Rehti CDP English

2012 Madhya Pradesh Urban Administration and Development Department
Urban Administration and Development Department Government of Madhya Pradesh
Report on City Vision, Sector Goals, Strategies, Projects and Priorities
D RAFT CITY Plan DEVELOPMENT PLAN City Development for Rehti

REHTI NAGAR PARISHAD January 2012 , MADHYA PRADESH DISTRICT SEHORE
Submitted to Commissioner Urban Administration and Development Department, ParishadBhawan, Nr. 6 No. Stop, Shivaji Nagar, Bhopal Phone: +91-755-2552356 Fax: +91-755-2552591
Project Co-ordination:
City Managers Association ICRA ManagementConsulting Services LimitedMadhya Pradesh

Logix Park, First Floor Plot A4 & A5, Sector 16 Noida 201301 Phone: + (91 120) 4515 800 Fax: + (91 120) 4515 850
Prepared by:
ICRA Management Consulting Services Limited

City Development Plan - Rehti i
Abbreviations and Acronyms

AAY BOT BPL BT CAGR CBO CC CDP CIP CPHEEO CSC CUR DCB DSCR EPC EWS FOP FY GIS GoI GoMP RNP IHSDP IMaCS INR ISWM JNNURM LIG LPCD MC MIS ML MLA MLD MP MPHB MPPCB MPSEB MSW NGO NUIS O&M Antyodaya Anna Yojna Build, Operate and Transfer Below Poverty Line Bitumen Top Cumulative Average Growth Rate Community Based Organization Cement Concrete City Development Plan City Investment Plan Central Public Health and Environmental Engineering Organization Community Sanitary Conveniences Capital Utilization Ratio Demand Collection Balance Debt-Service Coverage Ratio Engineering Procurement and Construction Economically Weaker Section Financial Operating Plan Financial Year Geographic Information System Government of India Government of Madhya Pradesh RehtiNagar Parishad Integrated Housing and Slum Development Programme ICRA Management Consulting Services Limited Indian Rupee Integrated Solid Waste Management Jawaharlal Nehru National Urban Renewal Mission Low Income Group Liters Per Capita Daily Municipal Council Management Information System Million Liters Member of Legislative Assembly Million Liters per Day Member of Parliament Madhya Pradesh Housing Board Madhya Pradesh Pollution Control Board Madhya Pradesh State Electricity Board Municipal Solid Waste Non-Governmental Organization National Urban Information System Operation & maintenance ii
City Development Plan - Rehti
OHT PHED PHFW PSC PWD ROB SADA SC/ST SFC SH SJSRY STP SWDS SWMS SWOT TCPD TFC TFC UADD UDPFI UGD UIDSSMT ULB ULCRA
Over Head Tank Public Health Engineering Department Department of Public Health and Family Welfare Public Sanitary Conveniences Public Works Department Road Over Bridge Special Area Development Authority Scheduled Caste/ Scheduled Tribe State Finance Commission State Highway Swarnjayanti Shahri Rojgaar Yojna Sewage Treatment Plant Storm Water Drainage System Solid Waste Management System Strengths, Weaknesses, Opportunities and Threats Town and Country Planning Department Twelfth Finance Commission Twelfth Finance Commission Urban Administration and Development Department Urban Development and Plan Formulation and Implementation Under Ground Drainage Urban Infrastructure Development Scheme for Small and Medium Towns Urban Local Body Urban Land Ceiling and Regulation Act
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Executive Summary
The Urban Administration and Development Department (UADD) of Government of Madhya Pradesh (GoMP) has launched an initiative to support 5 Municipal councils, 245 Nagar Parishads and 30 urban centers in the state in preparing City Development Plans (CDPs). This initiative aims to provide a comprehensive Medium Term Strategy (25 years) and a City Investment Plan (CIP) for each Urban Local Body, based on which the concerned ULB will be able to access funds under schemes of Government of India (GoI) and GoMP as well as from its own sources for implementation of priority actions and projects, identified from this exercise. The document was also envisaged to provide a Financial Operating Plan (FOP) to direct the ULBs for mobilizing various financial resources to implement the identified projects, adhering to the JNNURMs CDP preparation toolkit and keeping in view the Master Plan (wherever exists) provisions as prepared by Town and Country Planning Department. In this regard, MPUADD retained ICRA Management Consulting Services Limited (IMaCS) for assistance in preparation of City Development Plans for Rehti town.
City Profile and Growth Potential

Rehti is located in tehsil Budni in Sehore district in Indian state of Madhya Pradesh. It is located at 22.73N and 77.43E at an average elevation of 303 meters above mean sea level. Rehti lies on SH22 which is connected to NH12 from Bhopal. It is located at a distance of 72kms from Bhopal and 92 km from Sehore city. Budni Railway station is the nearest railway station which lies on Western Central Rail track between Bhopal and Itarsi junction. Most of the passenger trains on the route stop at Budni including a couple of express trains. Nearest airport is at Bhopal. A SWOT analysis of the town is presented below Strengths Surrounding areas are rich in natural resources due to presence of forests, this would help to improve the economic base and increase employment in the town Weaknesses Poor Infrastructure in the town Lack of Health facilities in the town
Opportunities Strong agricultural base would help in engaging people/ youth in agriculture sector by providing sufficient growth opportunities in this field. Region is rich in natural resources exforest products can be harnessed Nearby rivers can help in augmentation of water in the town as well development of recreational space for the residents of the town
Threats Low literacy rate shows inadequate educational institutes/ lack of awareness among the people
As of 2011 (Provisional Data Census 2011), Rehti has a population of 11,616. Although the details for 2011 are not available, but referring to Census details of 2001, the work participation rate was City Development Plan - Rehti iv
28.4% (2001) which was very low as compared to national rate of 39% and state rate of 42.7%. Literacy rate is 71 % which is very high as compared to National Literacy Rate 64.84% of and states literacy rate of 63.74%. Currently, the sex ratio of the town is 919, which is far above than national level of sex ratio of 940 and higher than states sex ratio of 930. Rehtis inhabitants are primarily agriculturalists. The total area of the town is 9.28 sq. km, where agricultural land covers 30% area of the total area and 70% is the developed area including built-up areas and roads etc.
Municipal Services - Status assessment, gaps and actions being taken

The Table shown below presents a summary of service levels and status with respect to selected indicators in Water Supply, Sanitation, Transportation, Street lights and Solid Waste Management. Summary of Prevailing Service Levels: Key Indicators, Issues & Gaps SNo Name of the Indicator Value Comments Water Supply: 1 Daily Per Capita Supply (LPCD) 43 Current supply on a per capita 2 Storage Capacity / Daily Supply (%) 78 basis is significantly below UDPFI 3 Distribution Network / Road Length (%) 80 Need for significant augmentation of water supply at source. Sanitation: 5 Presence of a Safe Disposal Mechanism for Waste Water 6 Slum Population per Public convenience (nos.) Roads and Street Lights: 7 Road length (Km) 8 Road length per Street Light (m) No 226 No Coverage of UG network Public convenience augmentation needs
14.50 45
Municipal roads would require comprehensive upgradation following water supply and UGD implementation. Need for a comprehensive program for SWM Presently, waste is thrown in open drains and vacant plots Composting, Source segregation and Door-to-door collection needs implementation in a phased manner.
Solid Waste Management: 9 Waste generation per capita (gms) 10 Landfill Area (Acres) 11 12 Average vehicle trips Source Segregation (Yes/No) and Composting
213 5 1 No
Analysis of Financial Performance The Table shown below provides a summary of the income and expenditure of Rehti Nagar Parishad. Income & Expenditure: Summary Financial Status at a Glance Items 2006-07 2007-08 2008-09 2009-10 Actuals in Rs. Lakh Rehti Nagar Parishad 2010-11 CAGR %
Income Expenditure Surplus/ Deficit Receipts Payments Surplus/ Deficit Overall Status incl. O.B.
66.2 80.1 (13.9) 69.2 37.6 31.6 16.4
Revenue Account 115.6 109.4 68.6 62.8 47.0 46.6 Capital Account 59.2 125.3 (66.1) (5.3) 90.9 89.2 1.7 41.8
192.1 102.2 89.9 67.1 83.9 (16.9) 106.0
176.7 110.2 66.5 96.3 148.8 (52.5) 113.5
27.8 8.3
8.6 41.1
Financial Indicators Financial Indicators Operating Ratio Salaries' Expenditure to Revenue Income Salaries' Expenditure to Revenue Expenditure Capital Utilization Ratio 2006-07 1.21 87% 71% 0.54 2007-08 0.59 45% 76% 2.12 2008-09 0.57 41% 71% 0.98 2009-10 0.53 36% 67% 1.25 2010-11 0.62 44% 71% 1.55 Average 0.71 0.51 0.71 1.29
Observations on Municipal Accounts:

Average Operating Ratio: The average operating ratio of the Rehti Nagar Parishad is 0.71 which is substantially lower than 1, indicating surplus revenue accounts in Rehti. Capital Utilization ratio: Average Capital utilization ratio of Rehti Nagar Parishad is 1.29 which is more than 1, indicating that Rehtis capital expenditure is more than its income .
Vision for Rehti

To take the town ahead, a vision statement for Rehti town has been finalized after consultations with Municipality officials, elected representatives and other stakeholders: To develop Rehti as an economically independent city with a high-quality of life in a sustainable environment, with state-of-the-art infrastructure, service delivery, and connectivity, supported by an efficient governance framework In addition to the outlining of a vision for the city, discussions were also carried out on the identification of major themes which would serve as the watchwords for initiatives and actions to achieve the vision. Some of the major themes that came out of workshop and consultations with stakeholders are as follows: 1. Encouraging economic status of the town, by promoting herbal manufacturing units. 2. Providing adequate services like water supply, sanitation, etc. on priority. 3. Promote education, health institutions for ensuring safe environment for the citizens.
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To achieve the desired vision, Sector goals and detailed strategies have been formulated for 1) Physical Infrastructure, 2) Social Infrastructure, 3) Economic Development, 4) Environment, 5) Urban Poor and 6) Urban Governance and Institutional Development.
Action Plans List of Identified Projects

Significant project level intervention would be required in Rehti to provide its citizens with the desired services. For this, sector strategies have been formulated for the critical sectors and a list of actual projects for each of the sector has been identified with consultations with stakeholders of the city. The lists of the sector wise identified projects are: Water Supply Source Augmentation: As of now, the extraction of water is done through 8 tube wells and 1 open well at various places, but due to depleting ground water, few tube wells have stopped working. And with increasing population and economic development there would be more requirement of water. Thus, there is a need to encourage additional sources of water either through installing more tube wells or open wells. This project needs to be implemented by 2015. The additional water requirement can also be met by adopting drawing additional water from Babar river (as given in the DPR). A detailed feasibility study would have to be conducted with respect to exploring these potential sources. Nagar Parishad would have to co-ordinate with irrigation department to get permissions for water use. Water treatment facility: As there is no treatment facility available in the town, there is a need to install treatment infrastructure with a capacity of 2.76 MLD by 2035. Thus, by 2015 treatment infrastructure needs to be developed for 2.18 MLD water and then it needs to be augmented to 2.276 MLD by 2035. Distribution Network: As discussed with Rehti Nagar Parishad officials, at present, Rehti has distribution network which is 80 % of the road length. The proposed water supply scheme includes the construction of additional 19.01 km of distribution network by 2015 and 30.39 km of distribution network by 2035 to increase the coverage to 85% of road network by the year 2035. Elevated Storage Capacity: At present, the water supplied through elevated storage capacity is 78%, which is more than the desired level. But, in future with the increasing demand there will be a need to increase the capacity of elevated reservoirs up to 0.57 MLD by 2015 and 0.92 MLD by 2035, which would conform to UDPFI guidelines of storing 33% of the total water supplied in respective years. Metering System: 100% properties need to be assessed and water meters need to be installed in all properties with water connection, so that the revenue income of the Nagar Parishad can be increased. There is a need to increase capacity of officials in this sector and create awareness among the Parishads and citizens. Sewerage Underground Sewerage network: The construction of the sewer network takes into consideration the dual factors of existing and future water supply to the town and the population size being catered to. The capacity of the system has been estimated at 2.2 MLD (80% of the future water supply) for 2035 for which the length of the network has to be developed by 20.12km by 2015 and additional 12.06 km by 2035. Sewage Treatment System: As Rehti town is very small and all areas are not contiguous and are fragmented, it would be financially beneficial for the town to implement Decentralized Waste Water Treatment System (DEWATS) for comprehensive sewerage system, and dispose 2.21 City Development Plan - Rehti vii
MLD of generated sewage. This DEWAT system takes into care the demand generated in the year 2035. The advantages of DEWAT system are that; it requires minimum space and hence can be accommodated easily under paved pathways and parking lots etc. or small available spaces; it requires lesser operational cost; it promotes the reuse of water for non-potable purposes; it can be easily blended with the landscape; It cannot be switched off so it ensures efficient working irrespective of external factors and it can treat waste water with high fat, suspended solids and BOD. Since this system is decentralized, the zones would be defined as per population and location and the treatment system would be developed to safely dispose-off the sewage. The treated water can be used for agricultural use. Sanitation Public Convenience Systems: To provide safe and sufficient sanitation facilities to the citizens, mainly slum dwellers, around 57 more public toilet seats need to be added to the existing infrastructure in Rehti by 2015. Solid Waste Management Primary Collection: Augmentation of primary collection involves capacity addition in equipments used in the waste collection including community bins. As per the demand assessment, on a priority need, additional 16 handcarts would be needed for short term horizon and additional 22 handcarts would be needed for long term horizon. Also currently, the practice being followed includes a majority of residents dumping waste outside their houses, or in drains/ vacant land or at the designated collection point/ dustbin. This results in scattering of waste which results in poor collection. To achieve an effective waste collection, practice of door-to-door collection should be initiated which needs to be supported by necessary awareness generation programmes and capacity building of the staff. Secondary Collection: Secondary collection involves transportation of waste from collection points to the disposal site. At present, secondary collection is carried out by tractors. These tractors are unable to collect the waste from the internal narrow streets. On a priority, secondary collection system should be strengthened to carry out waste transportation in an effective manner. All the waste transportation vehicles should be covered to avoid the spilling of waste. By 2015, 3 tractors would be required if one tractor is making one trip a day and by 2035 also 3 tractors would needed. Development and augmentation of the landfill site: The demand-gap assessment reveals the generation of 4.92 MT of waste in the town by 2035 against the current generation of 2.5 MT. The current available disposal site has 5 acres area which is sufficient till 2035. The collected waste is just dumped at the site without any treatment or segregation. The dumping site would have to be well-equipped to ensure proper waste segregation and composting facilities. In addition, the dumping site would need to be provided with the basic facilities of compound walls, BT/CC approach road, electrification, which has already been done in the town. The composting and segregation would help in some revenue generation for Nagar Parishad. It is proposed to develop the landfill site by 2015. Development of VermiCompost Plant: It is proposed to dispose the waste generated through Vermi composting which involves the stabilization of organic solid waste through earthworm consumption which converts the material into worm castings. The composting and segregation would help in some revenue generation for Nagar Parishad and it will also reduce waste amount to be dumped in the landfill site.
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Drainage Construction of storm water drains: The Nagar Parishad should undertake the construction of Pucca Open and Pucca closed drains in phased manner. This construction may be done in relation to the construction/up-gradation of roads. These construction activities would have to be carried out on an immediate basis to address the existing and future demand-supply gap. In short-term, 29.07 km of new drains need to be developed and addition of 17.41 km of network needs to be done beyond 2015. Up-gradation of existing drains: The Nagar Parishad is also required to undertake drain upgradation works for the existing drains in town. In the short term, 12.5 km of existing open drains should be upgraded to Pucca open or closed drains. Development of Root Zone Treatment System (RZTS): It is observed that the sewage flowing through nallahs enter rivers in untreated condition and create heavy risk of river pollution. Storm water can be treated as well with RZTS after removal of settle able substances. It is a low-cost and maintenance free option that uses the capacity of plants (especially certain reeds hence also called reedbed technology) to absorb contaminants and structurally modify them for treating water. It is based on the principle of attached growth biological reactors similar to conventional trickling filters with combination of aerobic and anaerobic zones. The contaminants present in the wastewater are treated as they seep through the root-zone of the plants by a combination of plants, soil bacteria and hydraulic flow systems resulting in physical, chemical, and microbiological processes. Oxygen present in the zone facilitates the degradation of wastewater. A wide variety of microorganisms present in the root-zone of the plants results in efficient removal. There is efficient reduction of pathogens also by percolation through the bed material. Thus, it can be developed in Rehti along storm water drains. Traffic and Transportation Road Construction: To address the current gap of per capita road length, and the future demand, the Nagar Parishad does not require any new road formation up to 2015, but would need around 7.4km of additional road by 2035. The Nagar Parishad should on a priority basis, identify the stretches and areas where roads at present do not exist and or have poor connectivity. Also the areas where future residential growth is anticipated or planned, road construction can be undertaken. Signalization and Signages: The arterial road passes through the town connecting National Highway with many villages. This may increase the flow of vehicles on the road in the future. This endangers the pedestrians crossing the road. Thus there is need for signalization and proper signages at few points. Parking Spaces and Bus Stand: With the growing number of vehicles and increasing commercial activities in the town, issue of lack of parking spaces becomes much more relevant. The consultations with stakeholders have concluded that parking spaces can be developed near the key commercial areas of the town. Street Lighting & Fire Fighting Addition of Streetlights: The Nagar Parishad needs to install a total of 559 street lights by 2015 and 186 street lights to match the demand of 2035. Energy Saving: Rehti Nagar Parishad should replace all the tube lights with CFLs. A small exercise was conducted to evaluate the benefits of the replacement of tube lights with CFLs in the
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town. It was observed that Rehti Nagar Parishad would save around Rs. 312,500/ annum in electricity bill. Fire Fighting: To ensure a safety against fires, Nagar Parishad should also undertake the construction of fully equipped fire stations. Health Primary Health Centre: As per the UDPFI guidelines, the city needs bed capacity of 26 by year 2015 and 32 by 2025 and 41 by 2035. At present, city has 14 beds. The hygiene of the hospital is very poor and the basic infrastructure is not good. A separate project should be undertaken to revamp the hospital in all respect. Nursing Home: According to the estimates, a nursing home with bed capacity of 14 is required for the town in 2035. Dispensary: The primary health institutions always play a key role in determining the overall health scenario of a place. Keeping it in the mind, 1 dispensary has been proposed in the town which should start functioning by year 2015. Education Primary Schools: The goal in this sector is to achieve 100% literacy rate in the city. This would require 5 more number of schools by 2015and 8 primary schools by 2035. Senior Secondary Schools: 2 Senior Secondary Schools will be required by 2015 and 1 additional would be required till 2035. The present Government Secondary Schools lack infrastructure facilities and are in need of up-gradation. Other Social Infrastructure Facilities Community Hall: Community hall and library should be constructed in the city. Parks: At present there is only one open ground which is used for multi-purpose functions. The vacant land banks in the city should be identified and developed as parks to serve the dual purpose of increasing the green cover in the city and providing citizens with open spaces for recreation. Urban Poor Prepare a Slum Free City plan Comprehensive slum mapping and need for housing Environment Air Quality: Periodic monitoring and review is essential to check air quality. Suitable plantations or green cover should be provided on major routes to supplement better air quality. This would partially be addressed by the development of Parks in the town and a massive tree plantation drive. Water Pollution: Efforts/schemes should be designed to check the diversion of sewage flow into the existing drains. Decentralized sewage treatment can be considered on the basis of have low cost and environment friendly system. Ground Water Recharge: A critical issue that needs to be addressed on the priority basis is the development of green spaces within the town limits to enhance the overall quality of the environment.
Green Spaces: A critical issue that needs to be addressed on the priority basis is the development of green spaces within the town limits to enhance the overall quality of the environment. Economic Development Development of Commercial Areas: This can further be divided into development of new commercial areas and up gradation of existing commercial areas. New commercial areas can include dedicated markets for important commodities or general markets. In addition to the development of new markets, existing markets can be upgraded to increase their capacity and provide better services to the users and customers. Development Herbal Manufacturing Units: With the objective of diversifying the economic base of Rehti city, the existing herbal manufacturing unit should be developed. This would give thrust to the employment generation activities which would result in the overall upliftment of the society in the town. Development of Hawkers Zone: Depending on the land availability and market demand, hawkers zones should be developed near Salkanpur Temple. Hawkers zone would provide dedicated space to the hawkers and hence reduce congestion in the temple premises. Organization of Trade Fairs and Other Exhibitions: With the objective of attracting private investments, trade fairs and other exhibitions should be organized at regular intervals in the city. This would help in showcasing Rehtis potential. Urban Governance Capacity Building: There is a need for training of the existing staff and new staff to increase the work productivity. Workshops and awareness programmes can be conducted. Computerization: Rehti Nagar Parishad should initiate the process of computerization in its administration. Computerization will benefit most of functions ranging from municipal accounting to tax management. The introduction of E-Governance will help in smoothening the processes and thereby resulting in improvement in the efficiency. GIS Mapping: A GIS mapping of the city properties will be very helpful in the provision of efficient services to the citizens. This would also help in keeping a tab on tax evaders.
Capital Investment Plan (CIP) and Priority Projects

Given below is the summary of the CIP for Rehti town, The CIP has been prepared on normative gaps in infrastructure services given existing status and norms for service delivery.
Capital Investment plan Summary: Rehti

Investment by ULB S.No. Rehti Nagar Parishad Investment by 2015 Rs. Lakh 585 289 832 238 173 27 Investment beyond 2015 Rs. Lakh 232 74 244 143 60 30 Total Investment Need (Upto 2035) Rs. Lakh 817 363 1293 496 276 97 xi
A B C D E F
Water Supply Sewerage and Sanitation Urban Roads, Transport & Traffic Storm Water Drains Street Lighting Solid Waste Management
Investment by ULB S.No. Rehti Nagar Parishad Investment by 2015 442 506 130 62 17 12 5 65 60 3443 Investment beyond 2015 62 174 166 5 4 3 20 1215 Total Investment Need (Upto 2035) 597 796 361 62 30 20 10 65 100 5383
G Urban Poor/ Slums' Improvement H Health Infrastructure I Education Infrastructure J Socio-Cultural Facilities K Urban Environment L Urban Governance M Heritage & Tourism N Economy O Other Projects Total Investment Identified
Broad Actions to achieve the City Vision and Sector Goals

