur NP
Councilor, Khilchipur NP
Councilor, Khilchipur NP
Citizen, Khilchipur Town
Councilor, Khilchipur NP
Councilor, Khilchipur NP
Citizen Khilchipur Town
Councilor, Khilchipur NP
Ex. Councilor, Khilchipur NP
Councilor, Khilchipur NP
Councilor, Khilchipur NP
Citizen Khilchipur Town
Citizen Khilchipur Town
Councilor, Khilchipur NP
Journalist
Journalist
Journalist
Journalist
Citizen Khilchipur Town
Mobile Number
09879550337
09926511668
08435528555
07566717779
09425443641
09981260905
09424405845
09425443576
09425443576
09981014865
_
09098444547
094225815
09977925977
09425038939
09424465855
09993744448
09617178545
09300088662
09113674415
09300733070
09425443703
09424465509
09300490491
09425039049
0942537852
08349595537
09630532404
09302814933
09827965150
08103979436
09424429401
09425443661
09827298250
9926419705
Note: The Scanned Copy of the Attendance Sheet of Kick off workshop is attached as Annexure 7 & And the Copy
of Presentation is attached as Annexure 9 in this Report.
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R E P O R T
SECTOR GOALS
The achievement of a shared vision is undoubtedly a daunting task as it requires fulfillment of other goals
essential in ensuring the optimal growth of the town. There are two sets of goals which need to be fulfilled
by the town sector goals and reform agenda goals. The former primarily concerns itself with the planning,
construction and rehabilitation of the existing infrastructure according to calculated gaps brought about by
present and future population growth. Moreover, the latter aims at creating institutional changes through
mandatory and optional reforms.
Giving due emphasis to the importance of physical and social infrastructure in the development of the town,
the people conveyed their goals for each sector within the context of its level of investment, sector service
level and coverage issues. Sectors were also assessed in terms of the expected demand on that sector and the
likely consequences should the problem remain unresolved given the towns future growth. Furthermore, the
participants pinpointed the most important issues in each sector and made suggestion as to how they want
them to be improved.
WATER SUPPLY
Water is a basic resource and should be available to all. Yet for stakeholders in
, water supply remains to
be a hurdle for the town. One of the main concerns of the people relate to the insufficient capacity of water
supply and poor quality of drinking water due to the faulty distribution system of the town. According to
them, water supply level has become inadequate due to huge transmission losses (23% water lost) brought
about the imperfect water distribution system. They also added that due to the same system, rainwater along
with other substances gets mixed with the water being distributed making it unsuitable for drinking. Because
of the high level of unaccounted for water and desiccation of river at certain periods, stakeholders expressed
concerns on the groundwater depletion as many people still depend on tube wells. Moreover, they were also
dismayed with the fact that water is supplied for a very limited time per day and that some of the wards are
not covered by public water supply (80% coverage) and are supplied through inconvenient tankers.
Broadly speaking, workshop participants expressed their desire to primarily ensure sustainability of water
supply in terms of quantity and of quality and improve service levels for the same. In order to improve the
service levels for the particular sector, it was underscored that ULBs should be financially capable of
carrying out Operations & Maintenance (O&M) measures along with other necessary water services.
Moreover, their aspirations for water supply generally pertain to having reduced unaccounted for water and
reduced dependence on groundwater by minimizing transmission losses and increased coverage and hours of
public water supply.
In order to immediately address the concerns and fulfill the aspirations of the people for water supply, it was
felt that the Detailed Project Report (DPR) on water augmentation for
which is already at the
implementation stage needs to be aligned with the analysis, calculations and recommendations made in the
CDP with proper consultations with the stakeholders. By making amendments to the DPR at present, the
water supply project will be easily appraised and as such people will be able to reap the benefits of the
project in a short period of time. Moreover, proper restructuring of the document will ensure that the
proposed augmentation will be able to fulfill the required capacity and quality of water supply for the town
given its present and future growth.
With the proper restructuring of the DPR, water supply will be augmented and the problem of water supply
capacity will be alleviated. By 2015, the goal will be focused on laying additional piped water supply for
uncovered areas that will enable achievement of comprehensive (100%) public water supply coverage of the
wards. By pursuing this goal of laying a more efficient piped water supply (water distribution system),
unaccounted for water will extensively be controlled, quality of drinking water will improve considerably as
there will be minimal contamination of water and there will be continuous and uninterrupted water supply
for all. In the same period (2015), the goal of having Review and Monitoring system with appropriate
benchmarks and indicators shall be pursued which will ensure water quantity and quality level of water and
high level of service to the people.
In order to make the ULB financially capable of performing O&M measures and providing quality service
level to its citizen in line with appropriate benchmarks and indicators, it is envisioned that by 2025, all
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households will be covered by metered connections and recover 50% of O&M costs through user charges.
The metered connections will strengthen the water supply system as it will enable justified tax and charges
according to usage, early detection of leaks, conservation water resource as charges are based on usage and
punishment of non-paying users. Most importantly, the metered connections will increase tax and improve
tax collection. Through this efficient system, the ULB can undoubtedly strengthen the financial condition of
the town and by 2035 will be able to achieve not only 100% O&M costs incurred but also coverage of newly
developed areas. Moreover, by making amendments, changing of distribution system, installing metered
connections, placement of Review and Monitoring system will ensure water sustainability (quantity and
quality), improve coverage and service levels and will generate municipal funds for the towns future
growth.
SEWERAGE
A proper sewerage promotes a livable and healthy city. One of the main concerns which the stakeholders
have raised is the unsightly and unhygienic open roadside gutters. They added that the open gutters have
attracted animals and insects alike. This scenario makes the whole environment unpleasant due to its strong
stench especially in crowded areas. Aside from being open and unsightly, they complained that the gutters
are unreliable as there has been increased clogging and encroachment making it difficult to clean.
Therefore, stakeholders expressed their desire to have a scientific sewerage system that will allow proper
treatment, efficient transport and safe disposal of wastewater into a common sewer line that can perform
well over a long period of time. It was pointed that need to improve the sewerage of the town is not a choice
but rather as a requirement and as such implementation of the project for this sector should be implemented
without further delay. Needless to say, the goal is intricately linked with the protection of the River Parvati
and improvement of the health of the people and the urban environment as people are becoming alarmed
with the pollution of the water bodies. In line with these aspirations, the sector goals for the Sewerage of the
town are presented in the table below.