Rehtis ability to improve on its financial performance hinges primarily on its ability to sustain and improve on the revenue growth noticeable in recent years. Some of the actions needed in this regard are: Conduct a zero-base assessment of skill gaps and manpower needs of ULBs to ascertain the appropriate manpower plan in terms of skill sets and experience/seniority. This is particularly relevant given the recent developments, specifically in urban planning and GIS, municipal accounting and systems, e-governance and modern practices in infrastructure service delivery. Address critical operational areas through focused training and capacity building interventions, particularly in the areas of a) Engineering and project development, b) Accounting and Finance and c) Use of CAD/GIS applications in Town Planning and Engineering functions. Develop / enforce technical standards with specific applicability to development of municipal projects. Rehti could increase its own income by FY ending 2015 through focused interventions in the following areas. a. Property tax: through revision in ARV, widening assesse base and closer scrutiny. b. User charges through increased penetration of water connections and new sewerage connections could potentially triple user charges income from the current levels.
Financial Operating Plan and Investment Capacity

Given the existing financial position of Rehti Nagar Parishad, the revenue and capital accounts are projected against the growth scenario and assumptions presented above. The City Investment Plan (CIP) shows that the total investment required to develop Rehti town is Rs. 3443.07 Lakh at constant prices in short term i.e. till 2015 (of the total Rs. 5382.54 lakh investment identified for funding till 2035). Rs 3443.07 Lakh include about Rs. 506 Lakh towards Health sector, Rs.130 Lakh towards education sector and Rs. 442 lakh towards urban poor, 100% of which would be provided by the state departments/schemes. Hence a FOP is generated from the sustainable investment point of view in line with current growth trends against the identified investment for Nagar Parishad of Rs. 2364.82 Lakh at constant prices till 2015, which excludes investment required for Health, Education and urban poor sectors. City Development Plan - Rehti xii
Base Investment Capacity Base Investment Capacity is estimated considering business as usual case, where Rehti Nagar Parishad has not taken any grant under UIDSSMT scheme and has not done any reforms to increase their revenue income. At this scenario the Parishad will be able to sustain only 12.30 % of the total investment identified for year 2015. With reforms in Property Tax, Water Charges and Sewerage charges This case assumes the reforms in property tax, Water and Sewerage have been implemented and accordingly the investment capacity has increased by Rs. 3.52 Crore above the base investment capacity. These reforms will increase the total sustainable capacity to 14.90%. Reforms (without debt Funding) This case assumes that all the reforms suggested above are being implemented and other grants are also availed. In this scenario Nagar Parishads sustainable capacity will increase to 53.20%, which is 40.90% in addition to base case. Now Nagar Parishad will be able to sustain investment of about Rs. 12.58 Crore. Reforms along with debt Funding This case assumes that Nagar Parishad can increase their sustainable capacity by taking debt from any financial institution or private banks in addition to the implementation of reforms suggested above. In this scenario Nagar Parishad can sustain up to 54.40% of the total investment identified, which is 1.20 % more than without debt funding scenario.
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Contents
1. INTRODUCTION ...................................................................................................................................... 22 1.1. BACKGROUND ........................................................................................................................................... 22 1.2. OBJECTIVES AND SCOPE OF WORK ................................................................................................................ 22 1.3. DESCRIPTION OF TASK (AS OUTLINED IN RFP).................................................................................................. 23 1.3.1. Inception ....................................................................................................................................... 23 1.3.2. Situation assessment (opportunities, strengths, weaknesses and gaps) ...................................... 24 1.3.3. Development of city vision and sector goals and strategies ......................................................... 25 1.3.4. Development of strategies and priority actions ............................................................................ 25 1.3.5. Preparing a City Investment Plan (CIP) and a financing strategy ................................................. 25 1.3.6. Draft CDP ...................................................................................................................................... 26 1.3.7. Final CDP document ...................................................................................................................... 26 1.4. APPROACH ............................................................................................................................................... 26 1.4.1. Guiding Principle ........................................................................................................................... 26 1.4.2. Approach and Methodology ......................................................................................................... 27 1.4.3. Module I: Inception and Kick off ................................................................................................... 27 1.4.4. Module II: Consultations and Analysis .......................................................................................... 29 1.4.5. Module III: Finalisation ................................................................................................................. 32 1.5. STAKEHOLDERS INTERACTION ....................................................................................................................... 33 1.5.1. Interacting with Municipal Body ................................................................................................... 33 1.5.2. Interaction with other Stakeholders ............................................................................................. 33 1.5.3. Formation of Steering Group ........................................................................................................ 34 1.5.4. Workshops .................................................................................................................................... 34 1.6. REPORT CONTENTS ..................................................................................................................................... 35 1.7. LIMITATIONS AND CAVEATS ......................................................................................................................... 35 2. PHYSICAL FEATURES OF THE TOWN ....................................................................................................... 36 2.1. INTRODUCTION ......................................................................................................................................... 36 2.2. DISTRICT INFORMATION .............................................................................................................................. 36 2.3. LOCATION (LINKAGES AND CONNECTIVITY) ...................................................................................................... 36 2.4. PHYSIOGRAPHY AND LANDFORM ................................................................................................................... 36 2.4.1. Topography ................................................................................................................................... 36 2.4.2. Drainage ....................................................................................................................................... 37 2.4.3. Temperature ................................................................................................................................. 37 2.4.4. Climate .......................................................................................................................................... 37 2.5. MUNICIPAL AREA AND PLANNING AREA .......................................................................................................... 37 2.6. CONCLUSIONS ........................................................................................................................................... 38 3. DEMOGRAPHIC PROFILE OF THE TOWN ................................................................................................. 39 3.1. 3.2. 3.3. 3.4. 3.5. 3.6. 3.7. 4. INTRODUCTION ......................................................................................................................................... 39 POPULATION GROWTH ................................................................................................................................ 39 POPULATION DENSITY ................................................................................................................................. 39 POPULATION PROJECTION............................................................................................................................ 40 WARD-WISE DEMOGRAPHIC DETAILS ............................................................................................................. 40 ISSUES ..................................................................................................................................................... 41 CONCLUSIONS ........................................................................................................................................... 41
SOCIO ECONOMIC PROFILE OF THE TOWN ............................................................................................. 42 4.1. INTRODUCTION ......................................................................................................................................... 42 xiv
4.2. INDICATORS .............................................................................................................................................. 42 4.2.1. Sex Ratio ....................................................................................................................................... 42 4.2.2. Literacy Rate ................................................................................................................................. 43 4.2.3. Household Size .............................................................................................................................. 43 4.2.4. Workforce participation ................................................................................................................ 44 4.2.5. Agriculture and related activities .................................................................................................. 44 4.2.6. Industrial activities ........................................................................................................................ 44 4.2.7. Trade and Commerce .................................................................................................................... 45 4.2.8. Tourism ......................................................................................................................................... 45 4.3. ISSUES ..................................................................................................................................................... 45 4.4. CONCLUSIONS ........................................................................................................................................... 45 5. SPATIAL PLANNING AND GROWTH MANAGEMENT ............................................................................... 46 5.1. SPATIAL GROWTH TRENDS ........................................................................................................................... 46 5.2. SPATIAL DISTRIBUTION OF POPULATION .......................................................................................................... 47 5.2.1. Municipal level mapping ............................................................................................................... 47 5.3. LAND-USE ANALYSIS ................................................................................................................................... 47 5.4. HOUSING SCENARIO ................................................................................................................................... 48 5.4.1. Present and future Housing demand ............................................................................................ 48 5.4.2. Illegal colonies............................................................................................................................... 48 5.4.3. Future growth possibilities ............................................................................................................ 48 5.5. ISSUES ..................................................................................................................................................... 49 5.6. CONCLUSIONS ........................................................................................................................................... 49 6. CITYS INFRASTRUCTURE EXISTING STATUS, GAPS, ISSUES, SWOT, GOALS AND STRATEGIES .............. 50 6.1. WATER SUPPLY.......................................................................................................................................... 50 6.1.1. Source, Supply, Distribution Systems and Treatment facilities ..................................................... 50 6.1.2. Water Supply Connections ............................................................................................................ 51 6.1.3. Water Table Analysis .................................................................................................................... 51 6.1.4. Present and Future Demand and Supply Gaps .............................................................................. 52 6.1.5. SWOT analysis............................................................................................................................... 53 6.1.6. Issues............................................................................................................................................. 53 6.2. SEWERAGE ............................................................................................................................................... 54 6.2.1. Existing sewerage system ............................................................................................................. 54 6.2.2. Present and Future Demand and Supply Gaps .............................................................................. 54 6.2.3. SWOT analysis............................................................................................................................... 54 6.2.4. Issues............................................................................................................................................. 55 6.3. SANITATION .............................................................................................................................................. 55 6.3.1. Community toilets ......................................................................................................................... 55 6.3.2. Present and Future Demand and Supply Gaps .............................................................................. 55 6.3.3. SWOT Analysis .............................................................................................................................. 56 6.3.4. Issues............................................................................................................................................. 56 6.4. SOLID WASTE MANAGEMENT ...................................................................................................................... 56 6.4.1. Present and Future Demand and Supply Gaps .............................................................................. 57 6.4.2. SWOT analysis............................................................................................................................... 57 6.4.3. Issues............................................................................................................................................. 58 6.5. DRAINAGE ................................................................................................................................................ 58 6.5.1. Existing drainage system .............................................................................................................. 58 6.5.2. Present and Future Demand and Supply Gaps .............................................................................. 58 6.5.3. SWOT analysis............................................................................................................................... 59 6.5.4. Issues............................................................................................................................................. 60 6.6. TRAFFIC AND TRANSPORTATION .................................................................................................................... 60 6.6.1. Existing traffic & transportation scenario ..................................................................................... 60 6.6.2. Present and Future Demand and Supply Gaps .............................................................................. 60 City Development Plan - Rehti xv
6.6.3. SWOT analysis............................................................................................................................... 61 6.6.4. Issues............................................................................................................................................. 61 6.7. STREET LIGHTING AND FIRE FIGHTING............................................................................................................. 61 6.7.1. Existing situation of Street lights .................................................................................................. 61 6.7.2. Present and Future Demand and Supply Gaps .............................................................................. 62 6.7.3. SWOT analysis............................................................................................................................... 62 6.7.4. Issues............................................................................................................................................. 62 6.8. URBAN POOR AND THEIR ACCESSIBILITY TO BASIC SERVICES ................................................................................ 63 6.8.1. SWOT analysis............................................................................................................................... 63 6.8.2. Issues............................................................................................................................................. 63 6.9. SOCIAL INFRASTRUCTURE............................................................................................................................. 63 6.9.1. Overall Health facilities in the town .............................................................................................. 63 6.9.2. Overall Educational facilities in the town ..................................................................................... 64 6.9.3. Issues............................................................................................................................................. 64 6.9.4. Recreational .................................................................................................................................. 64 6.9.5. SWOT Analysis .............................................................................................................................. 64 6.9.6. Issues............................................................................................................................................. 65 6.10. LOCAL ECONOMY................................................................................................................................... 65 6.10.1. Issues............................................................................................................................................. 65 6.11. HERITAGE AND CONSERVATION ................................................................................................................ 65 6.11.1. Tourism potential of the town ...................................................................................................... 65 6.11.2. SWOT analysis............................................................................................................................... 65 6.11.3. Issues............................................................................................................................................. 66 6.12. EXISTING INSTITUTIONAL FRAMEWORK FOR DEVELOPMENT ............................................................................ 66 6.12.1. Rehti Nagar Parishad .................................................................................................................... 67 6.12.2. Town and Country Planning Department ..................................................................................... 67 6.12.3. Development Authority ................................................................................................................. 67 6.12.4. Department of Public Health and Family Welfare ........................................................................ 68 6.12.5. Madhya Pradesh Housing Board .................................................................................................. 68 6.12.6. Madhya Pradesh Pollution Control Board ..................................................................................... 68 6.12.7. Issues............................................................................................................................................. 69 6.13. CONCLUSIONS ....................................................................................................................................... 69 7. MUNICIPAL FINANCIAL ASSESSMENT ..................................................................................................... 70 7.1. FINANCIAL STATUS AT A GLANCE................................................................................................................... 70 7.2. REVENUE ACCOUNT .................................................................................................................................... 71 7.2.1. Revenue income ............................................................................................................................ 71 7.2.2. Revenue expenditure .................................................................................................................... 73 7.3. CAPITAL ACCOUNT ..................................................................................................................................... 74 7.3.1. Capital income .............................................................................................................................. 74 7.3.2. Capital expenditure ....................................................................................................................... 75 7.4. KEY FINANCIAL INDICATORS.......................................................................................................................... 75 7.5. KEY ISSUES ............................................................................................................................................... 76 7.6. CONCLUSION ............................................................................................................................................ 76 8. CITY VISION, SECTOR GOALS, STRATEGIES, ACTION PLAN, PROJECTS AND PRIORITIZATION .................. 77 8.1. FORMULATION OF CITY VISION ..................................................................................................................... 77 8.1.1. Vision for the Town ....................................................................................................................... 77 8.1.2. Mission Statements....................................................................................................................... 78 8.2. SECTOR GOALS, STRATEGIES, ACTION PLAN AND PROJECTS................................................................................ 78 8.2.1. Water supply ................................................................................................................................. 79 8.2.2. Sewerage and Sanitation .............................................................................................................. 81 8.2.3. Sanitation ...................................................................................................................................... 83 8.2.4. Solid waste management ............................................................................................................. 84 City Development Plan - Rehti xvi
8.2.5. 8.2.6. 8.2.7. 8.2.8. 8.2.9. 8.2.10. 8.2.11. 8.2.12. 8.2.13. 8.2.14. 8.2.15. 8.2.16. 9.
Drainage ....................................................................................................................................... 87 Traffic and transportation ............................................................................................................ 89 Street lighting, Fire fighting .......................................................................................................... 91 Urban poor and their accessibility to basic Services ..................................................................... 93 Health ........................................................................................................................................... 95 Education ...................................................................................................................................... 96 Other Social Infrastructural Facilities ............................................................................................ 98 Environment .................................................................................................................................. 99 Tourism ....................................................................................................................................... 100 Economic Development .............................................................................................................. 100 Urban Governance ...................................................................................................................... 102 Conclusion ................................................................................................................................... 102
CITY INVESTMENT PLAN AND FINANCING STRATEGIES ........................................................................ 103 9.1. CITY INVESTMENT PLAN (CIP) .................................................................................................................... 103 9.2. INSTITUTIONALISING THE CIP PROCESS ........................................................................................................ 103 9.3. CITY PRIORITIES ....................................................................................................................................... 104 9.4. SUMMARY OF INVESTMENTS ...................................................................................................................... 106 9.5. SECTOR WISE CIP DETAILS CAPITAL NEEDS/ INVESTMENTS ............................................................................ 107 9.5.1. Water Supply .............................................................................................................................. 107 9.5.2. Sewerage & Sanitation ............................................................................................................... 108 9.5.3. Roads and traffic management .................................................................................................. 109 9.5.4. Storm Water Drainage ................................................................................................................ 110 9.5.5. Solid Waste Management .......................................................................................................... 111 9.5.6. Street Lights & Fire Fighting........................................................................................................ 112 9.5.7. Slums and Basic Services for Urban Poor .................................................................................... 113 9.6. SOCIAL INFRASTRUCTURE .......................................................................................................................... 114 9.6.1. Health Infrastructure .................................................................................................................. 114 9.6.2. Education Infrastructure ............................................................................................................. 115 9.7. SOCIO CULTURAL FACILITIES .................................................................................................................... 115 9.8. URBAN ENVIRONMENT & TOURISM ............................................................................................................ 116 9.8.1. Urban Environment ..................................................................................................................... 116 9.8.2. Tourism ....................................................................................................................................... 116 9.9. URBAN GOVERNANCE ............................................................................................................................... 117 9.10. OTHER INVESTMENT REQUIREMENT......................................................................................................... 117 9.11. FINANCING OPTIONS & STRUCTURING ..................................................................................................... 118 9.12. CONCLUSION ...................................................................................................................................... 120
10.
FINANCIAL OPERATING PLAN ........................................................................................................... 121 INTRODUCTION ................................................................................................................................... 121 CATEGORIES OF FOP PROJECTIONS ......................................................................................................... 121 FINANCIAL STRATEGIES FOR CIP ............................................................................................................. 121 FINANCIAL PROJECTIONS ....................................................................................................................... 122 MUNICIPAL ACCOUNT: GROWTH PROJECTIONS & ASSUMPTIONS ................................................................. 122 INVESTMENT CAPACITY/ SUSTENANCE ..................................................................................................... 124 CONCLUSION ...................................................................................................................................... 127
10.1. 10.2. 10.3. 10.4. 10.5. 10.6. 10.7. 11.
URBAN REFORMS ............................................................................................................................. 128
11.1. INTRODUCTION ................................................................................................................................... 128 11.2. MANDATORY REFORMS AT THE LEVEL OF THE STATE GOVERNMENT............................................................... 128 11.2.1. Implementation of the 74th Constitutional Amendment Act ..................................................... 128 11.2.2. Public Disclosure Law .................................................................................................................. 129 11.2.3. Rationalization of Stamp Duty .................................................................................................... 129 11.2.4. Repeal of Urban Land Ceiling and Regulation Act ...................................................................... 129 City Development Plan - Rehti xvii
11.2.5. Rent Control ................................................................................................................................ 130 11.2.6. Community Participation Law ..................................................................................................... 130 11.2.7. City Planning Functions ............................................................................................................... 130 11.3. MANDATORY REFORMS AT THE LEVEL OF THE URBAN LOCAL BODY................................................................ 131 11.3.1. Municipal Accounting ................................................................................................................. 131 11.3.2. E-Governance .............................................................................................................................. 132 11.3.3. User Charges ............................................................................................................................... 133 11.3.4. Basic Services to the Urban Poor ................................................................................................ 134 11.3.5. Internal earmarking for basic services for poor .......................................................................... 135 11.3.6. Property Tax ................................................................................................................................ 135 11.4. OPTIONAL REFORMS AT LEVEL OF THE STATE GOVERNMENT/URBAN LOCAL BODY ........................................... 136 11.5. CONCLUSION ...................................................................................................................................... 137 ANNEXURE 1: WORKSHOP PROCEEDINGS ................................................................................................... 138 ANNEXURE 2: QUESTIONNAIRE ................................................................................................................... 147 ANNEXURE 3: FINANCIAL PROJECTIONS....................................................................................................... 154 ANNEXURE 4: MAPS .................................................................................................................................... 159 ANNEXURE 5: PRESENTATION OF FINAL WORKSHOP ................................................................................... 160
City Development Plan - Rehti xviii
Exhibits
EXHIBIT 1-1: APPROACH & METHODOLOGY................................................................................................... 29 EXHIBIT 1-2: DEVELOPING A CITY VISION (SOURCE: JNNURM TOOLKIT) ........................................................ 31 EXHIBIT 1-3: MEMBERS OF STEERING GROUP ................................................................................................ 34 EXHIBIT 2-1: DISTRICT LEVEL INFORMATION FOR BLOCKS IN SEHORE ............................................................ 36 EXHIBIT 3-1: POPULATION GROWTH TRENDS ................................................................................................ 39 EXHIBIT 3-2: POPULATION DENSITY ............................................................................................................... 39 EXHIBIT 3-3: POPULATION PROJECTION ......................................................................................................... 40 EXHIBIT 3-4: DEMOGRAPHIC DETAILS ............................................................................................................ 40 EXHIBIT 4-1: WARD WISE SOCIAL INDICATORS .............................................................................................. 42 EXHIBIT 4-2: CATEGORIZATION OF SEX RATIO ............................................................................................... 43 EXHIBIT 4-3: CATEGORIZATION OF LITERACY RATE ........................................................................................ 43 EXHIBIT 4-4: WORK FORCE DETAILS ............................................................................................................... 44 EXHIBIT 5-1: GOOGLE IMAGE OF REHTI .......................................................................................................... 46 EXHIBIT 5-2: WARD WISE POPULATION DENSITY ........................................................................................... 47 EXHIBIT 5-3: LAND USE PATTERN ................................................................................................................... 48 EXHIBIT 5-4: FUTURE HOUSING DEMAND ...................................................................................................... 48 EXHIBIT 6-1: WATER SUPPLY CONNECTIONS .................................................................................................. 51 EXHIBIT 6-2: DCB STATEMENT FOR WATER TAX COLLECTION ........................................................................ 51 EXHIBIT 6-3: WATER SUPPLY: DEMAND AND SUPPLY GAP ANALYSIS ............................................................. 52 EXHIBIT 6-4: SEWERAGE: DEMAND AND SUPPLY GAP ANALYSIS ................................................................... 54 EXHIBIT 6-5: SANITATION: DEMAND AND SUPPLY GAP ANALYSIS ................................................................. 56 EXHIBIT 6-6: SOLID WASTE MANAGEMENT: DEMAND AND SUPPLY GAP ANALYSIS....................................... 57 EXHIBIT 6-7: DRAINAGE: DEMAND AND SUPPLY GAP ANALYSIS .................................................................... 58 EXHIBIT 6-8: TRAFFIC & TRANSPORTATION: DEMAND AND SUPPLY GAP ANALYSIS ...................................... 60 EXHIBIT 6-9: STREET LIGHTS: DEMAND AND SUPPLY GAP ANALYSIS .............................................................. 62 EXHIBIT 6-10: LIST OF NOTIFIED SLUM COLONIES .......................................................................................... 63 EXHIBIT 6-11: HEALTH INFRASTRUCTURE: DEMAND AND SUPPLY GAP ANALYSIS .......................................... 64 EXHIBIT 6-12: EDUCATIONAL FACILITIES: DEMAND AND SUPPLY GAP ANALYSIS ........................................... 64 EXHIBIT 7-1: FINANCIAL STATUS AT A GLANCE............................................................................................... 70 EXHIBIT 7-2: SOURCE WISE REVENUE INCOME ............................................................................................... 71 EXHIBIT 7-3: TAX REVENUE ............................................................................................................................ 71 EXHIBIT 7-4: DCB STATEMENT FOR PROPERTY TAX COLLECTION ................................................................... 72 EXHIBIT 7-5: NON TAX REVENUE .................................................................................................................... 72 EXHIBIT 7-6: DCB STATEMENT FOR WATER CHARGE COLLECTION ................................................................. 72 EXHIBIT 7-7: ASSIGNED REVENUE .................................................................................................................. 73 City Development Plan - Rehti xix
EXHIBIT 7-8: REVENUE GRANTS, CONTRIBUTIONS AND SUBSIDIES ................................................................ 73 EXHIBIT 7-9: APPLICATION OF FUNDS BY HEAD OF ACCOUNTS ...................................................................... 74 EXHIBIT 7-10: CAPITAL INCOME ..................................................................................................................... 74 EXHIBIT 7-11: CAPITAL EXPENDITURE ............................................................................................................ 75 EXHIBIT 7-12: FINANCIAL INDICATORS ........................................................................................................... 75 EXHIBIT 8-1: WATER SUPPLY: LONG TERM AND SHORT TERM INTERVENTIONS ............................................. 80 EXHIBIT 8-2: WATER SUPPLY: PROJECTS IDENTIFIED BY THE ULB AND CONSULTANT ..................................... 80 EXHIBIT 8-3 WATER SUPPLY: PROJECT DEVELOPMENT INITIATIVES TO BE TAKEN BY NAGAR PARISHAD ....... 81 EXHIBIT 8-4: SEWERAGE: LONG TERM & SHORT TERM INTERVENTIONS ........................................................ 82 EXHIBIT 8-5: SEWERAGE: PROJECTS IDENTIFIED BY ULB AND CONSULTANT .................................................. 82 EXHIBIT 8-6: SEWERAGE: PROJECT DEVELOPMENT INITIATIVES TO BE TAKEN BY NAGAR PARISHAD............. 83 EXHIBIT 8-7: SANITATION: LONG TERM & SHORT TERM INTERVENTIONS ...................................................... 84 EXHIBIT 8-8: SANITATION: INITIATIVES TO BE TAKEN BY NAGAR PARISHAD .................................................. 84 EXHIBIT 8-9: SOLID WASTE MANAGEMENT: LONG TERM SHORT TERM GOALS.............................................. 85 EXHIBIT 8-10: SOLID WASTE MANAGEMENT: PROJECTS IDENTIFIED BY ULB AND CONSULTANT.................... 86 EXHIBIT 8-11: SOLID WASTE MANAGEMENT: INITIATIVES TO BE TAKEN BY NAGAR PARISHAD ..................... 87 EXHIBIT 8-12: DRAINAGE: SHORT TERM & LONG TERM INTERVENTIONS ....................................................... 88 EXHIBIT 8-13: DRAINAGE: PROJECTS IDENTIFIED BY THE ULB AND CONSULTANT .......................................... 88 EXHIBIT 8-14: DRAINAGE: INITIATIVES TO BE TAKEN BY NAGAR PARISHAD ................................................... 89 EXHIBIT 8-15: TRAFFIC AND TRANSPORTATION: LONG TERM & SHORT TERM INTERVENTIONS .................... 90 EXHIBIT 8-16: TRAFFIC & TRANSPORTATION: PROJECTS IDENTIFIED BY THE ULB AND CONSULTANT ............ 90 EXHIBIT 8-17: TRAFFIC & TRANSPORTATION: INITIATIVES TO BE TAKEN BY NAGAR PARISHAD ..................... 91 EXHIBIT 8-18: STREET LIGHTS, FIRE FIGHTING & POWER: LONG TERM & SHORT TERM INTERVENTIONS ....... 92 EXHIBIT 8-19: STREET LIGHTS & FIRE FIGHTING: PROJECTS IDENTIFIED BY THE ULB AND CONSULTANT ........ 92 EXHIBIT 8-20: STREET LIGHTING, FIRE FIGHTING AND POWER: INITIATIVES TO BE TAKEN BY NAGAR PARISHAD ...................................................................................................................................................... 93 EXHIBIT 8-21: URBAN POOR AND THEIR ACCESSIBILITY TO BASIC SERVICES: LONG TERM & SHORT TERM INTERVENTIONS............................................................................................................................................. 95 EXHIBIT 8-22: HEALTH: LONG AND SHORT TERM INTERVENTIONS ................................................................. 96 EXHIBIT 8-23: HEALTH: INITIATIVES TO BE TAKEN BY NAGAR PARISHAD ....................................................... 96 EXHIBIT 8-24: EDUCATION: LONG & SHORT TERM INTERVENTIONS ............................................................... 97 EXHIBIT 8-25: EDUCATION: INITIATIVES TO BE TAKEN BY NAGAR PARISHAD ................................................. 98 EXHIBIT 8-26: OTHER SOCIAL INFRASTRUCTURE: LONG AND SHORT TERM INTERVENTIONS ......................... 98 EXHIBIT 8-27: OTHER SOCIAL INFRASTRUCTURES: INITIATIVES TO BE TAKEN BY NAGAR PARISHAD .............. 99 EXHIBIT 8-28: ECONOMIC DEVELOPMENT: LONG AND SHORT TERM SECTOR INTERVENTIONS ................... 101 EXHIBIT 8-29: ECONOMIC DEVELOPMENT: INITIATIVES TO BE TAKEN BY NAGAR PARISHAD ....................... 101 EXHIBIT 9-1: STATUS OF INFRASTRUCTURE FACILITIES (%) ........................................................................... 104
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EXHIBIT 9-2: RANKING OF INFRASTRUCTURE FACILITIES ............................................................................. 105 EXHIBIT 9-3: CRITICAL SECTORAL ISSUES ..................................................................................................... 105 EXHIBIT 9-4: SUMMARY OF CAPITAL INVESTMENTS ................................................................................... 106 EXHIBIT 10-1: IMPORTANT ASSUMPTIONS MADE IN THE PROJECTIONS ..................................................... 122 EXHIBIT 10-2: REFORMS UNDERTAKEN ....................................................................................................... 124 EXHIBIT 10-3: CIP FUNDING PATTERN ......................................................................................................... 125 EXHIBIT 10-4: FINANCIAL OPERATING PLAN ................................................................................................ 126 EXHIBIT 11-1: MUNICIPAL ACCOUNTING: REFORM ACTION PLAN ............................................................... 131 EXHIBIT 11-2: E-GOVERNANCE: REFORM ACTION PLAN .............................................................................. 132 EXHIBIT 11-3: USER CHARGES: REFORM ACTION PLAN ............................................................................... 133 EXHIBIT 11-4: INTERNAL EARMARKING FOR POOR: REFORM ACTION PLAN ............................................... 135 EXHIBIT 11-5: PROPERTY TAX: REFORM ACTION PLAN ................................................................................ 136 EXHIBIT 11-6: OPTIONAL REFORMS............................................................................................................. 136 LIST OF STAKEHOLDERS WHO ATTENDED FIRST WORKSHOP ....................................................................... 139 LIST OF STAKEHOLDERS PRESENT FOR SECOND WORKSHOP ....................................................................... 142 LIST OF STAKEHOLDERS PRESENT FOR THIRD WORKSHOP ........................................................................... 145 List of Maps Map 1 - Location map with respect to country/ state/ district Map 2 - District map showing Railway and road network Map 3 - Base Map of the town Map 4 Ward map Map 5 Population Density Map 6 Sex Ration Map 7 Literacy Rate Map 8 Existing Landuse Map 9 Proposed Landuse Map 10 Existing Water Supply Map 11 Existing Solid Waste Map 12 Existing Drainage System Map 13 Existing Roads Map 14 Existing Social Infrastructure Map 15 Location of Slums Map 16 - Proposed Water Supply network Map 17 - Proposed Sewerage System Map 18- Proposed Drainage Network Map 19- Proposed Road Network
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1. Introduction
1.1. Background
Madhya Pradesh is urbanizing at a fast rate and the Urban Local Bodies (ULBs) in the state are facing the challenge of meeting the requirements of the growing population with limited technical and financial resources. The Government of India (GoI) and Government of Madhya Pradesh (GoMP) have initiated a number of programmes to meet the growing demands of infrastructure and service delivery. These include both GoI schemes [including Urban Infrastructure Development Scheme for Small and Medium Towns (UIDSSMT) and Integrated Housing and Slum Development Programme (IHSDP)] and GoMP initiated schemes [such as the Madhya Pradesh Urban Services for the Poor (MPUSP), a DFID assisted program, which links reform with investment in infrastructure for the poor. 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-coordinating various development inputs towards positioning the city on a development path. Therefore, the Urban Administration and Development Department (UADD) of Government of Madhya Pradesh (GoMP) has launched an initiative to support 5 Municipal councils, 245 Nagar Parishads and 30 urban centers in the state in preparing City Development Plans (CDPs). This initiative aims to provide a comprehensive Medium Term Strategy (25 years) and a City Investment Plan (CIP) for each Urban Local Body, based on which the concerned ULB will be able to access funds under schemes of Government of India (GoI) and GoMP as well as from its own sources for implementation of priority actions and projects, identified from this exercise. The document was also envisaged to provide a Financial Operating Plan (FOP) to direct the ULBs for mobilizing various financial resources to implement the identified projects, adhering to the JNNURMs CDP preparation toolkit and keeping in view the Master Plan (wherever exists) provisions as prepared by Town and Country Planning Department. The preparation of the CDP will take advantage of the Revised CDP preparation toolkit/Heritage cities toolkit prepared by GoI under JNNURM and UADD/CMAMP guidelines. It is also expected that the CDP would provide Urban Reform Action Plan for the ULBs as envisaged under JNNURM. In this regard, MPUADD retained ICRA Management Consulting Services Limited (IMaCS) for assistance in preparation of City Development Plans for Rehti town.
1.2. Objectives and Scope of Work