By 2015, it was strongly felt that a DPR should be prepared for quick implementation of the required
sewerage project for the town. After the preparation of the DPR, it is envisioned that by 2025, the town will
have an underground sewerage network for the entire city with 100% coverage characterized by an
integrated system allowing efficient transport and proper treatment before disposal. Certainly, the system
will help maintain the overall health of the river bodies especially that of the WATER BODIES. As it is an
underground system, strong odors and breeding of disease-carrying vectors will be eliminated. In order to
keep the performance of the sewerage system, the ULB should secure funds from user charges or tax to
carry out required inspection activities and for improving wastewater treatment coverage. By improved
collection of sewerage service charges, it is envisaged that by 2035, 100% O&M cost will be recovered and
100% wastewater treatment shall be achieved. Through a comprehensive wastewater treatment, pollution of
water bodies and development of diseases will be controlled. By 2035, a Review and Monitoring system
with appropriate benchmarks and indicators will be in place in line with the aspirations of the people to
maintain enhanced service levels.
SANITATION
Improved sanitation is essential in keeping overall health of the town and the people. As regards sanitation,
stakeholders of
expressed their dismay with the rampant open defecation and urination in the town which
has led to contamination of the River BODIES. As the dire habit open excreta disposal remains strong in the
town, they envisioned having improved coverage of sanitation services and facilities for all. Participants also
emphasized construction of additional public toilets and proper maintenance of the same (new and existing
ones) through public-private partnerships that will strengthen Pay & Use toilet scheme.
In order to immediately address the concerns and fulfill the aspirations of the people for sanitation, it was
strongly felt for the town to prepare a City Sanitation Plan as per National Urban Sanitation Policy (NUSP)
2008 at present. As a backgrounder, NUSP is a recently-launched and community-driven policy which aims
at making every city in India clean, healthy, sanitized and livable. As a policy that promotes public and
environmental health among welfare recipients, the plan is focused on providing low-cost hygienic
sanitation facilities and services for the urban poor.
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R E P O R T
In line with this policy, cities and towns are required to prepare their City Sanitation Plan (CSP) and execute
it accordingly. The CSP preparation strongly supports the aspirations of the stakeholders of
as it aims to
discontinue open defecation, promote safe human excreta disposal, provision and maintenance of low-cost
hygiene facilities, encourage community participation and PPP, capacity building and full recovery of
capital and O&M costs for the same, among others.
The City Sanitation Plan being comprehensive in scope will help systematically solve sanitation problems of
the town. As the plan is to be implemented after preparation, it is envisioned that by 2015, the town will
enhance its PPP for designing, construction and maintenance of public toilets. As prescribed in the same
plan, 100% coverage of Hygienic sanitation facilities shall be achieved in 2025 which is line with the
stakeholders aspiration of discontinuing open defecation and urination and open excreta disposal. As
stakeholders are concerned with sustainability of the sanitation projects, user charges will be collected from
the people that will allow ULBs to sustain its O&M and sanitation rehabilitation activities, wherever
possible and necessary. To this end, it is envisaged that by 2035, full (100%) recovery of O&M costs and a
review and monitoring system with appropriate benchmarks shall be achieved. Both goals will ensure that
activities for sanitation upgradation and coverage of newly developed areas will be sustained.
STORM WATER DRAINAGE
With respect to Storm Water Drainage (SWD) the town, stakeholders pointed the current storm water
drainage is not properly performing according to the requirements of the city. They also reported rampant
illegal encroachment along the major drains which has affected their drain performance.
Given these concerns, the table below shows the main goals under the storm water drainage as identified by
the stakeholders. In order to promptly deal with the stakeholders range of concerns and aspirations, the
prepared DPR for storm water drainage needs to be restructured and realigned with the analysis and
recommendations made in the CDP done through proper stakeholder consultation. The DPR for storm water
drainage concerns itself with planning, rehabilitation of existing drains and construction of new drains. As
stakeholders identified drain rehabilitation and construction as their immediate priority, proper amendment
of the DPR should be done at present to pave way for rapid appraisal and implementation of the storm water
drainage within less time.
With the proper restructuring of the DPR, construction and alignment of existing Nallas and Drains is
envisaged by 2015 which will undoubtedly improve their performance. By 2025, the goal will be to
implement a comprehensive storm water drainage master plan that will include removal of encroachments
and development of recharging mechanisms according to the towns unique drainage pattern. As the
stakeholders also pointed the need for proper maintenance of the system, training and capacity building and
a review and monitoring system utilizing appropriate benchmarks and indicators will be operational by 2035
and will ensure the sustainability of the project and service level of SWD sector.
SOLID WASTE MANAGEMENT
Solid Waste Management (SWM) is one of the key problems in growing cities and towns. One of the key
concerns voiced out by stakeholders is the non-practice of door-to-door collection, SWM segregation,
recycling and proper disposal. Participants also pointed the need for proper processing through SWM
treatment. They raised concerns with increased indiscriminate dumping at open grounds, roadside gutters,
streets, rivers and other water bodies in
which has greatly contributed to the unpleasant atmosphere of
the town. Moreover, they also noted the rampant open firing activities in the town.
Generally, it was felt that the town requires establishment of proper solid waste disposal arrangements where
segregation at source, improved collection, efficient transport, proper processing and safe disposal that will
be carried out in a comprehensive manner with satisfactory level at the least. Stakeholders are increasingly
alarmed with unsystematic and indiscriminate solid waste disposal which has led to the contamination of
major water bodies and clogging of drains in major congestion points in the town. Aspirations for the SWM
sector also extended to adoption of sophisticated mechanisms transforming waste to into energy resource. As
in sewerage & sanitation, stakeholders wanted to ensure sustainability of its environment (land and water
bodies).
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Given these problems, the table below shows the main goals under the Solid Waste Management (SWM) as
identified by the stakeholders. Given the need to immediately deal with the stakeholders concerns and
pursue their aspirations, the DPR for SWM, which has been found to be incongruent with the analyses made
in CDP, needs to be restructured for speedy appraisal, implementation and ensured sustainability of the
project. The DPR for SWM includes recommendations for SWM arrangements and other sector
improvements.
Upon proper restructuring of the DPR, the goal by 2015 will be on fulfillment of 100% Door-to-Door
Collection and 100% Segregation at Source that will prevent people in
from dumping at anyplace and
implementation of comprehensive Segregated Collection Mechanism (100%) to stimulate recycling
activities in the town. By 2025, a shift of focus from improving collection to 100% segregation at source at
household level, efficient transportation, treatment & disposal will be in place that will minimize the
environmental degradation and will help fuel waste to energy activities. In line with the desire of the people
for project sustainability, another goal for 2025 is to recover 50% O&M costs through SWM charges that
will help ULB improve its services. With the same end, the goal for 2035 will be to have full (100%)
recovery of costs for O&M, enhancement of PPP and setting up of review and monitoring system with
appropriate benchmarks that will pave way for sustained SWM activities and coverage of newly developed
areas, if necessary to gradually minimize pollution levels in the town.