The exercise would centre on the following broad 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 catalyze 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.
22
The CDP will generate specific priority actions and projects that can be the basis for mobilizing funding from diverse sources.
1.3. Description of Task (as outlined in RFP)

The tasks to be carried out for the preparation of the CDP of Rehti as outlined by MPUADD are detailed below:
1.3.1. Inception
The purpose of this stage is to review and analyze the current status and unique features of the town 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. This task will consist of:
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 cit ys 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. Identify economic opportunities and blocks in tapping these (eg. Tourism, industry etc.) Mapping : Preparation of City level base maps using Auto-CAD/GIS
Workshop-I: Kick-off workshop

The Consultants will organize, with ULB support, a one day kick-off workshop to familiarize the stakeholders with the purpose, process, and expected outcomes of the CDP, and build enthusiasm, understanding and commitment to the CDP. The kick off workshop will help in deriving a consensus along with the stakeholders firming the process and agreeing upon a structured programme to take the CDP forward. The formation of the Steering Group will also be announced as well as the sectors for which detailed analysis will be carried out. Stakeholders for the kick off workshop may include: Elected representatives, Mayor/President, Municipal Commissioner/Chief Municipal Officer etc.
23
City level planning and service providing agencies viz., ULB, Town and Country Planning Department, Development Authority, SADA etc. Line Departments of the state government such as pollution control board, health department, tourism department, PHED, PWD, Traffic and Transportation etc Private sector agencies such as chambers of commerce and industry, Non-governmental and community based organizations Representatives of the poor communities Representatives of ongoing urban development programmes Representatives of media, academic institutions, etc.
Inception report
At the completion of this phase the consultants will present their preliminary analysis, methodology in an Inception report. Based on their preliminary analysis, consultations and workshop the consultants will propose special papers (maximum 2) on specific sectors or issues and propose the names of specialists (approved by the client) who may be commissioned to prepare the same as a part of the sector analysis/survey. The inception report will be presented to the Steering Group, who will identify individuals/institutions/working group who will be the local counterparts for the different sectors.
1.3.2. Situation assessment (opportunities, strengths, weaknesses and gaps)

Sector analysis
The Consultants would interact with various stakeholder groups (meetings, workshops, focus group discussions, etc.) and review relevant publications, reports, GOs, resolutions, procedures, laws etc. to analyze the current situation in each of the sector identified. The sector analysis will be carried out by the consultant's team in consultation with the local counterparts and will be supported by special papers commissioned by the Consultants team. While the team will be expected to prepare its own methodology for the sector analysis, it is recommended that the following are included: Study of economic opportunity and potential for Local/regional economic development, with special reference to the poor Physical infrastructure demand and gap assessment (considering service level benchmarking) Transport study with emphasis on low cost public transport and livelihoods Heritage conservation and tourism Environmental sustainability Access to housing, employment and social and environmental services by the poor Health and Education services gap in the town Sectoral Issues addressed under the Master Plan (as prepared by the TCPD)
City profile
The findings from the sector analysis would be used to prepare the City Profile consisting of the assessment of the existing situation in all the sectors identified, emerging issues, SWOT analysis and projection of the present gaps and future requirements. This will be done within the framework of parameters relating to demography, economic base, finance, physical and environmental issues, infrastructure, institutions and universalisation of services especially for the poor. City Development Plan - Rehti 24
1.3.3. Development of city vision and sector goals and strategies

Discussion will be initiated on strategies, priorities and major actions that may be required in the next five years to move towards the vision 2035. At this stage local counterparts for the different sectors may be added.
Sector strategies
The Consultants will continue to work in consultation with the local counterparts to develop sector strategies in consonance with the city vision and sector goals. At this stage, Consultants will need to review the relevant cases of national and international best practices and explore if the same can be applied in relevant sectors to bring in improved and efficient ways of working.
Vision, Goal and Strategies

The output expected in the second phase is city vision, sector goals and possible alternate strategies and some actions and projects.
1.3.4. Development of strategies and priority actions

Evaluation of strategies
The strategies will be evaluated from the perspective of their contribution to achieving the vision and sector goals. Criteria will be developed for prioritizing the strategies, programmes and projects in consultation with the Steering Group.
Analyze governance framework and reform action plans

The Consultants, in consultation with the ULB officials, representatives of reform programmes and local counterparts will examine whether the reforms which are currently being carried out and proposed at state and local levels are sufficient to support the vision and strategic plan and to sustain the planned interventions. If required additional reforms may be proposed.
Sector Analysis, Vision, Strategies and Projects Report

The output of this phase would be an agreed plan outlining the goals, strategies, priority actions and projects with an estimate of preliminary funding requirements in each sector.
Workshop-II: ULB level workshop

At the completion of this phase the consultants will organize 2nd ULB level workshop (supported by a presentation to the stakeholders).
1.3.5. Preparing a City Investment Plan (CIP) and a financing strategy

Project costing and determination of funding sources
The Consultants will undertake consultations 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.
Scheduling of priority actions and developing a City Investment Plan (CIP)

Based on the availability of resources, logical sequencing of actions and potential for immediate implementation, the Consultants 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 City Development Plan - Rehti 25
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. The City Investment plan would be supported with a Financial Operating Plan (FOP).
1.3.6. Draft CDP

The Consultants will compile the draft CDP including the CIP and FOP and will finalize it after feedback from stakeholders:
Workshop-III: Workshop on Draft CDP

The Consultants with support from ULB will organize third workshop involving all the stakeholders, who have been part of the CDP preparation process. The workshop will seek an endorsement of the City Development Plan from the stakeholder group present and agree on procedures for performance monitoring.
Performance Monitoring
The Consultants, in consultation with the ULB will identify performance-monitoring/sustainability indicators to assist ULB to review the progress and outcomes of the CDP on an annual basis and to enable them in setting the agenda for the future.
1.3.7. Final CDP document

Following the third and final workshop, the Consultants will finalize the CDP document incorporating the feedback from the workshop and the inputs received at the 2nd Stage State Level discussion. This document will be submitted to ULB, along with a summary of the CDP for publication and wider dissemination by the ULB.
1.4. Approach
The City Development Plan (CDP) is the Nagar Parishads strategy that presents both a vision of a desired future perspective for the town and the Parishads organization, and mission statements on how the Nagar Parishad, together with other stakeholders, intends to work towards achieving the short term and long-term vision. CDP should be very comprehensive and should cover all the aspects where town needs intervention. To achieve a comprehensive CDP, we have adopted few guiding principles as discussed below.
1.4.1. Guiding Principle

We outline below the guiding principles underlying our approach for this exercise. These are drawn based on our experience in working on City Development Strategies/Plans and from the expectations outlined by MPUADD.
Sharp focus on the need and expected outcomes

We see the CDP as a critical intervention to provide a strategic framework for converging and cocoordinating various development inputs in a holistic manner to facilitate engaging the town administration and stakeholders towards crystallizing vision, strategy, actions for taking the town on a development path and as a means to enable access to funds from GoI (Government of India) under various government schemes / funding programs of GoI and Government of Madhya Pradesh (GoMP).
JNNURM Toolkit(s) as a guiding framework

City Development Plan - Rehti 26
As advised by MPUADD, the preparation of the CDP will take advantage of the Revised CDP preparation toolkit/Heritage cities toolkit prepared by GoI under JNNURM and UADD/CMAMP guidelines in terms of the structure and process outlined in the toolkit along with integration with current initiatives for developing a strategic framework for development agenda in the next 25 year time horizon.
Enable Participation through a structured Multi-stakeholder Consultative Process

We shall follow a structured consultative process as suggested by MPUADD. We see participation of key stakeholders including elected representatives, staff of Nagar Parishad, parastatal agencies and other institutions, policy makers and the citizens to participate and plan for spatial, social and economic development of the town as a critical requirement.
Action orientation and resource mobilization

We also see the CDP as a means to prepare the ground for identification of projects and time-bound interventions along with evaluation of financial resources requirements, gaps and potential sources for mobilizing funding beyond existing programmes. The scope for private sector development and participation and access to external resources shall be explored. Further as indicated linkages of these actions with annual plans and budget cycles of the municipal corporation will also be incorporated.
1.4.2. Approach and Methodology

The Rehti CDP has to be developed in close consultation with all stakeholders. Aim is to develop ownership of the plan amongst the stakeholders. We envisage conducting the exercise in 3 Modules as shown below
1.4.3. Module I: Inception and Kick off

The expected outcomes of this module from a process stand point include the following: To put in place institutional mechanisms including the formation of Steering Group for conduct of the assignment in a structured consultative manner as envisaged To engage with stakeholders and arrive at a shared understanding of the objectives and expected outcomes of the study Apart from this, our team would use this as a preparatory stage to a) Review and analyze 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. b) Identify the strengths and weaknesses in the citys development and to develop an understanding of what impedes infrastructure provision and service delivery and management within the existing set-up and what contributes to better service provision. c) Do a rapid assessment through interactions with stakeholders and initial data collection to capture previous and on-going development initiatives to factor the same in the Consultations and Analysis module. We concur with the broad activities and tasks outlined under the Inception stage by MPUADD including the following: Introductory meetings with the Mayor/President, Municipal Commissioner/Chief Municipal Officer, Heads of Departments, Councillors, representatives of ongoing urban programmes, etc. City Development Plan - Rehti 27
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. Identify economic opportunities and blocks in tapping these (eg. Tourism, industry etc.) Mapping : Preparation of City level base maps using Auto-CAD/GIS This module will culminate in conduct of a one-day kick off workshop with stakeholders. The purpose of the kick-off workshop would be build participative energy and commitment of stakeholders for the study through articulation of the purpose, process, and expected outcomes of the CDP, and achieving a shared understanding of the same. The kick off workshop will help in deriving a consensus along with the stakeholders firming the process and agreeing upon a structured programme to take the CDP forward. Further the institutional structures including the Steering Group for the consultative process will also be spelt out during this workshop. Following the workshop, we would submit an Inception Report and follow it up with a presentation to MPUADD and the ULB.
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Exhibit 1-1: Approach & Methodology
1.4.4. Module II: Consultations and Analysis

Module II will form the heart of the exercise in terms of conducting a Situation assessment followed by a) crystallizing a Vision for the City and sector level goals and strategies and b) evaluation of strategies and finalizing priority actions at a sector level. This module will start with the Situation assessment covering Sector level analysis and development of the Town profile, moving on to formulation of a Vision for the town and translating them into Strategies, Priority Projects and Reform Actions. While there are self-contained sub-modules within this step, we have clubbed them into Module II, given the highly consultative as well as data collection/reconnaissance intensive nature of these steps and the iterative linkages between these steps. Given the multiple and heterogeneous set of stakeholders involved, we expect to use a range of instruments to capture diverse inputs for the exercise as indicated below: Workshops As suggested by MPUADD Brainstorming Sessions For discussions with Elected Body, Residential/Trade associations. One-on-One meetings/interviews Town officials, Government Departments, Chief Municipal Officer, Elected representatives, MLA/MPs, and other important opinion makers. Limited quantitative surveys To get a pulse of wider perceptions and priorities of the general public.
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In addition, we would have a significant on-the-ground interaction effort through our research and support staff to compile data and information from the cities. From our experience in handling such studies, very often it is critical to spend substantial time with ULB staff/do sample based field visits given the data and information availability related limitations. Such interactions enable us capture qualitative insights and serve to provide surrogate inputs to validate and overcome the generally faced limitations of data availability. For instance, we tend to collect budget documents at the beginning at the study and do the analysis of financials in parallel. A time period wise analysis of revenue and costs along with their drivers enable us to spot data discrepancies in the initial stages and help us to identify areas where greater time is required for data collection/scrutiny. Similarly in the area of service levels benchmarking, we tend to do a physical reconnaissance of municipal assets to validate reports made available to us. For instance, we typically do visits to select water distribution stations to assess the validity of the broader service level reports generated. We concur with the activities and steps identified by MPUADD in the Terms of Reference in moving from a Situation Assessment to formulate the City Vision and translating that to Sector strategies and priority projects. Some specifics of our approach along each of these steps are described below:
Sector Analysis
We would choose the specific sectors/issues for preparing detailed sectoral papers, based on the criticality of the sector (as viewed by the stakeholders) and the baseline status of the prevailing service levels in that city. While the exact list of sectors would be finalized following consultations, an indicative list of sectors that tend to come out as critical areas include the following: a) Water Supply b) Sanitation and Sewerage c) Solid Waste Management d) Urban Housing e) Public Transportation f) Social amenities and infrastructure including Schools, Hospitals, Markets
g) Heritage & Tourism We expect the sector level analysis to cover the following steps. a) Review the baseline status of the sector in terms of operational service level and financial indicators vis-a-vis benchmarks/norms and desired levels of service to arrive at the normative gaps. b) Identify the possible alternatives for improving service levels, policy changes/implications and the magnitude of investment required to improve service levels in a time-bound manner. c) Develop a sector strategy, targets for service level improvement and a list of potential priority projects to be undertaken along with an expected level of improvement in service levels through implementation of these projects. These steps would be undertaken in consultation with local counterparts and will be supported by special papers commissioned by the TA team. While carrying out the sector level analysis, aspects
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relating to the need for provisioning for urban poor, broad review of cost-benefits including social and environmental impacts would be factored.
City Profile
In profiling the City and crystallizing its SWOT (Strength, Weakness, Opportunity, and Threat), we would look at slightly wider issues beyond sectoral dimensions to cover the following: Spatial growth patterns and drivers Economic growth drivers - intrinsic and potential Infrastructure - Physical and Social Issues relating to Environment sustainability Extent of Urban Poor and their requirements Institutional Capacity gaps and requirements. As can be observed, the idea is to get an over-arching and a holistic idea of the towns future growth directions (both economic and spatial) to understand the implications for physical infrastructure and administrative capacity building needed to support this growth. The city profiles would also then draw from the Sector analysis and provide an assessment of the existing situation in all the sectors identified, emerging issues, analysis and projection of the present gaps and future requirements. This will be done within the framework of parameters relating to demography, economic base, finance, physical and environmental issues, infrastructure, institutions and universalization of services especially for the poor.
City Vision
Exhibit 1-2 presents an extract from the JNNURM Toolkit on the aspects to be considered in developing a Citys Vision which we believe summarizes the key contours of a City level Vision formulation quite succinctly. The City Profile will be presented to the stakeholders and Steering Group followed with a discussion on city perspective and city priorities as perceived by the stakeholders. With the background of city profile, perspective and priorities, the participants will contribute to developing a collective and shared vision for the city. Discussion will be initiated on strategies, priorities and major actions that may be required in the next fifteen years to move towards the vision.
Exhibit 1-2: Developing a City Vision (Source: JNNURM Toolkit)
Developing a vision for the city is central to the preparation of a CDP. A vision is a statement of where the city wishes to go, within a given timeframe, and is often expressed in terms of clear expectations. It defines the potential of the city and reflects its unique attributes in terms of comparative and competitive advantages, values and preferences of the citys residents, relationship of the city to the state, national and global economies, and of course, the history and physical characteristics of the city. A vision aligns stakeholders energies to work cohesively for the development of the city. Cities need to systematically consider the future, and design strategies to accordingly shape the future. All objectives, strategies, programmes and projects must be aligned with the vision of the city. Developing a common vision requires a significant effort of consensus building in order to balance the competing demands arising from different economic infrastructure sectors, as also from different interest groups within the city. In order to achieve an understanding on a common vision, it is useful to choose milestones and targets such as provision of a minimum level of services to all; public disclosure and transparency in the formulation of budget proposals; introduction of a single window in City Development Plan - Rehti 31
matters of service delivery and management and the like. In developing the vision, cities must choose a set of criteria that are directly relevant to the JNNURM components. It is important that when cities define outcomes and milestones on the vision, they ensure that these are measurable and have a time frame.
Sector Strategy and Goals

The formulation of key themes underlying the City Vision is thus a critical part of the exercise. At the same time, it is important to translate this broader vision into specific sector level strategies and goals. In formulating sector level strategies and actionable goals, it is critical to ensure a link between these strategies and the desired service level outcomes and consistency with the overall goal. More importantly sectoral strategies need to be inclusive. While the Vision tends to capture a broader perspective of the citizen/stakeholder view on where the city needs to go, strategies articulate what needs to be done. For instance, an overall vision to provide universal coverage of water supply to all its citizens may require strategies to a) Augment water availability, b) Reduce Distribution Losses and c) Differentiated Tariff with subsidized lifeline supply for cost recovery.
Sector wise service level targets and reform actions

We would translate broader sector level goals into tangible service delivery targets and reform actions. This will further enable identification of priority projects that need to be implemented to achieve these service level targets.
1.4.5. Module III: Finalisation

This module would cover translating the consultative and analytical inputs to develop an actionable City Investment Plan backed by an effective financing strategy leading to formulation of the City Development Plan and its finalization through a consultative discussion on the same with the stakeholders.
Preparing the City Investment Plan (CIP) and a Financing Strategy

The CIP and financing strategy are inseparable. An Investment Plan would be credible and actionable only if it is backed by an analysis of financing capacity and a strategy to overcome the limitations of the financials of the ULB. Typically we have observed that ULBs tend to have limited investment capacity to undertake all capital investment programs. Apart from evaluating the potential financing from schemes like JNNURM and other capital grant schemes of GoMP, it is critical to evaluate as part of the strategic options, the ULBs potential to a) Improve its Revenue surplus through revenue enhancement related reforms and rationalization of costs and b) leverage and access to external capital through borrowings and Public Private Partnerships. Our approach typically involves the following steps: Estimation of unconstrained sector wise Investment requirements given normative gaps in service levels (till 2012, 2025, and 2035), sector wise service level improvement targets and identified priority projects up till 2015 Preparation of Financial and Operating Plan and Estimation of borrowing capacity with operating revenue surplus improvements and revenue reforms Developing a realistic and actionable Investment Plan and a Financial and Operating Plan within borrowing capacity City Development Plan - Rehti 32
Needless to mention the 5 year action plan would involve an iterative process and would factor inputs from consultations with stakeholders on priority projects to be taken up in consonance with the City Vision, Sector wise strategy and service level targets.
Submission of City Development Plan, Consultations and Finalization

Following the finalization of the CIP, we would integrate the deliverables presented in Module I and II along with the CIP and financing strategy to prepare the Draft City Development Plan. We would then have a workshop with stakeholders to summarize the process and the building blocks around which the CDP has been evolved and seek an endorsement from them. We would also work with the stakeholders to develop procedures for performance monitoring and implementation of the actions recommended in the CDP. This would be followed by a presentation to MPUADD and the ULB. Based on the inputs we would submit the final CDP to MPUADD and the ULB along with a summary of the CDP for publication and wider dissemination by the NP.
1.5. Stakeholders Interaction

The CDP process involved several stakeholder consultations during the course of the project to make the process inclusive and CDP comprehensive. The team visited Rehti in the month of November and December and had interactions and discussions with the city officials and the political representatives to get information on the city strengths, existing scenario of infrastructure services, ongoing projects, ULB setup, area of concerns, lacunas etc. And also the demand, gaps, vision, goals, strategies, priorities, financial situation etc. Apart from individual consultations, three stakeholder workshops were conducted at different stages of the study with the objectives of apprising stakeholders with the status of the study and obtaining feedbacks on CDP process and intermediate findings. The feedbacks from stakeholders were carefully evaluated and incorporated in the process.
1.5.1. Interacting with Municipal Body

During the visits to the town, we interacted with the officials of Rehti Nagar Parishad, wherein we discussed the necessity of a CDP for the town and the support that we sought in order to accomplish the task assigned by the State. We also discussed the approach and methodology for the assignment and the support that was required from the ULB in terms of data support, city understanding and conduction of the workshops. In the subsequent meetings the team had a detailed discussion on the organization structure of the ULB, type & level of service provided by them, financial aspects of respective services, existing capacity & gaps in various sectors and their perspective & suggestions on improving the quality of services provided by municipality and data on existing on-going projects if any. These interactions also included collection of data pertaining to services offered by ULB. During second visit the detailed demand and gaps were discussed with local body and Nagar Parishad supported in identifying the potential areas of development and potentials in every sector. During third visit final investment plans were discussed with local people.
1.5.2. Interaction with other Stakeholders

Apart from meeting the ULB officials the team has also interacted with other stakeholders including elected representatives and other eminent personalities of the town. Team has also met with revenue departments representative (Patvari), sub-engineer etc.
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1.5.3. Formation of Steering Group

City Level Steering Group is a group of eminent persons who can play a key role in the successful completion of this study. This group is entrusted with the duties of reviewing all the reports and primary consultations for all purposes. The members of the steering group are as given in Exhibit 1-3. The meeting with City Level Steering Group was done to appraise the stakeholders on the gaps and the visioning exercise of the city and for discussion on strategies and action plan to achieve the decided vision.
Exhibit 1-3: Members of Steering Group
S. No. 1 2 3 4 5
Designation / Department Collector, Sehore SDM CMO Adhyaksh Upadhyaksh
Name of the Official met Mr.Dr. Sanjay Goel Mr. Ichhichit Garpale Mr. N.S Raghubanshi Mr. Raghuvir Singh Patel Mr. Santosh Panchavya
1.5.4. Workshops
The objectives and outcomes of various stakeholder workshops are: Kick-off Workshop Inception Workshop
A workshop was organized to familiarize the stakeholders with the purpose, process, and expected outcomes of the CDP, and build enthusiasm, understanding and commitment to the CDP. The kick off workshop helped in deriving a consensus along with the stakeholders firming the process and rd agreeing upon a structured programme to take the CDP forward. It was held on 3 Nov 2011. Presentation was followed by a participative session on discussion & suggestions. Outcomes of this workshop were; familiarization of stakeholders with the purpose, methodology & expected outcomes of the study, improvisation in our understanding of city & its problems, innovative approaches to counter existing problems and building of enthusiasm, understanding and commitment for the successful completion of a comprehensive and ambitious but implementable, City Development Plan. Second Workshop City Vision, Sector Goals, Strategies and Prioritization Second formal meeting addressing all stakeholders happened during second workshop on Dec. 21 , 2011. Presentation was followed by a participative session and questionnaire round, which helped in finalizing the city vision, sector goals, strategies and priority actions for the development of the town. This workshop culminated in the consolidation of strategies, priority actions and projects. Third Workshop Draft CDP Workshop
st
The third workshop was conducted on 27th August, 2012 at Rehti. In this workshop, findings and recommendations to achieve the vision has been presented to the stakeholders. Detailed list of proposed projects with broad cost estimates have been shared along with the sustenance capacity of ULB. This workshop also discussed about the reform process to make ULB more efficient. This workshop culminated in the consolidation of draft CDP and comments to improve sectoral issues have been suggested by stakeholders.
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The detailed proceedings of various stakeholder workshops are provided in Annexure 1. The second workshop also included a questionnaire survey to elicit stakeholders responses on key issues faced by city and extent of their severity. The details pertaining to questionnaire survey, viz. objective, methodology, questionnaire, analysis and findings, are provided in chapter 8 and questionnaire is attached in Annexure 2.
1.6. Report contents

The City Development Plan for Rehti is prepared under following sections: Section 1: Introduction (this section) provides the background to the study and outlines the st nd study progress till date along with proceedings of 1 and 2 Workshops. Section 2: Physical Features of the Town covers location, geography and landform of the town. Section 3: Demographic Profile of the Town provides various demographic indicators of the town like population growth, population projection etc. Section 4: Socio-Economic Profile of the Town provides information on socio-economic indicators of the town like workforce details etc. Section 5:Spatial Planning and Growth Management gives the details about the growth pattern of the town along with information on housing scenario present in the town. Section 6: Citys Infrastructure Existing Status, Gaps, Issues, SWOT, Goals and Strategies covers physical and social infrastructure sectors of the town. Section 7: Municipal Financial Assessment provides the financial status of the town along with financial strategies. Section 8: City Vision, Sector Goals, Strategies, Action Plan, Projects and Prioritization describes the vision of the town. This section also covers the strategies to be made, action to be taken for achieving sector goals. Section 9: City Investment Plan discusses the details of the investments required in a city to execute various projects identified under different sectors and sub sectors. Sector 10: Financial Operating Plan discusses the investment sustainability of Nagar Parishad under four scenarios- base case, PT improvement & sector reforms, debt funding and reforms/ Sector 11: Urban Reforms outlines the reforms that should to be undertaken by ULB. It also discusses about the reform status of mandatory and optional reforms at state and ULB level.
1.7. Limitations and Caveats

Since To the Scale Ward boundary maps are not available with the town, the digitized maps prepared by IMaCS show the tentative ward and town boundaries which are marked by the officials of Rehti Nagar Parishad and Revenue Department. As the scope of CDP was limited to secondary sources, so we have limited to information made available by Nagar Parishad.
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2. Physical features of the Town

2.1. Introduction
Rehti is a small town located in tehsil Budni in the Sehore district in Indian state of Madhya Pradesh. It is located at 22.73N and 77.43E at an average elevation of 303 meters above mean sea level. Prior to the formation of Madhya Pradesh, Rehti was ruled under the nawabs of Bhopal. Due to the nearness of forest area around Rehti, it is endowed with natural resources which are used in the manufacturing of herbal products.
2.2. District information

Rehti is located in Sehore district which lies in the central part of Madhya Pradesh. Sehore is surrounded by seven districts i.e. Bhopal, Raisen, Hoshangabad, Dewas, Shajapur, Raigarh and Harda as visible in Map 1 (attached in Annexure 4). Sehore stands in the foothills of Vidhyanchal range in the middle of Malwa Region. After formation of Madhya Pradesh, the state capital Bhopal was once a part of the Sehore District until it was bifurcated in 1972 and a new district Bhopal was formed. Many Big and small rivers abound the landscape of Sehore District. Narmada, Parwati, Dudhi, Newaj, Kolar, Papnas, Kulans, Seewan, Lotia and other rivers are found passing through the district. The district has 5 tehsils and 5 blocks and block headquarters are located in Ashta, Nasarullahganj, Sehore, Icchawar and Budhni (Refer Exhibit 2-1 for demographic details of blocks in Sehore district). Sehore district forms a part of Malwa plateau with an undulating topography. It is primarily an agricultural district occupying Narmada and Chambal basin valley. Wheat, rice, jowar, and soyabean are the major crops grown in this area.
Exhibit 2-1: District Level Information for Blocks in Sehore
District/ Block Sehore District Sehore Ashta Ichhawar Budhni Nasarullahganj
Area (Sq. km) 6578 1584.25 1454.57 1110.85 1075.11 1353.22
Population (2001) 1078912 355861 300000 132073 124320 166658
Density/ Square km 164 225 204 127 114 121
Source: Environmental Assessment Report on State Roads by Madhya Pradesh Government, 2010
2.3. Location (Linkages and connectivity)

Rehti lies on SH- 22 which is connected to NH12 from Bhopal. It is located at a distance of 72kms from Bhopal and 92 km from Sehore city. Budni Railway station is the nearest railway station which lies on Western Central Rail track between Bhopal and Itarsi junction. Most of the passenger trains on the route stop at Budni including a couple of express trains. Nearest airport is at Bhopal which is at distance of 72 Km from Rehti. Refer Map 2 in Annexure 5 for location and connectivity of Rehti.
2.4. Physiography and landform

2.4.1. Topography
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Sehore stands in the foothills of Vindhyachal Range in the middle of Malwa region. The most of the area is made of undulating plateau surface and is covered with black soils of different grades. Due to this it has got good productive soil.
2.4.2. Drainage
Navej River is the main river passing through the town from south west direction to north-east direction. Other nallahs also pass in the same direction which forms the municipal boundaries of the towns. The Chambal basin valley constituents an area of about 3108 sq.km. which falls in the entire Ashta block. The southern part of the district falls under Narmada Basin and its catchment area. The area along the western boundary of district, along which Parbati River flows, forms a valley. The southern boundary is also bounded by semi hilly area, the Sip River flows in the southern part of the district.
2.4.3. Temperature
There is no meteorological observatory in Sehore district. The nearest meteorological observatory is at Bairagarh where similar conditions prevail. The winter season starts from end of November & ends till last week of February. January is the coldest month in the year. The average normal minimum temperature during the month is about 10.4C. The individual day temperature comes as low as 1 or 2 C. From March onwards, the temperature starts rising and maximum temperature is observed during the month of May. The average normal maximum temperature is 40.7 C. The individual day temperature is as high as 45 or 46 C. The weather becomes pleasant on the arrival of monsoons. In October during the retreating of monsoon the temperature rises slightly during the day time and the nights become pleasant. The average annual normal temperature of Sehore district is 31.4 C. During the southwest monsoon the relative humidity is generally high exceeding about 88% in August. Humidity decreases in the post monsoon season. The driest part of the year is the summer season with the humidity going down to 26% or less. The annual normal relative humidity of the district is 57%.
0 0 0 0
2.4.4. Climate
Climate of Sehore district can be divided into four seasons. The winter season commences from end of November lasts till end of February. The period from March to mid of June is hot season. The south west monsoon season from middle of June to end of September, October and end of November constitute the post monsoon and retreating monsoons. Winds are generally light to moderate in the district with some slight strengthening in force during the monsoon season. The wind velocity in the post monsoon or during the winter season is, in general, low as compared to Pre-monsoon or summer season. The normal average and wind velocity of the district is about 8.3 Km/hr.
2.5. Municipal area and planning area

Rehti Nagar Parishad spreads over an area of 9.28Sq.Km and is divided into 15 wards. The population of the town is 11,616 as per the provisional data of census 2011. The total area consists of developed and undeveloped land. The existing municipal area includes both built-up area and agricultural area, which has been discussed in detail in fifth chapter.
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The master plan for the town has not been prepared. It has been observed that a large component of the existing municipal area is undeveloped, thus it creates space for the spatial development of the town. Refer Map 1 and Map 5 in Annexure 5
2.6. Conclusion
This chapter dealt with the physical features of the town which included topography, natural drainage, climate, and rainfall and wind direction. It also provided information on its location and connectivity. The next chapter discusses the demographic profile of the town.
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3. Demographic Profile of the Town

3.1. Introduction
Demographic characteristics of a region provide an overview of its population size, composition, territorial distribution and changes therein. This section on demographic indicators includes indicators that measure the population size, sex ratio, density and dependency ratio. These indicators for the region will help in identifying areas that need policy and programmed interventions, setting near and far-term goals, and deciding priorities, besides understanding them in an integrated structure. Data in this section has been taken mainly from the Census of India and Rehti Nagar Parishad. The demographic characteristics have been analyzed in terms of decadal growth and spatial distribution of density in the town. As of 2011 (Provisional Data census 2011), Rehti has a population of 11616 out of which males constitute 52% of the population and females 48%. Referring to Census details of 2001, the total work participation rate was 28.4% (2001) which was very low as compared to national rate of 39% and state rate of 42.7%. Currently, the sex ratio of the town is 919, which is far less than national level of sex ratio of 940 and higher than states sex ratio of 930. Literacy rate is 71 % which is high as compared to National Literacy Rate of 64.84% and states literacy rate of 63.74%.
3.2. Population growth

As per the Census of 2011 (Provisional Data), the population of the town is 11606. Exhibit 3-1 provides a snapshot of the population growth over the last few decades. The population growth rate had been very fluctuating in the town. The town has experienced firstly increase in growth rate and then decrease in growth rate.
Exhibit 3-1: Population Growth Trends
Census Year 1991 2001 2011

Source: Rehti Nagar Parishad
Population Total 7,502 9,742 11,616
Decadal Change 7,502 2,240 1,874
Growth Rate (%) 30 19
3.3. Population density

Population density is an indicator which shows the space used by a person in the town. Population density (P.D.) is calculated as population of the city divided by the municipal area of the town. It is herein represented as Number of persons per square km (No. /sq. km).
Exhibit 3-2: Population Density
S. No 1 2 3
Year 1991 2001 2011
Total Population 7,502 9,742 11,616
Area (Sq. Km) 9.28 9.28 9.28
Population density (Persons/ sq. Km) 808 1050 1252
Source: Census of India (*Provisional population as per Census 2011) and Rehti Nagar Parishad
As visible from Exhibit 3-2: Population Density, the population density in 2001 was around 1050 persons/ sq. km, which has increased to 1252 persons/ sq. km in 2011 as the municipal area remains the same which is equivalent to 9.28 sq. km. City Development Plan - Rehti 39
3.4. Population projection

With a precedence of past and current trends of population growth in Rehti, an analysis has been carried out with an objective of estimating population for the next three decades using various methods which includes Arithmetic increase method, Incremental increase method, Geometric progression method and exponential methods. Result of this analysis is presented in Exhibit 3-3.
Exhibit 3-3: Population Projection
Polynomial Year 1991 2001 2011 2021 2031 2041 Population 7,502 9,742 11,616 2nd Order 9,742 11,616 13,124 14,266 15,042 15,452 3rd Order 19,484 34,848 52,496 71,330 90,252 108,164
Arithmetic Increase method Decadal Increment 2,240 1,874 13,673 15,730 17,787 Projected Population
Incremental Increase method Projected Population
Geometric Method
14,610 18,541 23,409
16,098 22,309 30,916
Source: IMaCS Analysis
As Rehti is a small town and has underdeveloped infrastructure facilities and insufficient employment opportunities, the growth is a bit stagnant at the moment. However, with the proposed interventions (suggested in this CDP), it is expected that the population growth will be a bit higher post 2015. Hence, for the purpose of estimating future population, incremental increase method for population projection has been found most appropriate as compared to the other methods. This has been taken considering amongst other interventions; slum up-gradation and employment opportunity, which will restrict people to migrate to larger cities and will result in a relatively higher population growth with improvement in the city infrastructure which improve the quality of life of the population of the town.
3.5. Ward-wise demographic details

The town has been delineated in 15 wards. The details of the ward-wise population have been shown in Exhibit 3-4. Ward number 15, which covers the largest area in the town, has the highest proportion of population. The population densities for all the wards have also been presented in the Exhibit 3-4. It is clearly visible that ward no. 6, 7, 11, 12 and 14 are very densely populated wards as compared to other wards. Map 5 of Annexure 4 shows the location of densely populated wards in the town.
Exhibit 3-4: Demographic Details
Ward No. 1 2 3 4 5 6 7 8 9
Population 2011 530 748 1042 1027 513 533 520 566 1631
Population Density (pph) 5 11 17 19 18 44 25 8 11 40
Ward No. 10 11 12 13 14 15 Total
Population 2011 860 656 597 534 449 1410 11616
Population Density (pph) 18 29 26 7 28 8 2
Source :Census of India (*Provisional population as per Census 2011), Rehti Nagar Parishad and IMaCS
3.6. Issues
As discussed above there are 5 notified slums in the town which inhabit 3391 population of the town, constituting about 29% of the total population of the town. Therefore it is important to propose and develop adequate physical and social infrastructure for current and future needs of the slum population. A higher proportion of females among the illiterates indicate lower attention paid to female education. The population growth rate over the past decade of 2001-2011 has reduced, mainly because of the less employment opportunities in the town and its surroundings.
3.7. Conclusion
This chapter discussed population growth trend and population density of the town. It was followed by the analysis of other demographic indicators and ward-wise populations. The chapter ended with population projections for next 25 years. The next chapter deals with the socio-economic profile of the town.
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4. Socio Economic Profile of the Town