ROADS (URBAN TRANSPORT)
The issues under Traffic and Transport of the town are closely linked with its Indore-Bhopal route location
and its economy. Needless to say, the town heavily relies on urban transport for the transport and trade of its
agricultural goods. To sustain its agricultural activities and harness its growth potentials, stakeholders felt
distressed about the worsening traffic scenario and increased congestion brought about by unpaved and
poorly designed roads, illegal parking and encroachment on road. They also raised concerns about the
limited safety of roads as there are no proper signage, sidewalks and pedestrian lanes and streetlights
notwithstanding the fact that
roads are heavily used. They also desired to have an improve traffic and
transportation system that will be commensurate to the future growth of the town.
In order to immediately sanction the necessary amendments articulated by the stakeholders, the need to
carefully review and restructure the DPR according to the CDP at present surfaced during the workshop. The
DPR is a document which contains the necessary road and traffic amendments which should be prepared and
worked against the CDP. However, as the DPR was prepared before the CDP, present restructuring is
important for appraisal and implementation requirements of the project. After restructuring the DPR, road
amendments will ensue.
By 2015 the goal will be removal of encroachments and restoration and construction of major roads. As this
has also been addressed in the master plan, the implementation of the project will be smoother. Goals for
2015 will also be focused on strengthening urban public transport and creation of proper facilities that will
reduce peoples dependence on small and bulky private vehicles and will put an end to illegal parking. This
will significantly improve the travel time and reduce pressure on roads. Another goal for 2015 will be on
beautification of major junctions which include provision of proper traffic signage, sidewalks, pedestrians
and circles that will improve ensure safety of both vehicles and pedestrians.
As people wanted to ensure the sustainability of the project, the goal for 2025 will be the implementation of
a traffic management plan which means enhanced transformation of urban transportation in
through
provision of proper utilities, facilities and management controls. To the same end, 100% cost recovery with
the assets created with O&M by 2035 will be in place that will help in further enhance potentials from the
transportation of the town.
URBAN SLUM
The city development plan seeks to improve infrastructure, delivery of basic goods and services and enable
institutional change with the ultimate goal of uplifting the lives of the urban poor and the vulnerable groups.
Emphasizing the interest of the urban slum is crucial in enabling an equitable and socially-inclusive
development process. During the workshop, stakeholders all agreed to make the needs of the slum and the
rest of the urban population a priority. Participants also conveyed their desire to enhance accessibility to
both sides of the Shiv Puri area so that citizens in this area can benefit greatly from infrastructure and other
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urban services of the town. Having enhanced access to basic goods and social services such as water,
sanitation, among other; improved housing and increased opportunities for employment are some of the
most salient aspirations of the stakeholders.
To this end, it was felt that proper identification of the slum and BPL population is needed at present to
systematically recognize the bona fide slum members as per urban poor guidelines so as to reduce the slum
population in the town and facilitate proper distribution of fund for urban poor alleviation. Moreover, goals
by 2015 are focused on providing individual households in urban slum areas need to be connected with tap
water supply and improved sanitation facilities.
In line with the aspirations of the people to improve the overall condition of the slums and eliminate poverty
in the country, another important goal for 2015 is towards enhancing in-situ development schemes through
the Rajiv Awas Yojana (RAY) program under the JNNURM. The RAY program for the slum dwellers and
urban poor envisages a slum-free India by motivating state governments and union territories to address
slum issues through a systematic approach. The main goals of the program are to analyze slums based on
their unique contexts, bring slums to the formal system, enable them to have enhanced access to basic
services as others, remove them out of the slum environment while retaining their sources of livelihood and
employment. It would mobilize existing schemes of JNNURM which include BSUP, IHSDP, ISHUP and
other similar schemes to improve the projects. Moreover, by 2025, a slum-free city is expected and review
and monitoring system with appropriate benchmarks and indicators will be in place by 2035 to prevent new
slums from thriving.
ENVIRONMENT
Environment degradation has been a key concern for Indian cities especially that most of them are
characterized by high pollution levels due to non-adoption of sophisticated mechanisms to alleviate the
problem. One of the most important concerns that people have pointed are the contamination of water bodies
due to solid waste dumping, non-treatment of sewerage and lack of proper sanitation practices in place.
Moreover, they have observed that the town has increasingly become non-conducive and congested. They
also raised concerns as regards the depletion of groundwater resource. Moreover, they want to move towards
having an environmentally-sustainable city.
With this in mind, reviewing and restructuring of DPR in line with the CDP was deeply felt at present in
order to immediately address the concerns of the people. This action will allow smooth sanctioning of the
projects that is expected to slow down or impede the environmental degradation of the town. Upon appraisal
of DPR in consideration of the CDP recommendations, by 2015, the goal will be focused on conservation of
existing water bodies which fulfill the water supply requirements of the town.
Moreover, by 2025, it is felt that more stringent actions should be in place such as implementation of
Environment Management Plan which will pave way for systematic approach to environmental problems.
Moreover, another goal for 2025 is towards Revision of bylaws to make rain-water harvesting mandatory in
all buildings. This goal is very much in line with the aspirations of the people to conserve water bodies and
groundwater by reducing pressure and dependence on both. Mandatory rain-water harvesting is an efficient
process that places emphasis on sustainable use of water. In the same vein, another goal for 2025 is the
implementation of tax incentive schemes for energy-efficient buildings which encourages government and
private institutions and individuals to take part in creating an environmentally-sustainable community by
utilizing efficient systems.
In order to institutionalize the process and make the projects more sustainable, it is envisaged that by 2035,
Training & Capacity building on Adoption of Water & Energy Conservation Measures will be in place.
Moreover, all goals converge at the ultimate goal of the town, that is, to create a conducive and sustainable
environmental for all.
HERITAGE
For cultures as old as Indias, heritage conservation is imperative both in economical and social terms. In
economic terms, it brings revenue to the town by giving people employment and other opportunities of
livelihood through tourism. As regards heritage, the people expressed concerns with the lack of awareness
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and esteem for its heritage and pointed that because of this the town has not benefited from its heritage.
They also feel that people should learn to appreciate the value of their culture and heritage.
Given these heritage problems, the people envisaged that by 2015, there should be identification of
important historic buildings of architectural importance. By 2025, they also expressed desires to develop a
heritage walk to promote tourism. With the promotion of tourism, creation of museums, art centres and the
like to conserve heritage for posterity by 2035 is envisaged which will make people connected to their roots
and institutionalize the process of heritage conservation.
R EFORM A GENDA
SECTOR GOALS FOR MUNICIPAL REFORMS
The creation of Urban Local Bodies (ULBs) is a clear expression of the countrys support towards a
decentralized and participatory form of government. Since the 74th Constitutional Act Amendment (CAA),
the ULBs have been assigned key management roles including provision and delivery of basic goods and
services (i.e. infrastructure). However, many of the ULBs fail to provide satisfactory service levels to its
people due to its financial and operational weaknesses. With the goal of making ULBs financially
sustainable, the JNNURM has launched mandatory and optional reforms aimed at increasing the efficiency
and minimizing opportunities for corruption among ULBs. Under the same initiative, special funds are
granted to ULBs upon fulfillment of these reforms.
financially sustainable in the
During the workshop proper, the adoption of reforms necessary for making
future was discussed. In a broader approach, it has been pointed that the town needs to establish tax demand
for various forms of taxes through proper surveys. The introduction of user charges to fully recover costs for
future infrastructure projects has been deemed necessary for creating capital in the town. In order to reduce
occasions of inefficiency and under-the-table transactions, it was felt that there should enhanced
transparency and accountability through financial management systems and proper monitoring. Furthermore,
the participants discussed fulfillment of these reforms that would enable institutions to perform in an
integrated and unswerving manner.