4.1. Introduction
Socio-Economic profile of a region provides an overview of its social indicators and economy. The section on Social Indicators includes Sex Ratio, Literacy Rate and Average Household size. This is supported by the detailed profiling of occupations of population. The economic profile of a town provides an understanding of its economic base and trade & commerce activities. These indicators for the region will help in identifying areas that need policy and programmed interventions, setting near and far-term goals, and deciding priorities.
4.2. Indicators
The social indicators including sex ratio, literacy rate and household size has been presented wardwise in the Exhibit 4-1 below.
Exhibit 4-1: Ward Wise Social Indicators
Ward No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Total
Total Household 136 149 187 203 84 109 86 110 299 157 115 108 96 83 286 2208
Population Total 530 748 1042 1027 513 533 520 566 1631 860 656 597 534 449 1410 11616 Male 281 364 547 538 251 267 270 298 856 449 337 312 291 245 747 6053 Female 249 384 495 489 262 266 250 268 775 411 319 285 243 204 663 5563
HH Size 3.9 5.0 5.6 5.1 6.1 4.9 6.0 5.1 5.5 5.5 5.7 5.5 5.6 5.4 4.9 5.3
Sex Ratio 886 1055 905 909 1044 996 926 899 905 913 947 913 835 833 888 919
Literates Total 442 595 707 684 369 400 398 443 1190 522 459 459 392 330 831 8221 Male 257 307 419 393 194 222 226 251 682 302 248 251 230 200 484 4666 Female 185 288 288 291 175 178 172 192 508 220 211 208 162 130 347 3555
Literacy rate (%) 83 80 68 67 72 75 77 78 73 61 70 77 73 73 59 71
Source: Census of India (*Provisional population as per Census 2011), Rehti Nagar Parishad and IMaCS
4.2.1. Sex Ratio

Madhya Pradeshs sex ratio has increased from 920 in 2001 to 930 in 2011. It is still lower than the national levels. Indias sex ratio was 933 in 2001 and has increased to 940 in 2011. If we look at the sex ratio at district level in last two decades, the encouraging figures are noticeable. The sex ratio has increased from 898 to 908 and then to 918 in 1991, 2001 and 2011 respectively in Sehore District. Sex ratio 919 of the town is lower than national levels of 940 and the state levels of 930. Government of Madhya Pradesh had started some effective schemes and interventions for the welfare of women which is improving the situation in the state. The schemes that focus on sex-ratio sensitivity is Ladli City Development Plan - Rehti 42
Laxmi Scheme, which is handled by Department of Women and Child Development, Madhya Pradesh for betterment of sex ratio, education and health status of girl child Exhibit 4-2 categorizes wards into four categories based on the sex ratio. It can be observed that only two ward number i.e. 2, 5 have more female population than male population. Sex ratio of 5 wards is less than 900 which is less when compared to state average (930) or national average (940). A ward wise sex ratio map is presented in Map 6 (attached in Annexure 4).
Exhibit 4-2: Categorization of Sex Ratio
Sex ratio Less than 900 900-950 950-1000 More than 1000
Number of wards 5 7 1 2
Ward Number 1,8,13,14,15 3,4,7,9,10,11,12 6 2,5
4.2.2. Literacy Rate

The total literate population is 71%. The literacy rate in females is lower than males as visible from Exhibit 4-1. This can be attributed to low importance attached to female education. The initiation of centrally sponsored schemes in Education such as District Primary Education Programme, Sarv Shiksha Abhiyaan and Education Guarantee Scheme at school level had contributed in the increased level of literacy in the state in last two decades; but the most effective scheme had been Padhana Badhana Movement for literacy by Government of Madhya Pradesh which was started in 1996-97. As per 53rd round of National Sample Survey (NSS), it was established that there was nearly 11.8% increase in the rate of literacy of the state from 1991 to 1997, which to some extent was due to Padhana-Badhana Movement. According to provisional Figures of census 2001, the Literacy rate had increased from 44.20% to 64.11% which reflected 19.19% increase in literacy rate within a decade. Other schemes which attributed to increasing literacy rate in last two decades includes up-gradation of Madarsas scheme, Free of cost Distribution scheme of text books, Book Bank Scheme, Free of Cost School Uniform Scheme, etc. It can be seen in Exhibit 4-1 that the literacy rate varies from about 59% to 83% in the 15 wards. Exhibit 4-3 categorizes the wards into three different categories based on the literacy rate. Literacy rate of 1 ward (15) lies below 60% range. Maximum number of wards (3, 4, 5, 6, 9, 10, 11, 13, 14) have literacy rate in 60-75% range. Rest 5 wards have literacy rate above 75%. Overall literacy rate of Rehti is higher as compared to the states literacy rate (70.3%). A ward wise literacy map in presented in Map 7 (attached in Annexure 4).
Exhibit 4-3: Categorization of Literacy Rate
Literacy Rate Below 60% 60-75% Above 75%

Source : IMaCS Analysis
Number of wards 1 9 5
Ward Number 15 3,4,5,6,9,10,11,13,14 1,2,7,8,12
4.2.3. Household Size
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The town has 2192 households in 2011 and the average household size has lowered down from 5.3. Ward number 7 has high household size i.e. 6 due to the presence of slum population in the ward.
4.2.4. Workforce participation

As per Census of India, Workers have been classified as Main workers, Marginal workers and Non workers depending on duration of their work months. Another classification has been on the basis of nature of work performed; Cultivators, Agricultural Laborers, Household Industry Workers and Other Workers. The details of the workforce for 2001(since the numbers for 2011 are not available) have been shown in Exhibit 4-4
Exhibit 4-4: Work force Details
S.No. 1 2 3 1 2 3 1 2 3
Category Total Population Total Workers WPR Main Workers Marginal Workers Non-Workers Cultivators Agricultural Labourers Household Industries Workers Other workers
Total 9742 2763 28.4% 2362 401 6979 792 1276 168
Percentage
24 4 72 14 23 3
3290 60
Source :Census of India, 2001
In 2001, the workforce participation rate of the town was 28.4% which was very low as compared to national rate of 39% and state rate of 42.7%. Other than this, it is very much observable that around 37% of the workers are involved in agricultural pursuits, which includes both cultivators as well as agricultural laborers. Workers engaged in other services also account for a large proportion (60%). Almost 72% of the workers fall under Other Workers category. The type of workers that come under Other Worker category include all government servants, municipal employees, teachers, factory workers, plantation workers, those engaged in trade, commerce, business, transport banking, mining, construction, political or social work, priests, entertainment artists, etc. Agriculture and related activities Agriculture is a strong economic base in this region. Rehti has a Krishi Upaj Mandi (category C) which occupies an area of 5.6 hectares. The produce from region is exported to surrounding areas as well as throughout the state.
4.2.5. Industrial activities

The small and medium forest based enterprise (Rehti SMFE) jointly initiated by Indian Institute of Forest Management, Bhopal and Forest Development Agency, Sehore in Sehore Forest Division with financial support from National Afforestation and Eco Development Board, MOEF, GOI was aimed at conservation of natural resource through improvement in livelihood of collectors. The Rehti Medicinal and Aromatic Plant unit is a small processing centre for herbal products located at Rehti Range of City Development Plan - Rehti 44
Sehore Forest Division. Raw materials are collected by primary cooperative society members from nearby forest areas, which are then, after primary processing, are converted into various type of herbal products at the processing units. The activities identified under Rehti natural resources project include- training and capacity building of self-help groups in resource augmentation, good collection and harvesting practices, processing and value addition, quality packaging and production, market linkages, network and brand building.
4.2.6. Trade and Commerce

About 100 products are manufactured and marketed at Rehti under the brand name of Vindhya Herbals. Some of the products include Chawayanprash, Amla juice, Tulsi Syrup, Keshraj Tel, Manjan etc. Agriculture also has a strong economic base in this region. Rehti has a Krishi Upaj Mandi which covers an area of 5.6 hectares. The produce from region is exported to surrounding areas as well as throughout the state.
4.2.7. Tourism
Rehti is famous for Salkanpur temple which is located at a distance of 4 kms in the east of town.This temple is visited by pilgrims throughout the year. The temple caters to lot of tourists during yearly fairs and festivals. Sehore Railway Station on the Bhopal-Ujjain rail route caters to the pilgrims coming to this temple. The nearest major railhead of Bhopal Junction Railway Station is situated to the east of Sehore. Sehore Bus Station is the nearest bus terminal.
4.3. Issues
Rich natural resource base in the region which has given rise to the manufacturing of herbal products in Rehti has not been explored optimally. The average household size is 5.3. It can also be seen that household size is higher than 5 in wards 3, 4, 9, 10 and 15. These wards are majorly inhabited by slum population in Awas Colony, Langa Mohalla, Footi Bawri Area, Old Hospital Area and Patwa Colony. Work participation rate is 28.4% as per census 2001 which is very low as compared with the state data i.e. 42.7% and national data i.e. 39%.
4.4. Conclusions
This chapter dealt with various aspects of socio-economic profile of the town such as sex ratio, literacy rate, average household size, work participation rate, socio-economic base and trade & commerce. The discussion was then followed by an analysis of critical issues in this area. The next chapter talks about physical planning and growth management in Rehti.
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5. Spatial Planning and Growth Management

5.1. Spatial growth trends
Rehti has recently acquired the status of Nagar Parishad and currently has a population around 11616. It is located on SH 22 which connects Budni (tehsil) and Nasrullahganj, themajor towns in Sehore district. The state highway passes through the city but 85% of the city has developed towards the western side of the highway as shown in Exhibit 5-1 . Agriculture is the major source of income in the town currently; therefore the town is surrounded by large tracts of farmland in its vicinity. The current growth pattern of the town is towards Salkanpur temple which is located in the north also connecting Budni. Salkanpur is a major tourist destination in the region forming a tourist circuit along with Budni rural tourism.
Exhibit 5-1: Google Image of Rehti
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5.2. Spatial distribution of population

There is no development plan for Rehti, therefore the information regarding the distribution of land use as discussed below is based on our understanding of Rehti Nagar Parishad, its employees and interviews with the local residents. The town spreads over 9.28 sq.km.. It is visible from the Map 5 (Annexure 4) that the towns old areas are more densely populated and congested. Ward no. 3, 4, 9, 10, 15 are densely populated as these are slum areas.
Exhibit 5-2: Ward Wise Population Density
Ward No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Total
Ward Population 530 748 1042 1027 513 533 520 566 1631 860 656 597 534 449 1410 11616
Population Density (pph) 5 11 17 19 18 44 25 8 11 18 29 26 7 28 8 2
Source: Census of India, 2011 (Provisional Data) and IMaCS analysis
Map 3 (Annexure 4) shows the municipal level map and a base map with major landmarks of Rehti. The town has 15 wards and delineation of wards has been shown in Map 4 (Annexure 4).
5.2.1. Municipal level mapping

Figure below Map 3 Annexure 4 shows the municipal jurisdictional area limits of Rehti Nagar Parishad, its landmarks, linkages within the town and various facilities of the town. It can be seen that the state highway plays a major role in the city. The State Highway acts as the main artery for connecting to different towns. Land-use analysis Master plan for the town is not yet prepared. The existing land use pattern of Rehti (Exhibit 5-3) shows that 30 percent of the total area of Nagar Parishad is coming under Agricultural use. The developed land consisting of residential, roads and institutional areas is almost equal to remaining 70%. The broad tentative existing land use of the town has been represented in Map 8 (Annexure 4). The broad land use pattern shows that the institutional area consisting of mainly administrative buildings are along arterial road of the town.
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Exhibit 5-3: Land use Pattern
S. No 1 2 3 4 5
Land use category Residential Commercial Transportation Institutional Parks/ Playgrounds Developed Area Agriculture Undeveloped Total
Area (Ha) 324.8 97.44 129.92 64.96 32.48 649.6 278.4 278.4 928
Percentage 50 15 20 10 5 100.0 100 100.0
Overall Percentage 35 10.5 14 7 3.5
30 100.0
Source: Land records and Revenue Department, 2011
5.3. Housing scenario

5.3.1. Present and future Housing demand
The average household size of the town is 5.3, therefore the future demand of houses has been calculated after every ten years as shown below in Exhibit 5-4. It is seen that number of houses are 2192 in year 2011 would reach 3855 by the year 2035.
Exhibit 5-4: Future Housing Demand
2011 Population No. of Houses

2015 12778 2411
2025 16182 3053
2035 20431 3855
11616 2192
5.3.2. Illegal colonies

With increase in land values, the development of unauthorized colonies has been observed in the town. Agricultural cultivators are sub-dividing their agricultural land and selling them for construction of houses. Since there are no permissions from the local body to commence this construction and change the use of the land, the basic facilities and urban services are negligible in these areas leading to degraded condition in these areas. This phenomenon has resulted in the development of slums in few wards of the town. 5 slums namely Awas Colony in ward 3, Langa Mohalla in ward 4, Footi Bawari Area in ward 9, Old hospital area in ward 10 and Patwa colony in ward 15 have been notified.
5.3.3. Future growth possibilities

The town has been expanding along the state highway and is expected to further grow at a much higher rate towards Salkanpur. As the population grows in the town, it is expected that the process of sub-divisions and selling plots would increase due to rising land values, and more residential development would take place in southern part of the old town and northern part of the Mandi. This area is good for habitation but it needs support infrastructure for sustaining good quality of life. The City Development Plan - Rehti 48
broad estimated land use has been shown in Map 9 (Annexure 4), which represents the future growth of the town spatially. The people and officials feel that their expansion has suffered because of no major source of employment other than agriculture. Thus, in the past few years, Rehti has missed on the opportunity for further development and employment generation. Rehti has Salkanpur temple which is a major tourist destination and thereby provides a great opportunity for economic development. The existing herbal manufacturing unit has also not developed to its potential.
5.4. Issues
The population densities in the core area are substantially high and are near to the permissible limits as prescribed in the UDPFI guidelines as compared to other wards. Initiatives should be taken for provision of infrastructure facilities in core wards in order to cater to maximum number of residents. The irregular and unorganized development in the town has increased and has degraded the quality of life. There is a need to prepare a master plan for regulated land development and proper management and development of the town.
5.5. Conclusions
This chapter dealt with the spatial growth trend and past trend on Rehtis expansion in its existing state. The ward maps and land use pattern and housing scenario have also been discussed in detail. The chapter ended with a brief note about the growth possibilities.
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6. Citys Infrastructure Existing Status, Gaps, Issues, SWOT, Goals and Strategies
This chapter deals with the current status of various components of city infrastructure and services provided by the Rehti Nagar Parishad. Various sectors/services have been analyzed in accordance with the methodology mentioned below. Sectors / Services identified for the analysis have been classified into following categories: Water supply Sewerage and Sanitation Solid waste management Drainage Traffic and Transportation Street Lighting and Fire Fighting Urban Poor and their accessibility to basic services Health Education Environment Heritage and Conservation Institutional Framework
6.1. Water supply

Rehti Nagar Parishad is primarily responsible for providing proper water supply in Rehti. Currently water is being supplied in the Rehti Municipal area by tube wells. There are 8 tube wells and 1 open well out of which 4 tube wells have a diameter of 200 mm and the remaining have a diameter of 150 mm. Babar River is the only surface water source in the vicinity of Rehti, situated at a distance of 2.3 kms
6.1.1. Source, Supply, Distribution Systems and Treatment facilities

The total installed capacity of water supply system based on the above sources is 500 KL and taking 20% transmission losses, the average water supplied is only 43 lpcd as compared to 135 lpcd as per the standards prescribed. Given the quantity of water supplied in the town is low; the distribution system and storage facility of water in the city is not adequate. There are no treatment plants; therefore bleaching powder is added to the underground water for disinfection. The pressures in the water distribution lines is also low, thereby creating problems at the consumer end. Source River Babar flows almost adjoining to Rehti and hence it has been adopted as a major source of augmentation of water supply scheme. The river originates from the nearby hills and has an approximate catchment area of 25 sq kms. It is a non-perennial river and therefore a storage structure in the form of annicut near the causeway on Nasurallahganj road approximately at a distance of 5 kms from Rehti has been constructed. Storage Water is pumped to overhead reservoirs having a capacity of 300000 liters at bus stand and OHT having a capacity of 90000 liters at Awas colony. There are five pumps of of 5HP and 7.5HP.
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6.1.2. Water Supply Connections

Exhibit 6-1: Water Supply Connections
Water Supply Connections Domestic Connections Commercial Connections Public Taps Total
Number 500 5 60 565
As per the discussions held with Rehti Nagar Parishad it is seen that there are total 565 water supply connections, out of which 88% are domestic connections and 11% are public taps and 1% are under commercial connections. Refer Exhibit 6-1 and for distribution of water supply connections. It is also observed that there is a flat tariff of Rs. 50 for domestic connections, Rs. 75 for non-domestic connections and Rs. 600 for a new connection. The DCB statement in Exhibit 6- indicates the average current collection performance to be 53 %, whereas overall collection performance including arrears is 26 %...
Exhibit 6-2: DCB Statement for Water Tax Collection
S. No A
Demand/ Collection Demand (Rs in Lakh ) Arrears Current Total Demand
2006-07 -
2007-08 2.50 2.77 5.27 0.70 2.10 2.80 2.47 28 76 53
2008-09 3.10 3.20 6.30 0.89 2.30 3.19 3.11 29 72 51
2009-10 2.20 2.10 4.30 0.44 2.40 2.84 1.46 20 114 66
2010-11 4.40 4.20 8.60 1.20 2.60 3.80 4.80 27 62 44
Collection (Rs in Lakh ) Arrears Current Total Collection
Balance (Rs in Lakh ) Collection Performance - % arrears Collection Performance - % Current
Collection Performance - %
6.1.3. Water Table Analysis

Sehore district forms a part of Malwa plateau with an undulating topography. The geological strata of the district comprise of three different formations namely; vindhayan formation, alluvium and Deccan trap. About 85% of the area in the district is occupied by Deccan trap, 10% by alluviam and the remaining 5% by vindhyan formation in Sehore district. Sehore district has 5 blocks namely Sehore, Budni, Nasurallahganj, Ichhawar and Ashta. As per the ground water booklet on Sehore district by Central Ground water board, a major portion of Budni block falling under south eastern part of district is covered with Vindhayan formations which comprise of sandstone, shale, quartzite and breccia. These formations are generally poor aquifers but when they are subjected to weathering and jointing, they become moderately yielding aquifers. The depth to water level in this formation varies from 4.85m to 9.50m bgl and season water level City Development Plan - Rehti 51
fluctuation ranges from 0.85m to 3.0 m. The yield of wells in this formation varies from 1 to 3 lps. Major portion of alluviam occurs along narmada river falling in Budni block and small linear patches occur along parbati river in the western side of the district. It majorly consists of clay, sand, silt, gravel and pebbles. The yield of wells in this formation varies from 5 to 10 lps. The remaining portion in the district falls under Deccan trap formation which covers 85% of the total area of district. The yield of wells in this formation varies from 1 to 5 lps. The quality of ground water in the district has been assessed by central ground water board by analyzing ground water samples in the district. From the samples it is observed that PH values of all water samples vary between 7.27-8.07 which shows alkaline nature of the water in the district. Ground water in the district is generally low to high saline as electrical conductivity varies from 465 to 2100. Highest EC values (exceeding 1000) have been found in Ashta (2100) and Bhikhileri (1830) villages. Nitrate level in Sehore district varies from 5.6 to 358 mg/l. The concentration of nitrate exceeding 45 mg/l has been found in Ashta (358 mg/l), Bhaya (59 mg/l) and Jattakheda (51 mg/l). The excessive concentration of nitrate levels may be due to localized pollution or excessive use of fertilizers in the district. The hardness of ground water in the district has been found safe except in Ashta (705) which crosses the limit of 600 as per BIS standards. The study also analyzed that the district has no problem with the fluoride since all wells have fluoride less than 1.5 ppm. No arsenic content has been detected in the ground water of the district.
6.1.4. Present and Future Demand and Supply Gaps

Exhibit 6- summarizes the current status and Demand-Supply Gap analysis for Water supply service provided by Rehti Nagar Parishad. It also provides a snapshot of comparative analysis of existing level of service with level of service desired under the Urban Development Plans Formulation & Implementation (UDPFI) guidelines.
Exhibit 6-3: Water Supply: Demand and Supply Gap Analysis
Existing and Desired Level
Service Gap by Year 2015
Service Head
Demand Existing Desired Existing Demand Gap - 2025 Gap - Demand Gap Indicator Level Level (2011) 2015 2015 2025 2035 2035
Source Daily per Augmentati capita on Supply % Treatment Treatment capacity Capacity I.D as % Distribution of Road Network Length
43
135
0.5
1.72
1.22
2.18
0.46
2.76
0.57
100
1.72
1.72
2.18
0.46
2.76
0.57
80
85
11.6
19.01
7.41
24.07
5.06
30.39
6.32
52
Service Head
Demand Existing Desired Existing Demand Gap - 2025 Gap - Demand Gap Indicator Level Level (2011) 2015 2015 2025 2035 2035
Elevated Storage capacity w.r.t. Supply
% ESR Capacity to Water Supplied
78
33%
327
327
444
113
581
141
It is evident from the Exhibit above that Rehti needs a major revamping in Water Supply sector as current level of service, 43 lpcd, fails to full fill the current demand of the town. The huge gap in the water supply area by the year 2015 well underscores the above point. By the end of year 2035, Rehti would require 2.18 MLD of water i.e. an addition of around 0.46 MLD to the capacity in year 2015. Rehti also falls behind in meeting the standards of UDPFI guidelines in the area of storage capacity w.r.t. supply. The town also requires a treatment plant to treat the raw water.
6.1.5. SWOT analysis Strengths

Nearness to Babar River which is at a distance of 2.5 kms from Rehti.
Opportunities
Metered connections could be a major source of revenue to the municipality Improvement in the level of service by augmenting daily supply of water and storage capacity. Installation of treatment plants to improve the quality of drinking water. Wastage of water in terms of supply and transmission could result in economic loss to the municipality. Dependence on Tube-wells for water supply leads to exploitation of underground water. Unwillingness charges. of users to pay water
Weaknesses
Poor maintenance infrastructure of water supply
Threats
20% of water is getting wasted on supply and transmission Lack of proper water treatment facilities Lack of continuous(24X7) supplyUnmetered water connections
6.1.6. Issues
Lack of water treatment plant in the town. Unmetered water connections in Rehti
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Rehti has 15 wards with a population of 11616 in 2011, and as per the guidelines 135 lpcd of water is required but in Rehti only 43 lpcd is available, thus creating a huge gap between the demand and supply of potable water in the town. The water augmentation scheme implemented is not satisfactory as the water demands of the people are not catered adequately.
6.2. Sewerage
As envisaged in the 12 schedule of 74 Amendment to the Constitution of India, responsibility of providing services pertaining to sewerage and sanitation within the city limits lie with ULBs.
th th
6.2.1. Existing sewerage system

There is no sewerage system existing in Rehti.. Hence the sewage flows along with the storm water into the nallahs and get accumulated in the low lying areas creating unhygienic living conditions for the local residents. As per the standards, approximately 80% of the water supplied to the town comes out as sewage which is almost 0.4Million Litres.

Exhibit 6-4: Sewerage: Demand and Supply Gap Analysis
Existing and Desired Level Service Head
Service Gap by Service Gap by Year 2025 Year 2035
Indicator
Existing Desired Existing Demand Gap - Demand Gap - Demand Gap Level Level (2011) - 2015 2015 2025 2025 2035 2035
% Population Population Coverage covered by UGD % Sewer UGD to Road Network Length % Treatment Treatment Capacity Capacity
0%
100
12,778
12,778
16,182
3,405
20,431
4,249
0%
90
20.12
20.12
25.49
5.36
32.18
6.69
0%
100
1.38
1.38
1.75
0.37
2.21
0.46
The above Exhibit 6- summarizes the current status and Demand-Supply Gap analysis for Sewerage & Sanitation provided by Rehti Municipality. The Exhibit also provides a snapshot of comparative analysis of existing level of service with level of service desired under the Urban Development Plans Formulation & Implementation (UDPFI) guidelines.

Increased awareness among the stakeholders for the improvement of sanitation facilities.
Opportunities
Provision of better services to slum and by improving the sanitation facilities of the city. Tertiary treatment of the sewage water and re-using for the municipal purposes can be explored. 54
Weaknesses
Lack of maintenance and absence of timely cleaning of free public conveniences renders them unusable for significant amount of time.
Threats
Improper usage of public conveniences would leave these facilities unusable and would require more maintenance. Overflow of untreated sewage from households are mixing with storm water drainage system resulting pollution.
6.2.4. Issues
There is no sewerage network in the town. Sewage flows along with the storm water into the nallahs and hence causes choking of nallahs and drains and ultimately polluting them. As per the prescribed standards, there should be 100% population coverage with sewerage network, but as per the existing situation there is no sewerage network in the town. Untreated sewage flowing through the nallahs lead to unhygienic conditions in the town.
6.3. Sanitation
Like sewerage, in the 12th schedule of 74th Amendment to the Constitution of India the responsibility of providing services pertaining to sanitation within the city limits lie with the ULBs.
6.3.1. Community toilets

After the discussions held at Rehti Nagar Parishad, it is observed that there is 1 public convenience in Rehti with 15 seats on pay and use basis. According to city sanitation survey conducted by MPUADD, there are 1337 individual toilets, 1285 septic tanks and only 1 community septic tank in Rehti. It is also noticed that about 14% of the total population uses open defecation due to poor sanitation facilities in the town. Sanitation No. of Individual toilets No. of Septic tanks Community Septic Tanks % age of Open defecation in the town
Source: City Sanitation Survey, MPUADD
Number 1337 1285 1 14%
Rehti Nagar Parishad has developed many Public Toilets/Conveniences which are located at various key locations in the city. The primary purpose of these Public Toilets is to serve the Floating Population. However, these Public Toilets are also used by members of those households which lack an in-house Sanitation facility. But a significant portion of the households which lack an in-house sanitation facility also resorts to open defecation.

Public toilets are also inadequate at an existing persons per seat , against 60 people as standard. The exhibit also provides a snapshot of comparative analysis of existing level of service with level of City Development Plan - Rehti 55
service desired under the Urban Development Plans Formulation & Implementation (UDPFI) guidelines. By year 2035 public convenience having 57 seats would be required as shown in the Exhibit 6- below.
Exhibit 6-5: Sanitation: Demand and Supply Gap Analysis
Existing/ desired level Service head Curre nt level
Service Levels, Demand and Gaps By Year 2015 Existin g (2011) Deman d Ga p By Year 2025 Deman d Ga p By Year 2035 Deman d Ga p
Indicator
Desire d level
Public Convenienc es
Slum Population per Seat of Pub. Convenien ce
226
60
15
57
42
57
57
6.3.3. SWOT Analysis Strengths

There is awareness amongst people regarding requirement of sanitation facilities.
Opportunities
Provision of better services to slum population by improving the sanitation facilities of the city would improve the overall health and the environment.
Weaknesses
Slum Population per Seat of Public Convenience is around 226 against the UDPFI norm value of 60. Lack of maintenance and absence of timely cleaning of free public conveniences renders them unusable for significant amount of time.
Threats
Improper usage of public conveniences would leave these facilities unusable and would require more maintenance. Overflow from septic tanks and from the houses are mixing with storm water drainage system resulting into surface water pollution.
6.3.4. Issues
Non-availability of municipal water supply in the vicinity has also affected the use of individual toilets. The city does not have sufficient facilities of sanitation at the public places. There is need to provide sanitation facilities at the market places Public level sanitation facilities for women are grossly lacking in the city.
6.4. Solid Waste Management

As per the information available there are approximately 1710 residences, 500 commercial establishments, 450 trade & commerce, 1 hospital and 15 public/ semi-public settlements, 200 government establishments in the city. Solid waste generated from these settlements is collected daily and disposed of at demarcated vacant space in every ward. Garbage from here is collected in vehicles and transferred to the compost point which is at a distance of 3 km from the city. Area under City Development Plan - Rehti 56
the compost trench is approximately 5 acres. Rehti Nagar Parishad constitutes a committee for cleanliness of the town under the councilors. As per the data available, it is seen that 3 metric tonnes of waste is generated and collected per day. About 1.5 tons of waste is generated from commercial markets and the remaining 1.5 tons is generated from residential premises. There are 15 dustbins each having a capacity of 0.5 tonne. 2 tractor trolleys having a capacity of 0.5 tonne are used by the ULB for collecting and disposing garbage. They make 4 trips per day covering a distance of 3 km (one side) in each trip. 15 pushcarts are also used for collection of garbage at source.

Exhibit 6-6: Solid Waste Management: Demand and Supply Gap Analysis
Existing and Service Gap by Year Desired Level 2015 Service Head
Indicato Existing Desired Existing Demand Gap - Demand Gap - Demand Gap r Level Level (2011) - 2015 2015 2025 2025 2035 2035
In Waste grams/ Generated person Push Carts/ Primary Collection Trolleys Commu nity Bins Secondary Tractors Collection Disposal Landfill Site
213
250
3.05
3.89
4.92
15 15 0
15 15 0
16 6 3
18 8
2 0 1
22 10 3
4 0 1
0.22
0.86
1.68
The above Exhibit 6- shows that the quantity of waste generated per capita is within the prescribed limits. As per the standards waste generated per capita should be up to 250 grams whereas the quantity of waste generated per capita in Rehti is 213 grams. But it is also seen that in the coming years as the town would develop, the amount of waste generation would increase and exceed the prescribed standards. As per the above table garbage generated per capita would be 3.89 tons by 2025, hence it is necessary to fulfill the gaps which would be created in future. It is also seen that as per the standards, there should be adequate number of wheel barrows/ handcarts for collecting waste from 100% of the households. But from the table above it is clear that the demand of these handcarts would also increase and there would be a gap of 1 hand cart by 2015 which would raise to 2 handcarts by 2025 and 4 handcarts by 2035. It is also observed that a gap of 3 tractor trolleys used for transferring garbage to compost site will be created by the year 2015. The Exhibit above also gives an idea regarding the standards prescribed by UDPFI guidelines and CPHEEO guidelines

Sufficient waste collection capacity Potential for income generation through processing solid waste
Opportunities
Existing infrastructure can be utilized in an effective manner. Private participation could be explored for 57
revenue generation and best usage of waste.
Weaknesses
Lack of primary collection Un hygienic waste disposal system Several places of the city are not provided collection bins leaving no options with residents to dispose domestic waste but throw it in open.
Threats
Failure of maintenance of extra capacity can result in loss of capacity Negligence from citizens can prove all efforts of municipality futile Drains and nallahs are getting polluted by disposal of waste Health hazards for the people due to insufficient collection and open incineration.
6.4.3. Issues
Less number of garbage collection points and less number of dustbins. Garbage generated would be 3.05 tons by 2025; hence it is necessary to fulfil the gaps which would be created in future. A gap of 1 tractor trolleys used for transferring garbage to compost site will be created by the year 2015. There are 15 dustbins in Rehti for garbage collection; the gap is expected to rise by the years 2025 and 2035.
6.5. Drainage
6.5.1. Existing drainage system
The total length of drains in Rehti is only 19 km. The town has open drains out which 12.5 km are Pucca drains and 6.5 km are Katcha drains. There are no closed drains in the town. There is a need to plan a proper storm water drainage system for the entire city. Talia (low lying area) in ward 7 has been filled with mud to stop flooding of the surrounding areas.

Exhibit 6-7: Drainage: Demand and Supply Gap Analysis
Existing and Service Gap by Year Desired Level 2015 Service Head Indicator Existing Desired Existing Demand Gap Level Level (2011) - 2015 2015
Gap Gap Demand Demand 2025 2035 2025 2035
Road Length Covered with Drains Network % of Type Kutcha Open
131
130
19
29.07
10.07
36.81
7.75
46.48
9.67
34
6.50
(6.50)
58
Existing and Service Gap by Year Desired Level 2015 Service Head Indicator Existing Desired Existing Demand Gap Level Level (2011) - 2015 2015
Gap Gap Demand Demand 2025 2035 2025 2035 12.51 2.56 15.34 3.19
% of Pucca open % of Pucca closed Kutcha open to Pucca open Kutcha Up Open to gradation Pucca Closed Pucca Open to Pucca Closed Pucca Open Drains New Formation Pucca Closed Drains
66
33
12.50
9.59
(2.91)
67
19.48
19.48
24.67
5.19
31.14
6.48
6.50
2.91
2.56
3.19
The above Exhibit 6- summarizes the current status and Demand-Supply Gap analysis for Drainage network provided by Rehti Nagar Parishad. It also provides a snapshot of comparative analysis of existing level of service with level of service desired under the Urban Development Plans Formulation & Implementation (UDPFI) guidelines.

Presence drainage system in some parts of the town.
Opportunities
Development of an integrated drainage network to support the increasing population of the city Strengthening of existing drains to avoid floods Encroachments and improper maintenance of existing drains resulting floods every year Mix of sewage and solid waste resulting in polluting the environment
Weaknesses
Encroachments of natural drains Mix of sewage and solid waste in the drains Low capacity of existing drains. Lack of maintenance leading to clogging of natural drains
Threats
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6.5.4. Issues
The existing drainage system needs a major revamping, as it is badly dilapidated and encroached at many places. Efforts should be made to develop a new drainage system. All the existing drains should be properly cleaned at regular intervals to avoid flooding during monsoons. Efforts should be made to stop encroachment of the existing drains. Awareness programs to be conducted for local citizens to prevent garbage dumping in open drains.
6.6. Traffic and transportation

6.6.1. Existing traffic & transportation scenario
Total length of roads in the city is approximately 14.5km, out of which 8.5 km is concrete road; 1 km water bound macadam, 2km earthen roads and the remaining 3 km under others. The roads in general are narrow and lack in maintenance. According to the visual survey, it is observed that the pavement conditions are not satisfactory. There are potholes on almost all the roads and pavements which require immediate attention. The road width is also found to be very less due to encroachment on the roads. Presently, the domestic waste water and rainfall runoff flows over the road and in the absence of any proper slope and drainage the water accumulates over the pavement which effects the pavement very badly. Refer Map 6 in Annexure 5. Total number of estimated vehicles is approximately 742. (Total number of vehicles in the urban areas in Sehore district is 2, 48,371 as per RTO, Sehore)

Exhibit 6-8: Traffic & Transportation: Demand and Supply Gap Analysis
Service Gap by Year Service Gap by Year Service Gap by Year 2025 2015 2035 Existin Existing Desired Deman Gap Gap Gap g Level Level d - 2015 2015 Demand - 2025 2025 Demand - 2035 2035 (2011) 59 30 8.50 6.71 8.50 1.79 10.73 2.23 Existing and Desired Level
Service Head
Indicator
Concrete (%)
Road Type Black Top (%)
70
15.65
15.65
19.82
4.17
25.03
5.20
WBM (%) Cut Stone/ Earthen/Others (%)
1.00
34
5.00
BT to concrete Improveme nts
WBM to BT Earthen to BT
1 5
60
Service Head
Indicator Concrete
Service Gap by Year Service Gap by Year Service Gap by Year 2025 2015 2035 Existin Existing Desired Deman Gap Gap Gap g Level Level d - 2015 2015 Demand - 2025 2025 Demand - 2035 2035 (2011) 1.19 1.49 9.65 4.77 5.95
New Formation
Black Top
Exhibit 6- summarizes the current status and Demand-Supply Gap analysis for Traffic and Transportation provided by Rehti Nagar Parishad. Exhibit 6- also provides a snapshot of comparative analysis of existing level of service with level of service desired under the Urban Development Plans Formulation & Implementation (UDPFI) guidelines.

Well-connected as the State Highway passes through the city. Lies close to the tourist circuit route of Budni- Bhimbetka.
Opportunities
Development of alternate routes to explore tourism opportunities in the town. Development of Parking lots in Salkanpur temple, can become an important source of revenue for the Nagar Parishad
Weaknesses
Huge gap in the existing level of service. Excessive movement of heavy vehicles on the main artery of the city Several incidences of encroachments have reduced the effective width of city roads Lack of pathways and bicycle tracks Lack of organized parking lots at Salkanpur temple.
Threats
Unregulated growth of encroachments
6.6.4. Issues
No rail connectivity Lack of parking spaces at Salkanpur temple and market areas lead to reduction of road width Excessive encroachments on road also reduce the effective road width. Traffic congestion in the market areas. Lot of roads within the city are unpaved and hence are not suitable for vehicular movement
6.7. Street lighting and Fire fighting

6.7.1. Existing situation of Street lights
As per the information received, there are total 305 street lights. Out of which 5 are high mast lamps, 250 mercury vapour lamps and 50 sodium vapour lamps. Rehti also has a facility of Firefighting service which is also used to serve the surrounding areas. Though there is not a separate fire station, the fire vehicle is parked in the police station, Rehti.

Exhibit 6-9: Street Lights: Demand and Supply Gap Analysis
Service Head Additional street light poles Tube Light
Indicator Average Street Light Spacing Tube Lights (%) High Power Lamps (%) Tube Lights High Power Underground Cabling (Replacement and new)
Existing and Service Gap by Year Service Gap by Service Gap by Desired Level 2015 Year 2025 Year 2035 Existing Desired Existing Demand Gap - Demand Gap - Demand Gap Level Level (2011) - 2015 2015 - 2025 2025 - 2035 2035 48 0 98 30 75 25 305 300 745 559 186 440 559 559 944 708 236 149 80 149 1192 894 298 186 179 186
New Installation
13.20
2.40
5.37
Exhibit 6-9 summarizes the current status and Demand-Supply Gap analysis for street lights provided by Rehti Nagar Parishad. It also provides a snapshot of comparative analysis of existing level of service with level of service desired under the Urban Development Plans Formulation & Implementation (UDPFI) guidelines.

Existing base can be utilized to provide a uniform coverage throughout the city.
Opportunities
Halogen lamps and tube lights can be replaced by CFL to reduce the electricity consumption
Weaknesses
Current level of service is 48 meters which is not adequate as compared to the UDPFI guidelines.
Threats
Lack of maintenance can degrade the existing infrastructure Illegal connections would percentage of power bills. result high
6.7.4. Issues
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As the responsibility of laying lampposts and their electrification lies with M.P. State Electricity Board, there arises an institutional gap between the planning and implementation of installation of new street lights. Power saving street lights should be encouraged.
6.8. Urban poor and their accessibility to basic Services

Rehti has 5 slum notified areas which have been covered under Integrated Housing and Slum Development Program. The selected slums include Awas colony, Langa Mohalla, FootiBawari area, Old Hospital area and Patwa colony. Refer Exhibit 6-1 and Map 8 in Annexure 5
Exhibit 6-10: List of Notified Slum Colonies
Name of the Ward (Ward No) 3 4 9 10 15
Name of the Slum Awas Colony Langa Mohalla FootiBawari Area Old Hospital Area Patwa Colony Total
Total ward Population 931 912 829 628 913 4213
Slum Population (Beneficiaries) 620 610 189 265 615 2299
Total Area of Slum Pocket (sq. Km.) 1.33 0.75 0.78 0.65 1.50 5.01
Source: Project Report on Integrated Housing and Slum Development Program for Rehti Nagar Parishad
As per the project implementation strategies, it has been proposed that the population belonging to slums will be resettled in two rooms with tap water facilities, attached toilet and bath; electrification etc. Kutcha houses have been identified and are being relocated near Patwa colony. The allotment of houses will be done on lease basis of 30 years. For the families, migrated and accumulated after the period, their genuinity should be verified by valid ration card and voter card. The intenders for allotment of housing unit will be done only to those families who have been residing in the settlement before the specified cut of date.
6.8.1. SWOT analysis

In the slums, the level of service for various services is similar to that in the rest of the city. SWOT analysis of services in the slums would be similar to the individual SWOT analysis carried out under the sections various sections of Chapter 6.
6.8.2. Issues
The existing infrastructure of the slum area is very poor There is lack of awareness about the slum development schemes and programs announced by the state and central government. The slums in Rehti are located in the wards abutting the state highway.
6.9. Social infrastructure

6.9.1. Overall Health facilities in the town
There is one primary health centre with 16 beds and a separate Prasuti greh with 14 beds in the town which caters to the needs of the people. There are private clinics also for providing health services in the town. Refer Exhibit 6- and Map 7 in Annexure 5
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Exhibit 6-11: Health Infrastructure: Demand and Supply Gap Analysis
Existing and Desired Level Service Head Governmen t Hospital Nursing Home Dispensary Existing Level 30 0 0
Service Gap by Year Service Gap by Year 2025 2035 Gap 2025 2 Demand 2035 2.69 14 1 Gap 2035 3 -
Desired Existing Demand Level (2011) - 2015 50 3 1 1 2.74 9 1
Gap Demand 2015 2025 9 2.66 11 1
6.9.2. Overall Educational facilities in the town

The town has a total of 34 educational institutions; out of which 13 are government institutions and remaining 21 are private institutes. Out of the government institutions there are 6 primary schools, 3 middle schools and 3 higher secondary schools each and 1 Government College. Refer Exhibit 6-1 and Map 7 in Annexure 5
Exhibit 6-12: Educational Facilities: Demand and Supply Gap Analysis
Existing and Service Gap by Year 2015 Desired Level Service Head Primary Middle H. Sec College
Service Gap by Year Service Gap by Year 2025 2035 Demand 2025 6 Gap - Demand 2025 2035 1 8 - Gap 2035 2 -
Existing (2011) 6 3 3 1
Desired Demand - Gap Level 2015 2015 2500 5000 7500 100000 5 0 -
6.9.3. Issues
The town lacks adequate health infrastructure, there is only 1 community health centre in Rehti, and so people have to rush to Bhopal for medical treatments during emergencies.
6.9.4. Recreational
In addition to Education and Health infrastructure, there are not many socio-cultural facilities which form an indispensable part of Social Infrastructure of a city. Some of the socio-cultural facilities in Rehti are community hall, dusshera ground.
6.9.5. SWOT Analysis
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Strengths
Initiatives towards developing socio-cultural facilities
Opportunities
Development of new facilities supported by an up-gradation/improvement of existing facilities will help in an overall development of the region. Lack of funds can derail the much needed up-gradation and addition of capacity to the existing fleet. Lack of maintenance can degrade the existing infrastructure.
Weaknesses
There are no playgrounds in the town for children
Threats
Lack of vacant land for development of recreational spaces
6.9.6. Issues
Lack of sufficient parks or green spaces Lack of sports facilities like auditoriums, grounds etc
6.10. Local Economy

Rehtis economy largely depends on agriculture and manufacturing of herbal products. The land is quite fertile here and farmers have plenty of water available throughout the year in form of river Babar and adequate monsoons .Krishi Upajmandi in Rehti supports the crop yield and imports the produce to the nearby and surrounding regions including the state of Madhya Pradesh and Maharashtra. The town is also surrounded by forest area from where raw material is collected for manufacturing herbal products in Rehti and its surrounding areas. Rehti is very close to Salkanpur temple which attracts lot of tourists throughout the year. Hence tourism is also one of the potential sources of income in the town, though it is not exploited completely, it can be explored to increase the revenue generation of the town.
6.10.1.

Issues
Failure to tap opportunities to rejuvenate the local economy Underdeveloped markets Immature industrial base Underdeveloped facilities for Pilgrims
6.11. Heritage and Conservation

6.11.1. Tourism potential of the town
Rehti is famous for Salkanpur temple which is located at a distance of 4 kms in the east of town. This temple is visited by pilgrims throughout the year. The temple caters to lot of tourists during yearly fairs and festivals. The temple is located near Rehti, about 70 km from Bhopal, in Madhya Pradesh. The temple is situated on an 800-ft high hillock. It has more than 1000 stairs and road connectivity is also available to reach the top at temple. About four and half kilometre Cement Concrete Road facilitates the pilgrims to drive up to the top. Due to the proximity of Rehti to Budnighat which is already a part of tourist circuit, Salkanpur temple can also be included in the tourist circuit.
6.11.2.
SWOT analysis
65
Strengths
Presence of famous Salkanpur temple Lies close to the tourist circuit route of Budni- Bhimbetka. If Rehti is promoted as a tourist destination, it would boost the economy of the town.
Opportunities
Could be a major tourist hub, if included in the tourist circuit due to the presence of Salkanpur temple. Employment generation in the town would be boosted, once Salkanpur tourism is promoted. Development of Salkanpur temple, can become an important source of revenue for the Nagar Parishad Insufficient measures to conserve the temple, may lead to eventual degradation of the area. The area may lose focus as the immediate needs of the citizens are related to the basic infrastructure facilities.
Weaknesses
Huge gap in the existing level of service. Lack of organized parking lots at Salkanpur temple, create problems for the visitors No accommodation facilities available in the town for tourists
Threats
6.11.3.