Decentralization
Land and Housing Markets
Transparency and Accountability
Community Participation
Financial Management System
Municipal Finance
Budgetting for the Poor
DECENTRALISATION
Madhya Pradesh emerged as a leader in decentralized development in the mid-1990s. It was the first state in
India to hold elections after the 73rd amendment and to pass its own Decentralization Act. The GoMP
strategy to deepen decentralization reform is based on: (1) community empowerment by strengthening
village level institutions such as the Gram Sabha; (2) untied grants to the Gram Panchayat (GP) level; (3)
improved accountability mechanisms, namely by establishing the peoples right to recall local elected
officials; and (4) devolving state government powers to Zilla Sarkar (District Planning Committee).
Madhya Pradesh has incorporated provisions of Article 243 of the Constitution. Urban areas are addressed
through Madhya Pradesh Municipalities Act, 1961 and Municipal Corporation Act, 1956, the former for
Nagar Panchayats and Municipal Councils and the latter for Municipal Corporations. These acts together
with various rules cover various aspects of the functioning of local bodies including constitution, elections,
conduct of business, functions, and powers. However, some of the financial and administrative powers
earlier given to the DPC between 1998 to 2000 have been withdrawn and vested with the local bodies or the
departments.
Under the M.P. District Planning Committee Act, 1995 and Amendment Act 1999 (Zila Yojana Samiti
Adhiniyam), the government has created an institutional framework for district level planning and
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implementation of all development works.The main objectives/functions of the DPC are to formulate a
consolidated development plan for the district prepared by the Panchayats and municipalities in the district,
based on local problems/ issues which have been duly assessed by local bodies, as well as to identify local
needs and objectives through a district level mapping of resources. The main functions of the ULB include
preparation of Annual Development Plans, execution of schemes/works/projects routed through the GP by
Central or State government. In order to execute this role, it is provided with grants and a share of state
levied taxes and fees. In addition, the GP may levy user charges for services provided by it as well as levy
certain taxes.Madhya Pradesh has gradually been increasing the involvement of local governments in
implementing social sector programs. Decentralization over the years has become the overarching
policy framework in the states vision for development. The following are some concerns for urban
areas which needs to be made for achieve decentralization:
To provide agreed support to enable decisions on decentralisation to be embedded and to operate
effectively;
take forward decentralisation, supporting agreed action plans for implementing Government
decisions on decentralisation;
To ensure that the people have a strong voice in the governance, through embedding participatory
mechanisms into planning and monitoring of service delivery, enhancing decentralisation and
ensuring inclusiveness of the poor and disadvantaged;
The urban though much decentralized in Madhya Pradesh still lags behind an effective monitoring system
and planning interventions for Municipal administration. The real application of democratic local
governance can further be strengthen through an immediate action of preparation of annual development
plans in order to attain sustainability. Further there is a need to strengthen ward offices for effective
monitoring of municipal administration which needs to addressed by 2015. And finally the formation of
Ward Committees to strengthen the ground level management and decision making process. This is
envisioned as a major goal of 2025. The following table outlines the goals for attaining further
decentralization.
2011/2012
2015
2025
2035
Preparation of
Strengthening of Ward offices
-Formulation of
Review and
Decentralisation
Annual
for effective monitoring of
Ward Committees to monitoring
Development
Municipal administration
strengthen the
Plans
ground level
management.
LAND & HOUSING MARKETS
India is transforming into Urban, this transition to an urban society, however, has not been accompanied by
a corresponding increase in the supply of basic urban services like water supply, sewerage and drainage
network, garbage disposal facilities, citywide roads, and public safety systems like street lighting and
pedestrian pathways. Nor has the supply of land and housing kept pace with the increase in urban
population. The result of this unbalanced growth is a familiar one: large numbers of households without
access to basic services, poor housing and proliferation of slums, widespread poverty, road congestion, and
high pollution levels. Currently the cities in India follow a long planning process, concentrated mostly on
land use, zoning and detailing aspects. Often the meticulously prepared land use Master Plans lose their
sanctity due to ad hoc and discretionary changes in the land use, zoning and building restrictions. The entire
process of implementation of Master Plans needs to be reviewed and made transparent. Moreover, these land
use plans will have to be translated into Development Plans. The immediate concerns is to implement the
provisions made under the master plan prepared by TCP department of Madhya Pradesh. And also to divise
innovative ways to meet the housing and land shortage and up gradation of existing housing stocks.
Further either the state or the ULB should strive for earmarking at least 20 to 25 % of last in all housing
projects for EWS and LIG category this needs to be incorporated in the bylaws and necessary amendments
should be made accordingly. This goal should be benchmarked with the consideration of 2015. A long term
goal of introducing Property title certification system and computerized process of registration of land and
property and finally an online Building plan approval system should be managed by 2025 and 2035
respectively.
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Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
253
\*
Project Coordinator
City Managers Association
Madhya Pradesh
Land &
Housing
Markets
2011/2012
-Implementing Building
bylaws & regulations as per
the Master plan provisions
-Devise programmes to
meet housing shortages and
augment supply of land for
housing, particularly for the
vulnerable group
R E P O R T
2015
-Earmarking at least
20-25 per cent of
developed land in
all housing projects
(both public and
private agencies) for
EWS and LIG
category with a
system of cross
subsidization.
2025
-Introduction of
Property Title
Certification System
in ULBs.
-Introduction of
computerized process
of registration of land
and property.
2035
Online
Building
Plan
Approval
System
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
254
\*
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
To create a performance culture and ethos across public service in terms of shared values,
outcome orientation and best practices;
To promote accountability of employees and organisations in using resources and ensuring that
implementation objectives are met;
To empower citizens to generate pressure for change and transformation;
To guide capacity building development for better governance;
To contribute to overall development agenda.
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
255
\*
Project Coordinator
City Managers Association
Madhya Pradesh
Community
Participation
2011/2012
-Formation of Community
Based
Organisations
(CBO)
-Formulation of Capital
Projects / Programme
through
community
participation
R E P O R T
2015
Implementation
of Community
Participation
Law
-Formation of
Community
Participation
Fund
2025
Advanced Locality
Management (ALM)
for Wards/ Zones for
effective Community
Participation
in
Projects
and
Activities
2035
-Development of
Traffic
Circles
-City
Beautification.