Issues
Lack of parking lots in Salkanpur temple No accommodation facilities, which cause a major problem for tourists during festivals Tourism potential of Rehti is not explored optimally.
6.12. Existing Institutional framework for Development

Urban management in India is facing new challenges in the form of large concentrations of population in urban areas, opening of the economy and the resultant demand for quality services, growing number of urban poor, inadequate financial resources and complexities of urban situations. As a result, urban management has not remained an exclusive responsibility of the ULBs. There are other organizations that are responsible for urban management like urban development authorities, special purpose boards and corporations, and the State Government department controlling the affairs of urban development. As a result of these agencies and the definite roles assigned to them in overall urban management, the ULB is required to closely work with and share the responsibility of urban management with them. But Rehti being a very small town is majorly looked after by Rehti Nagar Parishad. This section provides an introduction to the urban local body, which play a key role in the urban governance by providing various urban services to the citizens and their coordination issues which hinders the efficient service delivery to the end user. The agencies involved in urban management and development in Madhya Pradesh and in Rehti are Rehti Nagar Parishad Urban Administration and Development Department (UADD); Town and Country Planning Department (TCPD);
66
Madhya Pradesh Housing Board (MPHB); Department of School Education and Department of Higher Education; Department of Public Health and Family Welfare(PHFW); Ministry of Railways, GoI; Madhya Pradesh State Electricity Board (MPSEB); Madhya Pradesh Pollution Control Board (MPPCB)
6.12.1.
Rehti Nagar Parishad
Rehti Nagar Parishad is the main governing body which operates within the Nagar Parishad limits of the town. The Nagar Parishad is responsible for the provision of basic infrastructure services to the citizens. This includes development and operation & maintenance of infrastructure like Water Supply, Solid Waste Management, Transportation, etc. Most of the Nagar Parishads responsibilities and duties are governed by MP Municipalities Act. Apart from the provision of basic services, under its purview, to the citizens, Nagar Parishad also coordinates with other departments such as UADD, TCPD, MPHB, Dept of School Education, Dept of Health Education, Railways, MPSEB, MPPCB, etc. Nagar Parishads responsibilities include coordination with other departments in formulating their plans for Nagar Parishad area and assist them in the implementation of their plans and schemes. The Nagar Parishad is headed by a Chief Municipal Officer, who is appointed by UADD and is entrusted with the responsibility of all municipal affairs. The Nagar Parishad also has an elected council headed by President. Rehti Nagar Parishad has a total of 50 employees, out of which 30 employees are on regular basis and the remaining 20 are on daily wages.
6.12.2.
Town and Country Planning Department
The activities of Town and Country Planning Department (TCPD) are guided by the provisions of the Madhya Pradesh Nagar TathaNiveshNiyam, 1973 (the Rules). The Rules provide for the appointment of a Director to head this department. There are other officers like Additional Director, Joint Director, Deputy Director and Assistant Director of TCPD to assist him. The State Government, as per provisions of the Rules declares a region including major urban areas and its surrounding settlements as a planning area, and orders the preparation of a development plan for the region. The Director of the TCPD, with the assistance of the administrative setup provided to him, carries out the following activities: Survey of the entire region; Preparation of existing land-use map; and Preparation of a regional development plan.
6.12.3.
Development Authority
The Urban Administration and Development Department (UADD) of the Government of Madhya Pradesh is an administrative department that controls the organizations related to urban development, including municipal corporations, councils and Nagar Parishads. This department is also responsible for implementing the schemes related to urban poverty alleviation. The UADD is responsible for implementation of the following Acts in the state: Madhya Pradesh Municipal Corporation Act, 1956; Madhya Pradesh Municipal Council Act, 1961; Cruelty to Animals Act, 1971 (provisions applicable to urban areas); Vidisha (Bhelsa) Ramlila Act, 1956; 67
Simhastha Mela Act; Slaughter of Animals Act (provisions applicable to urban areas); Madhya Pradesh Slum Area (Development and Irradiation) Act, 1976; and Madhya Pradesh Cycle Rickshaw (Regulation of License) Act, 1984.
The UADD is also responsible for implementation of various public welfare schemes sponsored by the Central and State Governments. Some such schemes include Conversion of Dry Latrine Program, SwarnaJayanti Urban Employment Scheme, National Slum Development Program, Social Security Group Insurance Scheme, Janashri Insurance Scheme etc. These schemes are implemented through the District Urban Development Agency. Being the parent organization of ULBs, UADD monitors the functioning of all ULBs in the state.
6.12.4.
Department of Public Health and Family Welfare
The primary responsibility of providing health care lies with Department of Public Health and Family Welfare. This department sets up government health institutions and coordinates with private players in setting up private hospitals.
6.12.5.
Madhya Pradesh Housing Board
Madhya Pradesh Housing Board (MPHB) falls under the administrative and functional control of the Housing and Environment Department of GoMP. The operations of the Board are governed by the provisions of the Madhya Pradesh Housing Board Act, 1972, and rules formulated therein, amended from time to time. The key functions of MPHB, as per its governing Act and rules include: To acquire land from the Government, private parties and/or other departments for construction of properties; To design, plan, construct, supervise and sell residential flats and commercial complexes; To undertake deposit works for Government departments like Education; Welfare, Tribal Welfare Departments, etc. for construction of schools, hostels, etc.; and To undertake repair and reconstruction work of old structures.
6.12.6.
Madhya Pradesh Pollution Control Board
Implementation, supervision and monitoring activities pertaining to Central Pollution Control Acts and Rules vests with the Central Pollution Control Board (CPCB), Government of India, and the respective State Pollution Control Boards formed/constituted under its rules. Madhya Pradesh State Pollution Control Board (MPPCB) headquartered in the state capital, Bhopal, carries out its operations through seven regional offices, each located at the divisional headquarters. The main function of the regional offices is to monitor the implementation of provisions of various Acts governing pollution control and prevention and the Rules framed under such Acts. The pollution prevention and control Acts include: The Water (Prevention and Control of Pollution) Act 1974; The Water (Prevention and Control of Pollution) Cess Act 1977; The Air (Prevention and Control of Pollution) Act 1981; The Environment (Protection) Act, 1986; and The Public Liability Insurance Act 1991.
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MPPCB is also responsible for implementation of the Municipal Solid Waste (Management and Handling) Rules, 2000 of CPCB, which spell out responsibilities of the state pollution control boards and the urban local bodies. MPPCB is the monitoring authority with respect to ground water, ambient air, and compost quality in urban areas. The Board is also required to monitor processing and disposal facilities for municipal waste, with the approval of the State Urban Development Department, Town and Country Planning Department, and Ground Water Board. According to the Rules, the ULB is responsible for implementation of the provisions and infrastructure development for collection, storage, segregation, transport and processing of solid waste in the town. The major areas of concern of MPPCB with regards to ULB functions are: Management of solid and liquid waste disposal; Waste water management; Improvement of roads and plantation of trees; Traffic management to control vehicular pollution; and Proper planning of the city
6.12.7.
Issues
Though roles of different organizations in the provisioning of urban services are clearly defined, plans formulated by different organizations suffer because of lack of coordination among various organizations. In case of street lighting, responsibility of installation of electricity poles and their electrification lies with MPSEB. Any failure in the coordination between Nagar Parishad and MPSEB results in poor urban governance. MPPCB should be regularly contacted to keep a check on urban environment and curb pollution. Nagar Parishad should maintain a healthy interaction for effective and comprehensive city planning. The Departments of Health and Education should be provided with necessary assistance in the implementation of their plans and day-to-day activities. MP Housing Board should consult Nagar Parishad at the planning stage to avoid any issues later at the time of transfer of housing stocks to Nagar Parishad. Nagar Parishad should consult MP Housing Board during the preparation of DPRs for various urban services. Meetings at regular intervals should be organized between various governing organizations for effective urban governance.
6.13. Conclusions
This chapter dealt with the current status of various components of city infrastructure and services provided by the Rehti Nagar Parishad. Sectors/Services which were analyzed in the areas of existing status, demand-supply gap, critical issues and SWOT are Physical Infrastructure (Water Supply, Sewerage & Sanitation, Solid Waste Management, Drainage, Traffic & Transportation and Street Lighting, Fire Fighting & Power), Social Infrastructure (Health, Education, Other Social Infrastructure recreational), Economic Development, Environment and Tourism (Urban Environment, Heritage and Tourism), Urban Poor and Accessibility to Basic Services, Urban Governance and Institutional Framework. The next chapter deals with the analysis of municipal finance.
69
MUNICIPAL FINANCIAL ASSESSMENT

The financial analysis for Rehti Nagar Parishad has been carried out to understand their current status. The finances of the town have been reviewed for a period of five years, commencing from the financial year 2006-07 to 2010-11. For the year 2006-07, 2007-08, 2008-09 actual estimates, for 2009-10 revised estimates and for 2010-11 proposed estimates have been considered. The detailed financial analysis of the Rehti Nagar Parishad is discussed below.
7.1. Financial Status at a Glance

It is seen that revenue expenditure in the year 2006-07 is higher than the income, whereas in years 2007-08, 2008-09, 2009-10 and 2010-11 the revenue income has always been more as compared to the revenue expenditure. Refer for revenue accounts of Rehti Nagar Parishad The Revenue account comprises of revenue income and revenue expenditure. The revenue income of Rehti Nagar Parishad has grown in the last four years from Rs. 66.2 Lakh in FY 2006-07 to Rs. 176.7 Lakh in FY 2010-11. Refer Exhibit 7- for financial status of Rehti Nagar Parishad. It can also be seen that revenue expenditure of Rehti Nagar Parishad has increased from Rs. 80.1 Lakh in 2006-07 to Rs. 110.2 Lakh in 2010-11 Capital income of Rehti Nagar Parishad comprises of own sources and from Grants and contributions. Over the last few years, Rehti has received many grants for special projects and grant under Twelfth Finance Commission (T.F.C.), Road development grant and Basic services. In the estimated Budget for 2010-11 Rs 66.1 lakh is coming from various grants. The capital income has grown upto 98 lakh for FY 2010-11 and capital expenditure has grown upto 147 lakh in FY 2010-11. Refer Exhibit 7-2 for Capital Accounts of Rehti Nagar Parishad.
Exhibit 7-1: Financial Status at a Glance
Items
2006-07
Income Expenditure Surplus/ Deficit Receipts Payments Surplus/ Deficit Overall Status incl. O.B.
2007-08 2008-09 2009-10 Actuals in Rs. Lakh Rehti Nagar Parishad Revenue Account 66.2 115.6 109.4 192.1 80.1 68.6 62.8 102.2 (13.9) 47.0 46.6 89.9 Capital Account 69.2 59.2 90.9 67.1 37.6 125.3 89.2 83.9 31.6 (66.1) 1.7 (16.9) 16.4 (5.3) 41.8 106.0
2010-11
CAGR %
176.7 110.2 66.5 96.3 148.8 (52.5) 113.5
27.8 8.3
8.6 41.1
Source: Annual Accounts, Rehti Nagar Parishad
7.2. Revenue account

The following section provides an in-depth review of the revenue account, in order to assess the municipal fiscal status. The revenue account comprises of two components - revenue income and revenue expenditure.
7.2.1. Revenue income

The revenue sources of Rehti Nagar Parishad can broadly be categorized as own sources, assigned revenues, grants and contributions. It is seen in Exhibit 7-4 that maximum income i.e. 38% is generated from revenue grants, which is followed by income from assigned revenue accounts (35%), followed by income from own sources (Tax and Non-tax sources) accounts for at 27%. The source-wise income generated during the review period is presented below in Exhibit 7-.
Exhibit 7-2: Source Wise Revenue Income
Revenue Income Items Own Sources Tax Revenue Non Tax Revenue Assigned Rev Revenue Grants Total 2006-07 2007-08 2008-09 2009-10 Actuals in Rs. Lakh Rehti Nagar Parishad 30.7 26.1 39.9 10.1 7.1 4.1 20.6 19.0 35.8 35.0 33.3 50.1 50.0 50.0 102.1 115.6 109.4 192.1 2010-11 Share % 27 6 21 36 38 100 CAGR % 13 5 14 19 84 28
26.0 5.0 21.0 34.4 5.7 66.2
42.1 6.2 35.9 68.6 66.1 176.7
Own source income includes income from Tax revenue and non-tax revenue. Own source of revenue has increased from Rs. 26 lakh in FY 2006-07 to Rs. 42.1 lakh in FY2010-11.Tax revenue accounts only for about 6% of the total revenue income (Refer Exhibit 7-). Non tax revenue accounts for about 21% of the total revenue income (Exhibit 7-), assigned revenue and compensation constitutes about 35% which includes taxes and duties collected by others and compensation in lieu of Taxes and duties like Octroi compensation, stamp duty etc. Revenue from this source depends on the devolution from GoMP. Grants and contributions constitute maximum percentage i.e. 38% of the revenue income.
Exhibit 7-3: Tax Revenue
S.No 1 2 3 4 6 7
Head of Accounts Property Tax Integrated tax Education cess Export tax Advertisement Tax Other Taxes Sub-Total (Tax Revenue)
2006-07 2.7 1.2 1.1 0.0 5.0
Actuals in Rs. Lakh 2007-08 2008-09 4.5 2.6 3.2 2.2 2.3 2.3 0.0 0.1 10.1 7.1
2009-10 0.9 1.3 1.7 0.1 4.1
2010-11 1.3 2.0 2.7 0.1 6.2
Tax revenue comprises of property tax, integrated tax, education cess, export tax, advertisement tax and other taxes. Tax revenue comprises of 6% share of revenue from own sources. The collection City Development Plan - Rehti 71
amount for property tax in DCB varies from budget accounts. However, property tax DCB shown in Exhibit 7- has been used for property tax projections for Nagar Parishads revenue. Collection performance of property tax has increased from 21% in FY 2006-07 to 45% in FY 2010-11.
Exhibit 7-4: DCB Statement for Property Tax Collection
Sl. No. A
Demand/ Collection Demand (Rs in Lakh) Arrears Current Total Demand Collection (Rs in Lakh) Arrears Current Total Collection Balance (Rs in Lakh) Collection Performance - % arrears Collection Performance - % Current
2006-07 2.86 0.88 3.74 0.49 0.28 0.77 2.97 17 32 21
2007-08 2.96 0.94 3.90 1.50 0.66 2.16 1.74 51 70 55
2008-09 1.70 1.08 2.78 0.48 0.66 1.14 1.64 28 61 41
2009-10 1.50 1.05 2.55 0.39 0.59 0.98 1.57 26 56 38
2010-11 1.60 1.10 2.70 0.44 0.78 1.22 1.48 28 71 45
Non Tax Revenue Non Tax revenue is the major source of revenue from own sources which accounted for 21% of the total income. Non tax revenue consists of rental income from municipal properties, water charges, license and fees, development charges, building permission etc. It can be observed in Exhibit 7- that rent from municipal properties accounts for the maximum share of non-tax revenue in the years 200607, 2007-08, 2008-09 and 2009-10. Collection performance of water charge shows the growth in last five years; shows the decrease in from 53% in 2007-08 FY to 44% in 2010-11 FY which is not a good performance.
Exhibit 7-5: Non Tax Revenue
Actuals in Rs. Lakh S No 1 2 3 4 5 6 Head of Accounts Rental Income from Municipal Properties Water Charges License and Fees Development Charges Building Permission Others Sub Total (Non Tax) 2006-07 7.6 2.9 0.1 0.6 9.8 21.0 2007-08 6.1 4.9 0.1 0.7 8.9 20.6 2008-09 4.1 3.4 0.1 0.5 10.9 19.0 2009-10 4.5 3.7 0.4 0.4 26.8 35.8 2010-11 3.2 4.4 0.3 0.8 27.1 35.9
Exhibit 7-6: DCB Statement for Water Charge Collection
S. No A
Demand/ Collection Demand (Rs in Lakh) Arrears Current Total Demand
2006-07 -
2007-08 2.50 2.77 5.27
2008-09 3.10 3.20 6.30
2009-10 2.20 2.10 4.30
2010-11 4.40 4.20 8.60 72
Collection (Rs in Lakh) Arrears Current Total Collection 0.70 2.10 2.80 2.47 28 76 53 0.89 2.30 3.19 3.11 29 72 51 0.44 2.40 2.84 1.46 20 114 66 1.20 2.60 3.80 4.80 27 62 44
Balance (Rs in Lakh) Collection Performance - % Arrears Collection Performance - % Current
Assigned revenues and Compensations accounts for about 36% of the total revenue income, it includes taxes and duties collected by others and compensation in lieu of Taxes and duties like Octroi compensation, stamp duty etc. Revenue from this source depends on the financial devolution from GoMP. The details of the revenue from this source are shown in Exhibit 7-7 below.
Exhibit 7-7: Assigned Revenue
S.No 1 2 3 4
Head of Accounts Octroi compensation Stamp duty Passenger tax compensation Income under special acts Sub- total (Assign Revenue)
2006-07 27.1 6.7 0.6 34.4
Actuals in Rs. Lakh 2007-08 2008-09 2009-10 26.9 25.8 42.3 8.1 7.3 7.6 0.0 0.1 0.2 35.0 33.3 50.1
2010-11 63.0 5.2 0.3 68.6
Income from grants and contributions accounts for about 38% of the total revenue income. Rehti Nagar Parishad is getting the revenue grants from GoMP in form of Road maintenance, mid-day meal and other state grants. The details of the grants are shown below.
Exhibit 7-8: Revenue Grants, Contributions and Subsidies
S.No 1 2 3 4
Head of Accounts Road maintenance Midday meal State finance commission (S.F.C) Other grants Sub- total (Grants & contribution)
2006-07 5.7 5.7
Actuals in Rs. Lakh 2007-08 2008-09 2009-10 50.0 50.0 5.6 41.5 55.0 50.0 50.0 102.1
2010-11 53.2 4.5 8.4 66.1
7.2.2. Revenue expenditure

Revenue expenditure is classified under the establishment mainly comprising salaries and wages, administrative expenses, Operation and Management Expenses and Repayment of loans.
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The revenue expenditure as can be seen in Exhibit 7-9 has increased from Rs. 80.31 lakh in FY 2006-07 to Rs. 110.2 lakh in FY2010-11. Revenue Expenditure consists of expenditure on Salaries/Wages, Administrative works, Operation & maintenance (O&M), Programme expenses and Repayment towards the loans. In case of Rehti Nagar Parishad, salaries and wages account for the highest share of expenditure which is 71.5% of the total revenue expenditure and include salary of Nagar Parishad employees, Wages to the temporary staff, pension to staff etc. The other major expenditure is towards operations & maintenance. Expenditure on miscellaneous works accounts for only 10.9% of total revenue expenditure. Program expenses constitute only 3% of the total revenue expenditure. Refer Exhibit 7-9 for details of application of funds by head of Accounts.
Exhibit 7-9: Application of Funds by Head of Accounts
S.N o 1 2 3 4 5 6
Head of Accounts Salaries/ Wages & Allowances Administrative Expenses Operation & Maintenance Programme Expenses Repayment of Loans Other Miscellaneous expenditure Sub- total
200607 57.3 0.2 6.4 3.5 3.6 9.2 80.1
200708 52.1 0.2 5.7 2.6 8.0 68.6
200809 44.9 0.2 8.5 5.0 0.8 3.4 62.8
200910 68.6 0.3 14.2 3.0 2.0 14.0 102.2
201011 78.6 0.2 13.0 5.1 13.3 110.2
Share (%) 71.5 0.3 3.1 3.2 10.9 100.0
CAGR (%) 8.2 (5.2) (5.1) 9.0 9.8 8.3
201 0-11
7.3. Capital account

7.3.1. Capital income
Rehti Nagar Parishad faced capital account deficit during the last three years except for 2006-07. In general the Capital Income of Rehti Nagar Parishad comprises of own sources in the form of sale of property; loans, grants and contributions and transfers from revenue surplus. However during the review period the capital revenues have been generated only through grants and contributions from Central and State Government. Major source of income is Capital grants from GoI and GoMP which accounts for about 94.1 lakh .
Exhibit 7-10: Capital Income
Capital Account S.No . a b c i ii iii iv v vi vii Capital Income 20072008200908 09 10 Actuals in Rs. Lakh Rehti Nagar Parishad 0.0 0.5 7.6 26.9 25.4 6.0 3.1 7.5 10.6 34.4 7.2 6.3 7.5 30.8 1.4 9.4 40.6 20.0 26.5 0.3 3.1 8.6 200607 201011 Share % 1.8 1.4 20.8 63.0 8.9 3 19 38 13 5 8 14 74
Sale of asset Loans Grants & Contributions Special Projects Basic services UIDSSMT IHSDP Flood relief & NRCP State finance commission (S.F.C) T.F.C
Capital Account S.No . viii d e 20072008200908 09 10 Actuals in Rs. Lakh Rehti Nagar Parishad 69.0 58.6 89.8 58.5 Other Grants Total Grants & Contributions Public Contribution 0.2 0.6 0.6 0.9 Other Capital income Total Capital Income 69 59 91 67 Capital Income 200607 201011 Share % 94.1 0.4 96 96 1 100
7.3.2. Capital expenditure

It is observed that the capital expenditure of Rehti Nagar Parishad decreased from 125.3 lakh in 2007-08 to 89.2 lakh in 2008-09. The expenditure later increased from 89.2 lakh in 2008-09 to 148.8 lakh in 2010-11. Refer Exhibit 7-11 for details of Capital Expenditure of Rehti Nagar Parishad.
Exhibit 7-11: Capital Expenditure
Capital Expenditure Capital Work in Progress Purchase of fixed assets Other Capital Expenditure Reserve Fund Total Capital Expenditure
2006-07 21.1 16.5 37.6
2007-08 2008-09 2009-10 Actuals in Rs. Lakh 106.5 76.7 78.0 18.8 12.5 5.9 125.3 89.2 83.9
2010-11 132.5 16.3 148.8
Share % 82 0 0 0 100
7.4. Key financial indicators