-Signage
regulations.
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
256
\*
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
2011/2012
-Institutionalizing
&
Implementation of Double Entry
Accrual
Based
Accounting
System.
-Implementation of Property tax
reforms
2015
Strengthening
the
internal
audit system
2025
-Review
and
Monitoring
system
with
appropriate
benchmarks
and
indicators.
2035
Review &
Monitoring
The following are some vision goals for Budgeting for the Poor
2011/2012
Budgeting for -Adequate budgetary allocation for
effective implementation of SJSRY
the Poor
scheme.
-Provision of Basic services to urban
poor including security of tenure at
affordable prices, improved housing,
water supply and sanitation
-Internal Earmarking of Funds for
services to Urban Poor
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
2015
-Earmarking 25 %
of
the
total
budgetary
allocation
for
Urban
Poor
-Conducting
Livelihood
support
programme
for
Urban Poor
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
257
\*
2025
2035
Implementation Review &
of
various Monitoring
schemes
of
Urban Poverty
/ slums through
PPP
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
No.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Name of Person
Jay N. Padalia
Nitin Sharma
V.P. Pour
D.K.Gurgela
M.L.Kurumali
J.K. Tiwari
Giriraj Singh
R.C. Shrivastava
Sandip Sinh Ram
Vijay Sharma
Mohna dir Patel mansuri
Navabi lan
shrinath Dhariya
Mohan Bhandari
Ashish Trivedi
Niteru Gupta
R. Gopal Pangi
Harisingh
Ram karan Malavar
Shrinath Ghatiya
G.P. Chaurasia
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Designation
Project Officer
Project Officer
Zone president
Teacher
Retd. A.D.M.
A.E. P.H.E.
Vidhayak
Sansad Pratinidhi
Parshad ward 6
Parshad ward 7
Parshad ward 11
Up adhyax
Nagrik
Upadhyax
Parshad ward 13
Acct.
Mobile Number
9879550377
9418353814
9424465531
9977117171
9827842474
9754853588
9753769451
9977925977
9425038941
9926511668
9755704555
9827960158
9977882241
9098777899
9827295210
9993366056
9424429401
9827353192
9753163721
9977882241
9425443301
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
258
\*
Sign
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
259
\*
Project Coordinator
City Managers Association
Madhya Pradesh
R E P O R T
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Prepared For:
Urban Administration & Development Department
Government of Madhya Pradesh
260
\*
Project Coordinator
City Managers Association
Madhya Pradesh
City Profile
CompanyName
ULB Name
Town Brief
Population
Historic importance
Latitude
Longitude
MM
Mts
Sq kms
Sq kms
Sq kms
Date
In one or two
sentences
Town level
CAGR
20508
25045
Land Use
Land Use
Residential
Commercial
Public - semi public
Agriculture
Recreational
Industrial
Roads
Green area
Sensitive
Water bodies
Total
30585
% Standard (as per Land use (Tentative Land use (Tentative
UDPFI)
in percentage)
in Sq kms )
35
6
12
na
20
12
15
na
na
na
100
47.31
21.51
7.84
96.26
172.92
27.36
12.44
4.53
55.67
100.00
Ward 1
Ward 2
1105
1451
Ward 3
Vinoba
Bhave
1030
1393
Ward 4
Dr.
Ambedkar
1710
2756
Hanumangadh
Priyadarshini
1052
1167
10.43
10.67
25.69
112
544
512
136
557
548
54
512
518
53
30
395
203
214
941
Ward 5
Ward 6
Ward 7
Ward 8
Jawaharlal Maharana
Nehru
Pratap
698
652
698
621
Ward 9
Ward 10
Ward 11
Ward 12
Tagore
Ahilya Devi
Tilak
Sanjay
642
654
Ward 13
Vallabh
Patel
852
615
Ward 14
Mahatma
Gandhi
1808
3067
Ward 15
Maharani
Laxmibai
1705
1917
633
645
1352
1504
679
661
Total
850
880
880
903
29.35
1.23
2.25
3.30
2.99
3.20
6.68
0.96
2.46
2.16
66.78
3.97
94
886
824
717
434
416
401
441
441
211
361
337
208
332
320
202
324
305
225
688
637
687
341
339
266
332
310
285
286
266
46
924
877
483
877
828
15648
18932
172.12
110
7839
7478
263
138
796
408
138
67
46
23
0
0
0
0
11
5
7
6
0
0
23
10
1
1
161
74
14
8
1908
973
234
984
196
1012
430
930
159
959
160
1000
100
934
37
964
63
941
183
926
58
994
98
934
103
930
171
949
402
944
2608.00
956
68.38%
11
220
273
262
519
166
170
131
117
121
283
124
123
116
578
361
3565
AGRI
LABOUR
AGRI
LABOUR
BUSINESS
SERVICE
AGRI
SERVICE
AGRI
LABOUR
BUSINESS
BUSINESS
SERVICE
BUSINESS
AGRI
LABOUR
AGRI
LABOUR
AGRI
SERVICE
LABOUR
LABOUR
LABOUR
LABOUR
AGRI
SERVICE
AGRI
AGRI
AGRI
LABOUR
35%
1167
1451
1393
2756
1504
1917
220
274
263
520
284
362
29
10188
1919
119
148
142
280
89
92
71
63
66
153
67
67
63
312
195
1921
79
15
3
40
5
80%
50%
30
292
363
348
689
220
226
175
155
161
376
165
164
154
767
479
4733
34
Ward 1
Ward 2
Hanumangadh
Priyadarshini
Ward 3
Vinoba
Bhave
Ward 4
Dr.
Ambedkar
Ward 5
Ward 6
Ward 7
Ward 8
Jawaharlal Maharana
Nehru
Pratap
Ward 9
Ward 10
Ward 11
Ward 12
Tagore
Ahilya Devi
Tilak
Sanjay
Ward 13
Vallabh
Patel
Ward 14
Mahatma
Gandhi
Ward 15
Maharani
Laxmibai
Total
12000
5000
722
1
0
1
400000
278713
70%
Sectoral Analysis
Source
Sewerage
Drainage
SWM
Physical Infrastructure
Water Supply
Existing Source
Tubewell
Well
3
River/Lake
Garh Ganga river, Fatehpur Dam (9 km
away)
0.72 MLD
50 lpcd
40
60%
1.25 MLD
Fatehpur dam
no
no
NH 12 Bhopal-Kota
Sectoral Analysis
Roads
CC
WBM
Total (kms)
8 km
4 km
12 km
(kms)
5 km
(kms)
no
1
2
3
Kshirsagar pulia
Jahlawar naka chowk
Bus stand junction
722
640
Power
Physical Infrastructure
400 KV
220KV
132KV
1 (6.3 MVa)
0
0
1922
16
Sectoral Analysis
Name of Heritage site/s
Ownership/agency
Prevailing Heritage Act/s
Name of Tourist site/s
Ownership/agency
Health
No. of Hospitals
Education
1
Government
1 (ward 14)
Beds
Private
Beds
30
1
10
no
Name of
town
Distance
(Kms)
11
No. of Colleges
No. of ITI
1
1
Social Infrastructure
Name of
Scheme
Sectoral Analysis
Slums & Urban Poor
Name of Slum
Individual
No. of
No. of
No. of
No. of
Ward
Notified/
Ward
Ward Area
water
Community Handpump Individual Community
pocket/ reference
Un-notified population (Sq.km.)
No
connections
taps
s
toilets
toilets
name
No. of
Pucca
houses
No. of Semi
pucca
houses
No. of
Kuccha
houses
No. of
No. of
Permanent Temporary
pattas
pattas
distributed distributed
No. of
Primary
school in
the slum
pocket
No. of
Beneficiarie
Any
Primary
s under
interventio
Health
social
ns under
centres in
security
IHSDP
the slum
schemes
(Y/N)
pocket
Deepgrah/
Neelgarh
Notified
1167
0.54
119
84
95
1451
0.64
148
74
67
1393
0.65
142
85
73
4
5
6
7
8
9
2756
0.69
280
89
92
71
63
66
71
116
Khandipole
Moipura
1504
0.35
153
105
71
129
100
48+25
10
Notified
11
12
13
14
15
Total
67
67
63
312
Jaystambha
Maligali
Notified
1917
0.415
195
10188
3.285
1921
79
Achieved (Y/N)
2012-13
N
N
N
N
N
N
Preliminary
Any City specific
estimate (if any)
Strategies
for
adopted
implementation
2013-14
2014-15
2015-16
Implementing
agency
Capital Expenditures
Revenue Expenditure
Capital
Receipts
Revenue Income
Municipal Finance (Should be filled carefully and it should be checked whether the capital income is factual or based on assumption
Year
Rates and Tax Revenue
Assigned Revenues & Compensation
Rental Income from Municipal Properties
Fees & User Charges
Sale & Hire Charges
Revenue Grants, Contribution and Subsidies
Income from Investments
Interest Earned
Other Income
Total - Revenue Income
Grants, Contribution for specific purposes
Secured Loans
Unsecured Loans
Deposits
Deposit works
Total Capital Receipts
Establishment Expenses
Administrative Expenses
Operations & Maintenance
Interest & Finance Charges
Programme Expenses
Revenue Grants, Contribution and Subsidies
Miscellaneous Expenses
Transfer to Fund
Total - Revenue Expenditure
Fixed Assets
Capital Work-in-Progress
Investments -General Fund
Investments-Other Funds
Stocks/Inventory
Loans, Advances and Deposits
Other Assets
Miscellaneous Expenditure
Total Capital Expenditure
Total Income
Total Expenditure
2005-06
2006-07
2007-08
2008-09
13389830
12502379
Note: Refer Madhya Pradesh Municipal Accounting Manual for further details. Can be downloaded from "Download" Section of www.mpurban.gov.in.
2009-10
2010-11
Interest Earned
Other Income
Other Expenses
CAGR
204.29
48.81
TOTAL EXPENDITURE
Surplus/ Deficit
63.00
253.10
CAPITAL ACCOUNT
TOTAL INCOME
(14.19)
57.00
147.29
0.00
5.00
0.00
0.00
5.00
81.86
31.65
23.78
120.00
120.00
133.10
0.00
5.00
5.00
0.19
2.29
14.33
28.00
28.15
50.15
2004-05
REVENUE ACCOUNT
0.00%
0.00%
5.00%
0.00%
0.00%
0.00%
15.00%
15.00%
15.00%
0.00%
0.00%
5.00%
10.00%
10.00%
14.00%
14.00%
15.00%
15.00%
15.00%
assumed
57.00
20%
#DIV/0!
0%
#DIV/0!
#DIV/0!
0%
20%
20%
20%
20%
#DIV/0!
0%
5%
20%
20%
20%
20%
20%
29%
CAGR
Works
Programme Expenses
Miscellaneous Expenses
Establishment Expenses
Administrative Expenses
WITHOUT REFORMS
REVENUE PROJECTIONS
78.58
243.15
321.72
75.60
2.97
68.40
68.40
174.75
0.00
5.00
0.00
0.00
5.00
98.24
37.98
28.53
144.00
144.00
177.72
0.00
5.00
5.00
0.23
2.75
17.19
33.60
33.78
80.18
2005-06
90.36
278.12
368.48
86.94
3.42
78.66
78.66
199.46
0.00
5.00
0.00
0.00
5.00
112.97
43.68
32.81
165.60
165.60
202.88
0.00
5.00
5.00
0.26
3.16
19.77
38.64
38.84
92.21
2006-07
108.43
331.74
440.17
104.33
4.11
94.39
94.39
237.35
0.00
5.00
0.00
0.00
5.00
135.56
52.41
39.37
198.72
198.72
241.45
0.00
5.00
5.00
0.31
3.79
23.72
46.37
46.61
110.65
2007-08
135.54
412.18
547.72
130.41
5.13
117.99
117.99
294.19
0.00
5.00
0.00
0.00
5.00
169.46
65.52
49.21
248.40
248.40
299.32
0.00
5.00
5.00
0.39
4.74
29.65
57.96
58.27
138.32
2008-09
6.04
337.06
343.10
0.00
6.04
0.00
337.06
0.00
5.25
0.00
0.00
5.00
194.87
75.34
56.60
0.00
343.10
0.00
5.25
5.50
0.43
5.40
33.80
66.65
67.01
159.06
2009-10
7.01
386.35
393.35
0.00
7.01
0.00
386.35
0.00
5.51
0.00
0.00
5.00
224.10
86.64
65.09
0.00
393.35
0.00
5.51
6.05
0.47
6.15
38.54
76.65
77.06
182.92
2010-11
8.03
443.00
451.03
0.00
8.03
0.00
443.00
0.00
5.79
0.00
0.00
5.00
257.72
99.64
74.85
0.00
451.03
0.00
5.79
6.66
0.52
7.02
43.93
88.15
88.61
210.36
2011-12
9.12
508.12
517.24
0.00
9.12
0.00
508.12
0.00
6.08
0.00
0.00
5.00
296.38
114.59
86.08
0.00
517.24
0.00
6.08
7.32
0.57
8.00
50.08
101.37
101.91
10.26
582.98
593.24
0.00
10.26
0.00
582.98
0.00
6.38
0.00
0.00
5.00
340.84
131.78
98.99
0.00
593.24
0.00
6.38
8.05
0.63
9.12
57.09
116.58
117.19
278.20
9.12
241.91
2013-14
2012-13
11.46
669.04
680.50
0.00
11.46
0.00
669.04
0.00
6.70
0.00
0.00
5.00
391.96
151.54
113.84
0.00
680.50
0.00
6.70
8.86
0.69
10.39
65.09
134.07
134.77
319.93
19.38
2014-15
12.69
767.97
780.67
0.00
12.69
0.00
767.97
0.00
7.04
0.00
0.00
5.00
450.75
174.27
130.91
0.00
780.67
0.00
7.04
9.74
0.76
11.85
74.20
154.17
154.99
367.92
30.84
2015-16
13.96
881.72
895.68
0.00
13.96
0.00
881.72
0.00
7.39
0.00
0.00
5.00
518.37
200.41
150.55
0.00
895.68
0.00
7.39
10.72
0.83
13.51
84.59
177.30
178.23
423.11
43.54
2016-2017
15.25
1012.48
1027.73
0.00
15.25
0.00
1012.48
0.00
7.76
0.00
0.00
5.00
596.12
230.48
173.13
0.00
1027.73
0.00
7.76
11.79
0.92
15.40
96.43
203.90
204.97
486.58
57.50
2017-2018
16.53
1162.83
1179.36
0.00
16.53
0.00
1162.83
0.00
8.14
0.00
0.00
5.00
685.54
265.05
199.10
0.00
1179.36
0.00
8.14
12.97
1.01
17.55
109.93
234.48
235.72
559.56
72.75
2018-2019
Interest Earned
Other Income
Establishment Expenses
Administrative Expenses
Programme Expenses
Miscellaneous Expenses
Other Expenses
1335.69
17.79
TOTAL EXPENDITURE
Surplus/ Deficit
0.00
1353.48
CAPITAL ACCOUNT
TOTAL INCOME
0.00
17.79
REVENUE ACCOUNT
1335.69
0.00
8.55
0.00
0.00
5.00
788.37
304.80
228.96
0.00
1353.48
0.00
8.55
14.27
1.11
20.01
125.32
269.65
271.07
18.98
1534.44
1553.43
0.00
18.98
0.00
1534.44
0.00
8.98
0.00
0.00
5.00
906.63
350.52
263.31
0.00
1553.43
0.00
8.98
15.69
1.22
22.81
142.86
310.10
311.73
740.02
107.07
89.28
643.50
2020-2021
2019-2020
Works
WITHOUT REFORMS
REVENUE PROJECTIONS
20.08
1762.96
1783.04
0.00
20.08
0.00
1762.96
0.00
9.43
0.00
0.00
5.00
1042.62
403.10
302.80
0.00
1783.04
0.00
9.43
17.26
1.34
26.01
162.87
356.62
358.49
851.03
126.05
2021-2022
21.02
2025.71
2046.73
0.00
21.02
0.00
2025.71
0.00
9.90
0.00
0.00
5.00
1199.02
463.57
348.23
0.00
2046.73
0.00
9.90
18.99
1.47
29.65
185.67
410.11
412.27
978.68
146.13
2022-2023
21.75
2327.83
2349.58
0.00
21.75
0.00
2327.83
0.00
10.39
0.00
0.00
5.00
1378.87
533.10
400.46
0.00
2349.58
0.00
10.39
20.89
1.62
33.80
211.66
471.62
474.11
1125.48
167.15
2023-2024
22.18
2675.21
2697.39
0.00
22.18
0.00
2675.21
0.00
10.91
0.00
0.00
5.00
1585.70
613.07
460.53
0.00
2697.39
0.00
10.91
22.97
1.78
38.53
241.29
542.37
545.22
1294.31
188.90
2024-2025
22.22
3074.65
3096.88
0.00
22.22
0.00
3074.65
0.00
11.46
0.00
0.00
5.00
1823.55
705.03
529.61
0.00
3096.88
0.00
11.46
25.27
1.96
43.93
275.07
623.72
627.01
1488.45
211.08
2025-2026
21.76
3533.95
3555.71
0.00
21.76
0.00
3533.95
0.00
12.03
0.00
0.00
5.00
2097.09
810.78
609.05
0.00
3555.71
0.00
12.03
27.80
2.16
50.07
313.58
717.28
721.06
1711.72
233.31
2026-2027
20.63
4062.09
4082.73
0.00
20.63
0.00
4062.09
0.00
12.63
0.00
0.00
5.00
2411.65
932.40
700.41
0.00
4082.73
0.00
12.63
30.58
2.37
57.09
357.48
824.87
829.22
1968.48
255.06
2027-2028
18.69
4669.39
4688.08
0.00
18.69
0.00
4669.39
0.00
13.27
0.00
0.00
5.00
2773.40
1072.26
805.47
0.00
4688.08
0.00
13.27
33.64
2.61
65.08
407.53
948.60
953.60
2263.75
275.70
2028-2029
15.70
5367.73
5383.43
0.00
15.70
0.00
5367.73
0.00
13.93
0.00
0.00
5.00
3189.41
1233.10
926.29
0.00
5383.43
0.00
13.93
37.00
2.87
74.19
464.59
1090.90
1096.64
2603.31
294.38
2029-2030
11.42
6170.74
6182.17
0.00
11.42
0.00
6170.74
0.00
14.63
0.00
0.00
5.00
3667.82
1418.07
1065.23
0.00
6182.17
0.00
14.63
40.70
3.16
84.57
529.63
1254.53
1261.14
2993.81
310.09
2030-2031
5.55
7094.14
7099.69
0.00
5.55
0.00
7094.14
0.00
15.36
0.00
0.00
5.00
4217.99
1630.78
1225.01
0.00
7099.69
0.00
15.36
44.77
3.48
96.41
603.78
1442.71
1450.31
3442.88
321.51
2031-2032
(2.28)
8155.97
8153.70
0.00
(2.28)
0.00
8155.97
0.00
16.13
0.00
0.00
5.00
4850.69
1875.39
1408.77
0.00
8153.70
0.00
16.13
49.25
3.82
109.91
688.31
1659.12
1667.86
3959.31
327.06
2032-2033
(12.51)
9377.01
9364.50
0.00
(12.51)
0.00
9377.01
0.00
16.93
0.00
0.00
5.00
5578.29
2156.70
1620.08
0.00
9364.50
0.00
16.93
54.17
4.21
125.30
784.67
1907.98
1918.03
4553.21
324.78
2033-2034
(25.65)
10781.12
10755.47
0.00
(25.65)
0.00
10781.12
0.00
17.78
0.00
0.00
5.00
6415.04
2480.21
1863.09
0.00
10755.47
0.00
17.78
59.59
4.63
142.84
894.52
2194.18
2205.74
5236.19
312.28
2034-2035
(WITH REFORMS)
(20.31)
279.69
259.38
279.69
Closing Balance
300.00
136.84
116.53
2015-16
(20.31)
136.84
116.53
2014-15
Opening Balance
REFORMS)
239.07
259.38
(20.31)
136.84
116.53
2016-2017
218.76
239.07
(20.31)
136.84
116.53
2017-2018
198.45
218.76
(20.31)
136.84
116.53
2018-2019
124.59
198.45
(73.86)
273.68
199.83
2019-2020
50.74
124.59
(73.86)
273.68
199.83
2020-2021
(23.12)
50.74
(73.86)
273.68
199.83
2021-2022
(96.97)
(23.12)
(73.86)
273.68
199.83
2022-2023
(170.83)
(96.97)
(73.86)
273.68
199.83
2023-2024
(138.10)
(170.83)
32.72
343.08
375.80
2024-2025
(105.38)
(138.10)
32.72
343.08
375.80
2025-2026
(72.65)
(105.38)
32.72
343.08
375.80
2026-2027
(39.93)
(72.65)
32.72
343.08
375.80
2027-2028
(7.20)
(39.93)
32.72
343.08
375.80
2028-2029
77.30
(7.20)
84.50
412.47
496.97
2029-2030
161.80
77.30
84.50
412.47
496.97
2030-2031
246.30
161.80
84.50
412.47
496.97
2031-2032
330.80
246.30
84.50
412.47
496.97
2032-2033
415.30
330.80
84.50
412.47
496.97
2033-2034
634.86
415.30
219.56
461.57
681.13
2034-2035
GoMP-Grant
ULB Contribution
VIII
VII
VI
IV
III
II
3:
With
Additional
&
Balance
without
proposed
DSCR
Revenue Account
Closing
Scenario
Closing Balance
Balance)
2.00
GoI-Grant
Capital Income
1.00
Opening Balance
INVESTMENTS
2010
0.00
0.00
10%
15%
75%
0.00
0.00
2010
2011
0.00
0.00
0.00
0.00
2011
2012
0.00
0.00
0.00
0.00
2012
2013
0.00
0.00
0.00
0.00
2013
2014
0.00
0.00
0.00
0.00
2014
310.53
909.35
492.82
279.69
629.66
598.82
30.84
2014-2015
598.82
7590.57
0.00
699.18
598.82
1,048.76
5,243.81
6991.75
6,991.75
0.00
2014-15
0.25
302.92
856.50
460.28
259.38
597.13
553.59
43.54
2015-16
553.59
0.00
45.23
45.23
598.82
2015-16
0.28
296.57
804.52
428.61
239.07
565.45
507.95
57.50
2016-2017
507.95
0.00
45.64
45.64
553.59
2016-2017
0.30
291.51
753.37
397.77
218.76
534.61
461.86
72.75
2017-2018
461.86
0.00
46.09
46.09
507.95
2017-2018
0.33
287.73
702.98
367.69
198.45
504.53
415.25
89.28
2018-2019
415.25
0.00
0.00
0.00
0.00
0.00
46.61
46.61
461.86
2018-2019
0.35
231.66
599.73
201.45
124.59
475.14
368.07
107.07
2019-2020
368.07
0.00
47.19
47.19
415.25
2019-2020
0.37
176.79
497.02
172.60
50.74
446.28
320.23
126.05
2020-2021
320.23
0.00
47.84
47.84
368.07
2020-2021
0.39
123.01
394.68
144.11
(23.12)
417.79
271.66
146.13
2021-2022
271.66
0.00
0.00
48.57
48.57
320.23
2021-2022
GoMP-Grant
ULB Contribution
VIII
VII
VI
IV
III
II
3:
With
Additional
&
Balance
without
proposed
DSCR
Revenue Account
Closing
Scenario
Closing Balance
Balance)
2.00
GoI-Grant
Capital Income
1.00
Opening Balance
INVESTMENTS
0.41
70.18
292.45
115.74
(96.97)
389.42
222.27
167.15
2022-2023
222.27
0.00
49.39
49.39
271.66
2022-2023
0.42
18.08
414.63
311.77
(170.83)
585.45
396.55
188.90
2023-2024
396.55
0.42
72.98
418.17
213.20
(138.10)
556.27
345.19
211.08
2024-2025
345.19
0.42
127.93
420.58
182.89
(105.38)
525.96
292.65
233.31
2025-2026
292.65
0.41
182.41
421.21
150.79
(72.65)
493.86
238.80
255.06
2026-2027
238.80
0.39
235.77
419.23
116.08
(39.93)
459.16
183.46
275.70
2027-2028
183.46
0.36
287.18
413.63
77.76
(7.20)
420.84
126.45
294.38
2028-2029
126.45
0.00
0.00
205.55
2280.06
0.00
57.01
57.01
183.46
2028-2029
224.60
0.00
55.34
55.34
238.80
2027-2028
0.00
0.00
53.85
53.85
292.65
2026-2027
0.00
0.00
52.53
52.53
345.19
2025-2026
308.32
0.00
51.36
51.36
396.55
2024-2025
1,541.60
2105.79
50.32
2055.4678
222.27
2023-2024
0.32
387.38
454.95
(34.82)
77.30
377.65
67.57
310.09
2029-2030
67.57
0.00
58.89
58.89
126.45
2029-2030
483.31
550.87
(23.40)
161.80
389.08
67.57
321.51
2030-2031
67.57
0.00
0.00
0.00
67.57
2030-2031
573.36
804.30
145.54
246.30
558.01
230.94
327.06
2031-2032
230.94
1916.42
0.00
175.30
163.38
262.96
1,314.78
1753.04
0.00
1,753.04
67.57
2031-2032
655.58
886.53
143.26
330.80
555.73
230.94
324.78
2032-2033
230.94
0.00
0.00
0.00
230.94
2032-2033
727.58
958.52
130.75
415.30
543.22
230.94
312.28
2033-2034
230.94
0.00
0.00
0.00
230.94
2033-2034
921.49
1,152.43
56.00
634.86
517.57
230.94
286.63
2034-2035
230.94
0.00
0.00
0.00
230.94
2034-2035
Police thana
Petrol pump
Hospital
13
11
10
14
Palace marg
8 !
15
12
Nagar panchayat
Oil mile
Police thana
Petrol pump
Palace marg
Oil mile
Nagar panchayat
Hospital
Girls School
Boys School
0.18
0.27
Project Consultant:
PLANNING & RESOURCES
ON URBAN DEVELOPMENT AFFAIRS
(PRUDA)
R & D Wing of
ALL INDIA INSTITUTE OF
LOCAL SELF GOVERNMENT (AIILSG)
Project Co-Ordination:
City Managers Association,
Madhya Pradesh
Project Client:
Urban Administration &
Development Department (UADD),
Government of Madhya Pradesh
0 0.045 0.09
Town/city Index
PUBLIC_SEMIPUBLICAMINITY
Building
River / Waterbody
S ROAD
P ROAD
T ROAD
km
0.36
KHALCHIPUR
Road
RAJGARH DISTRICT
Bus stand
State Index
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
Mela Ground
Ward Boundary
Municiple Boundary
Legend
Madhya pradesh