Key financial ratios have been estimated based on the annual accounts of the Rehti Nagar Parishad to highlight the existing position of the municipal finances. These ratios are the average ratios of last four years and present budget year. Key financial ratios are given below.
Exhibit 7-12: Financial Indicators
Financial Indicators Operating Ratio Salaries' Expenditure to Revenue Income Salaries' Expenditure to Revenue Expenditure Capital Utilization Ratio Observations: Operating Ratio
200607 1.21 87% 71% 0.54
200708 0.59 45% 76% 2.12
200809 0.57 41% 71% 0.98
200910 0.53 36% 67% 1.25
2010 -11 0.62 44% 71% 1.55
Average 0.71 0.51 0.71 1.29
The average operating ratio of the Rehti Nagar Parishad is 0.71 which is substantially lower than 1, indicating surplus revenue accounts in Rehti. Capital Utilization ratio: Average Capital utilization ratio of Rehti Nagar Parishad is 1.29 which is more than 1, indicating that Rehtis capital expenditure is more than its income . Salaries expenditure to revenue income:
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If we look at this ratio we can observe that approximately more than 50 % of the revenue income is utilized for paying the staff employed by Nagar Parishad. After paying off the salary not much revenue income is left to be utilized for other productive revenue purposes.
7.5. Key issues

Rehti Nagar Parishads financial health is not sustainable in long run as operating ratio is lower than 1, indicating that Rehtis revenue expenditure levels are higher than the revenue income generated. Capital Utilization ratio is more than one, indicating that Rehtis capital expe nditure is more than its income
7.6. Conclusion
This chapter dealt with the analysis of municipal finance and the financial health of Rehti Nagar Parishad. The next chapter deals with City Vision, Sector Goals, Strategies, Action Plan, Projects and Prioritization.
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8. City Vision, Sector Goals, Strategies, Action Plan, Projects and Prioritization
The vision for Rehti was formulated by stakeholders and IMaCS through a consensus approach and continued consultations with the community. The consultations revolved around the citys strengths, current issues, concerns, problems and the areas that need to be focused on to achieve the desired results.
8.1. Formulation of City Vision

After completing a rapid assessment of the citys infrastructure, physical and environmental aspects, and institutional and financial status, a consultative process was started with Rehti Nagar Parishad Officials. The City Vision and Sector Goals workshop was held to explain the purpose of the CDP, the ownership of the plan, and the need for establishing or strengthening partnerships to leverage Nagar Parishads role in facilitating economic growth and improving quality of life. The officials of other government departments such as Health, Education, and Revenue etc who have a stake in the development of the town were also involved in this workshop. This workshop focused on highlighting the current status of all the services provided by various departments and the key issues confronting each department. The consultations held so far were concluded with a visioning exercise with stakeholders. Nagar Parishads officials and other stakeholders together carried out the visioning exercise at this workshop. The workshop started with a plenary session in which the current status and gaps in various services were presented to the stakeholders. It was followed by the mission statements and the perceived needs of the stakeholders. The comparison also served to identify cities priorities for various services provided by the Nagar Parishad.
8.1.1. Vision for the Town

As a result of the above-mentioned workshop and consultations with Rehti Nagar Parishad officials and stakeholders, the vision for Rehti has emerged as follows: To develop Rehti as an economically independent city with a high-quality of life in a sustainable environment, with state-of-the-art infrastructure, service delivery, and connectivity, supported by an efficient governance framework In addition to the outlining of a vision for the city, discussions were also carried out on the identification of major themes which would serve as the watchwords for initiatives and actions to achieve the vision. Some of the major themes that came out of workshop and consultations with stakeholders are as follows: Encouraging economic status of the town, by promoting herbal manufacturing units. Promoting wooden furniture, bamboo baskets, and earthen pots. Promoting education and, health institutions for the citizens.
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8.1.2. Mission Statements

To achieve the vision, certain Mission Statements are formulated on the basis of identified themes which would be the various lines on which development should be concentrated. Based on consultations with stakeholders and review of development plans of other cities, following Mission Statements are being adopted to achieve the vision. To provide citizens of Rehti with sustainable and basic infrastructure facilities : All basic infrastructure facilities, viz. Water Supply, Sewerage & Sanitation, Storm Water Drainage, Solid Waste Management, Roads & Transportation and Street Lighting & Fire Fighting, and social infrastructure facilities, viz. Health and Education, should be developed / upgraded to support the economic and social development of the city. To actualize the citys existing economic potential and generate new opportunities for the prosperity in all sections of the community: An economic development plan should be devised for the harnessing of citys economic potential. It should concentrate on the diversification of economic base of the city so as to reduce dependence on any particular sector. Small scale industries and herbal based industries can be developed. To develop & promote special economic activity and training centres for women: Special training centres should be developed for women so that all the women can get trained in various economic activities irrespective of their literacy level. Special community based economic activities should be designed such as handicraft activities, household food products etc so that every women should be part of gainful economic activity. To uplift the urban poor and bring them at par with other sections of the community: A comprehensive up-liftment plan, comprising of employment generation, provisioning of basic infrastructure and equal access to social infrastructure, for urban poor should be prepared to address the existing disparity among the various sections of the community. Institutional Strengthening and Capacity Building: Preparation of an institutional action plan defines roles and responsibilities of various stakeholder agencies. It would also target at the capacity of various stakeholder agencies in terms of adequacy of staff and competitiveness for an efficient delivery. The issue of Motivation to work should be an integral part of this plan. Preparation of Resource Mobilization Plan: A financial and operating plan, which addresses the resource requirement for implementation and maintenance of the City Development Plan proposals, shall be prepared. These Mission Statements would serve the purpose of aligning/initiating development works with the formulated vision, guidance during the policy formulations to achieve the goal and framework for the coordination among the various stakeholder agencies.
8.2. Sector Goals, Strategies, Action Plan and Projects

Keeping the vision in mind, the stakeholders and IMaCS team designed goals for various sectors/services to achieve the vision in a given timeframe. We have presented the sector goals under the five major heads: Physical Infrastructure Social Infrastructure Economic Development Environment and Tourism Urban Poor 78
Urban Governance and Institutional Development
In the subsequent sections of this chapter, we have outlined the key areas in each sector, which would be the main focus of detailed strategies and action plan. We have also discussed the achievement targets for short, medium and long terms. These achievement targets have been decided according to the demand of that particular parameter in that year. The discussion on sector goals for each sector is followed by sector strategies that should be adopted to achieve the sector goals. Sector Strategies have been devised in accordance with the existing situation of the urban services, demand in future years and improvement in the service levels. After strategies projects have been identified for two phases, short-term projects which would be developed up to 2015 and long term projects which would be developed up to 2035.
8.2.1. Water supply

Sector Goals: All households should be provided with piped water with defined service levels.
Key areas and time frame which would be addressed by detailed strategies and action plan to meet the sectoral goal are: Year Components Network coverage to households Per capita supply as per norms (135 lpcd) 24/7 water supply Quality of water Non-revenue water Consumer metering Roof water harvesting Private sector participation 2015 100% of the properties assessed under property tax 135 No Good 15% No No 2025 100% of the properties assessed under property tax 135 No Good 15% 80% Yes If O&M is contracted to a private developer 2035 100% of the properties assessed under property tax 135 Yes Good 15% 80% Yes If O&M is contracted to a private developer
WATER SUPPLY
Strategies to achieve the Sector Goals

Unlike the approach adopted for sectors such as roads, SWM etc, the planning for water supply source augmentation has been done considering the demand arising in year 2035. The systems and infrastructure would therefore have to be designed such that the long term needs are addressed and planned for 2035. Therefore, the broad strategy would be to identify the projects addressing the future demand and plan for the necessary. In addition to the improvements in infrastructure, the stakeholders have also suggested that the municipal manpower dealing exclusively with the water supply should be strengthened. The strategies are: Augmenting water supply source Strengthening of water supply distribution system Treatment Capacity/ Filtration
Map 17 (Annexure 4) shows the proposed water supply network and new ESLR for the town, which are required for the increasing population and its requirement. City Development Plan - Rehti 79
Long term and Short term sector interventions required:

The Exhibit 8-1 below presents the broad strategies being proposed to address the gaps identified in the existing levels:
Exhibit 8-1: Water Supply: Long Term and Short Term Interventions
Sector Interventions Required
Water supply source requires to be augmented to 2.76 MLD by 2035 The water storage capacity would also have to be increased keeping in perspective the long-term requirements. Elevated storage capacity has to be increased. Refurbishment of the old dilapidated distribution network has to be planned to reduce the loss in transmission. Treatment plant has to be provided for water treatment. Complete metering needs to be done in order to improve the revenue from water charges Assured 135 lpcd water supply Improvement in water quality Improvement in the revenue from water charges, enhanced service delivery
Expected Outcome
For meeting the demand arising in 2035, the following sub projects are being recommended and would have to be executed by the ULB by 2015.Refer Exhibit 8-2
Exhibit 8-2: Water Supply: Projects Identified by the ULB and Consultant
ULBs Suggestion Scheme to increase the per capita supply of water Project Rationale Water Supply in the town not adequate to meet the existing and future demand No water treatment chlorination. in the town except
Projects Proposed by Consultant Integrated Water supply Scheme for the town of Rehti Sub- Projects Water Supply source augmentation to 2.76 MLD Development of water treatment facility of 2.76 MLD capacity Increasing distribution network to 30.39 km by year 2035 which can be taken up in a phased manner. Metering of all the Water Connections (this will also help in assessment of NRW and supply efficiency through various other parameters)
Revenues from water charges are not adequate, and the installation of water meters becomes important both from the perspective raising revenues and checking water consumption
Projects Envisaged
This section discusses the technical details of the projects to achieve the sector goals. As a proactive measure to address the increasing demand of water supply. The various projects envisaged for the integrated development of water supply system are: Source Augmentation: As of now, the extraction of water is done through 8 tube wells and 1 open well at various places, but due to depleting ground water, few tube wells have stopped working. And with increasing population and economic development there would be more
80
requirement of water. Thus, there is a need to encourage additional sources of water. This project needs to be developed completely by 2015. The additional water requirement can be met by adopting Drawing additional water from Babar River (as given in the DPR) .This can be a potential alternative source for the town. There is a need to have a detailed feasibility study regarding these sources. Nagar Parishad would have to co-ordinate with irrigation department to get permissions for water use. Water treatment facility: As there is no treatment facility available in the town, there is a need to install treatment infrastructure with a capacity of 2.76 MLD by 2035. Thus, by 2015 treatment infrastructure needs to be developed for 2.18 MLD water and then it needs to be augmented to 2.276 MLD by 2035. Distribution Network: As discussed with Rehti Nagar Parishad officials, at present, Rehti has distribution network which is 80 % of the road length. The proposed water supply scheme includes the construction of additional 19.01 km of distribution network by 2015 and 30.39 km of distribution network by 2035 to increase the coverage to 85% of road network by the year 2035. Elevated Storage Capacity: At present, the water supplied through elevated storage capacity is 78%, which is more than the desired level. But, in future with the increasing demand there would be need to increase the capacity of elevated reservoirs up to 0.57 MLD by 2015 and 0.92 MLD by 2035, which 33% of the total water supplied in respective years (as per UDPFI Guidelines) Metering System: 100% properties need to be assessed and water meters need to be installed in all the properties with water connection, so that revenue income of the Nagar Parishad can be increased. There is a need to increase capacity of officials in this sector and create awareness among the Parishads and citizens.
Exhibit 8-3 Water Supply: Project Development Initiatives to be taken by Nagar Parishad
Immediate measures to be taken Finalizing the sub projects to be undertaken Preparation of DPRs for finalized projects Submission of DPR to funding agency for approvals Undertake measures for compulsory installation of water meters Create awareness among the Parishads and citizens on the need for installation of water meters
Authorities/ Agencies responsible Rehti Nagar Parishad in consultation with Councilors and other stakeholders Rehti Nagar Parishad Rehti Nagar Parishad
Rehti Nagar Parishad
8.2.2. Sewerage and Sanitation

Sector Goals: To achieve 100 % coverage by an integrated sewerage system and safe sanitation
facilities for the town. Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are: Year SEWERAGE & SANITATION Components Sewer network coverage to households Sewage Treatment and disposal arrangements 2015 70% Treatment plant capacity-1.38 MLD 2025 70% Expand the capacity by 1.75 MLD 2035 70% Expand the capacity by 2.21 MLD 81
Year
Components Sewage Recycling and reuse
2015 Treated water could be used for agricultural process, not for drinking use.
In addition to above area, a constant effort should be devoted towards Community participation and awareness campaign for the proper maintenance of Sewerage system and Cost Recovery through collecting the user charges.

The lack of a sewerage network in town necessitates the development of a sewerage network which would efficiently manage the existing and future demand. Similar to planning and designing for water supply network, the planning for development of sewerage network would have to consider the demand arising in 2035 and make necessary provisions for the same by 2015 and 2025. The systems and infrastructure would therefore have to be designed such that the long term needs are addressed and planned. The broad strategy therefore is to identify the projects addressing the future demand in the areas of sewerage and sanitation which the Nagar Parishad would have to take up in the short run for which necessary investments will also have to be planned for. Map 18 (Annexure 4) shows the proposed sewerage network and new Sewerage treatment plant, which are required for the increasing population and its requirement.
Long term and Short term Interventions

The Exhibit 8-4 below presents the broad strategies being proposed to address the gaps identified in the existing levels:
Exhibit 8-4: Sewerage: Long Term & Short Term Interventions
Sector Interventions Required Expected Outcome
Laying of underground drainage system of 20.12 km for 2015 and 32.18 Km by 2035. Construction of a sewerage treatment plant which can handle a capacity of 1.38 MLD for 2015 and expand it to a total capacity of 2.21 MLD by 2035 Addition of around 42 Public Sanitary Conveniences by 2015
Synchronisation with water supply capacity, ability to meet service level targets and disposal norms
For meeting the demand arising in 2035, the following sub projects are being recommended and would have to be executed by the ULB by 2015. Refer Exhibit 8-5
Exhibit 8-5: Sewerage: Projects identified by ULB and Consultant
ULBs Suggestion Scheme for laying of sewerage network for the town Project Rationale The city will consume about 3.13 MLD of water by the year 2035. About 2.50 MLD of sewerage (80 percent of water supply as per CPHEEO norms) is estimated to be generated in the town. There is no underground drainage
Projects Proposed by Consultant Comprehensive Sewerage Scheme for the town of Rehti. Construction of sewerage network with a length of around 32.18 kms Development of DEWAT system with the capacity of 2.21 MLD of 82
Sub- Projects
network in the city. The waste water flowing in open drain results in unhygienic milieu and pollution of water bodies and the conditions are severe during monsoon when the sewerage overflows on the road.
sewage
Projects Envisaged
This section discusses the technical details of the projects to achieve the sector goals. As a proactive measure to address the increasing demand of water supply, the various projects envisaged for the integrated development of sewerage system are: Underground Sewerage network: The construction of the sewer network to be constructed takes into consideration the factors of existing and future water supply to the town and the population size being catered to. The capacity of the system has been estimated at 2.2 MLD (80% of the future water supply) for 2035 for which the length of the network has to be developed by 20.12km by 2015 and additional 12.06 km by 2035. Sewage Treatment System: As Rehti town is very small and all areas are not contiguous and are fragmented, it would be very beneficial for the town both financially and for operations and maintenance to implement Decentralized Waste Water Treatment System (DEWATS) for comprehensive sewerage system, and dispose off 2.21 MLD of generated sewage. This DEWAT system take into care the demand generated in the year 2035. The advantages of DEWAT system are that; it requires minimum space and hence be accommodated easily under paved pathways and parking lots etc. or small available spaces; it requires lesser energy and operation cost; This system promotes the reuse of water for non-potable purposes; it can be easily blended with the landscape;it cannot be switched off so it ensures efficient working irrespective of external factors and it can treat waste water with high fat, suspended solids and BOD. Since this system is decentralized, the zones would be defined as per population and location for DEWATS and the treatment system would be developed to safely dispose-off the sewage. The treated water can be used for agricultural use.
Exhibit 8-6: Sewerage: Project Development Initiatives to be taken by Nagar Parishad
Immediate measures to be taken Finalizing the sub projects to be undertaken Preparation of DPR(s) for finalized projects Submission of DPR(s) to funding agency
Authorities/Agencies responsible Rehti Nagar Parishad in consultation with Councilors and other stakeholders Rehti Nagar Parishad Rehti Nagar Parishad
8.2.3. Sanitation
Sector Goals: To provide all the households with safe sanitation facilities
Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are Sector Sanitation Components Safe sanitation facilities (with focus on Urban poor) 2015 70% of households 2025 85% of households 2035 100% of households
In addition to above area, a constant effort should be devoted towards Community participation and awareness campaign for the proper maintenance of Public Toilets and Individual Toilets. City Development Plan - Rehti 83

The lack of adequate sanitation facilities in town necessitates the development in this sector which would efficiently manage the existing and future demand. The broad strategy therefore is to identify the projects addressing the future demand in the areas of sanitation which the Nagar Parishad would have to take up in the short run for which necessary investments will also have to be planned for. The main strategy is to: Safe Sanitation facilities to all with phased implementation and provision of adequate public toilets
Long term and Short term Interventions

The table below presents the broad strategies being proposed to address the gaps identified in the existing levels.
Exhibit 8-7: Sanitation: Long Term & Short Term Interventions
Addition of around 57 Public Toilet seats Construction of Individual toilets
Synchronization with water supply capacity, ability to meet service level targets and disposal norms
For meeting the demand arising in 2015, the following sub projects are being recommended and would have to be executed over coming years.
Projects Envisaged
This section discusses the technical details of the projects to achieve the sector goals. As a proactive measure to address the increasing demand of water supply. The various projects envisaged for the integrated development of sewerage system are: Public Convenience Systems: To provide safe and sufficient sanitation facilities to the citizens, mainly slum dwellers, around 57 more public toilet seats need to be added to the existing infrastructure in Rethi by 2015.
Exhibit 8-8: Sanitation: Initiatives to be taken by Nagar Parishad
Immediate measures to be taken Finalizing the sub projects to be undertaken Preparation of DPR(s) for finalized projects Submission of DPR(s) to funding agency
Authorities/Agencies responsible Rehti Nagar Parishad in consultation with Councilors and other stakeholders Rehti Nagar Parishad Rehti Nagar Parishad
8.2.4. Solid waste management

Sector Goals: To achieve 100% collection and disposal of solid waste
Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are: Year Solid Waste Components Door-to-door collection system 2015 door to door 2025 door to door 2035 door to door 84
Year Management
Components Source segregation Improve waste collection efficiency Mechanized waste handling Scientific waste disposal Landfill site adequacy
2015 collection Yes 100% Yes Yes 7.5 acres site is available No To be explored
2025 collection Yes 100% Yes Yes Yes
2035 collection Yes 100% Yes Yes Yes
Cost recovery of O&M Private sector participation
60 % Yes
80 % Yes
In addition to above area, a constant effort should be devoted towards Community participation and awareness campaign for the proper disposal of waste and Cost Recovery through collecting the user charges.

In order to facilitate improved solid waste management, the Nagar Parishad would have to focus on various aspects like adoption of better practices to ensure proper collection, segregation and disposal of waste and augmenting the existing infrastructure. The current status of the infrastructure needs to be improved by increasing the equipments required for effectively handling the waste, and most importantly developing the disposal site into a scientific landfill site. Apart from the focus on augmenting the resources, the Nagar Parishad would be required to train its conservancy staff to carry out the tasks effectively. The Strategies are: 100% House to House Collection (door to door collection) Segregation (at source or at disposal site), composting and waste to energy Strengthen the collection and transportation of waste Development of land fill site

The broad sector interventions to address both the short and long term requirements are listed below in Exhibit 8-9:
Exhibit 8-9: Solid Waste Management: Long Term Short Term Goals
Promoting door-to-door collection Up-gradation of the infrastructure required for effective collection and disposal of waste Adoption of new technology for disposal of waste Improve the skills of the conservancy staff Hygienic conditions and a clean city Waste segregation at source Suitable treatment for different kinds of waste
Following are the projects proposed during the stakeholder consultation and also based on the rapid urban assessment carried out by the Consultant. Refer Exhibit 8-10 City Development Plan - Rehti 85
Exhibit 8-10: Solid Waste Management: Projects Identified by ULB and Consultant
ULBs Suggestion Effective collection of waste Proper disposal of collected waste
Projects Proposed by Consultant Solid Waste Management system for Rehti town
Project Rationale As per the demand assessment, in 2035, Rehti would generate 4.92 tonnes of waste daily. To effectively handle the generated waste, a preemptive action of developing a proper Solid Waste Management system is inevitable.
Vermicomposting Plant for the town Sub- Projects Promoting door-to-door collection Augmenting Collection Infrastructure Development and augmentation of landfill site
Projects Envisaged
This section discusses the technical details of the projects to achieve the sector goals. As a proactive measure to the address the increasing demand of water supply. The various projects envisaged for the integrated development of Solid Waste Management System are: Collection Infrastructure: Primary Collection: Augmentation of primary collection involves capacity addition in the area of equipments used in the waste collection including community bins. As per the demand assessment, on a priority need, additional 16 handcarts would be needed for short term span and additional 22 handcarts would be needed for long term span. Also currently, the practice being followed includes a majority of residents dumping waste outside their houses, or in drains/ vacant land or at the designated collection point/ dustbin. This results in scattering of waste which results in poor collection. To achieve an effective waste collection, practice of door-todoor collection should be initiated which needs to be supported by necessary awareness generation programmes and capacity building of the staff. Secondary Collection: Secondary collection involves transportation of waste from collection points to the disposal site. At present, secondary collection is carried out by tractors. These tractors are unable to collect the waste from the internal narrow streets. On a priority, secondary collection system should be strengthened to carry out waste transportation in an effective manner. All the waste transportation vehicles should be covered to avoid the spilling of waste. By 2015, 3 tractors would be required if one tractor is making one trip a day and by 2035 also 3 tractors would needed. Development and augmentation of the landfill site: The demand-gap assessment reveals the generation of 4.92 MT of waste in the town by 2035 against the current generation of 2.5 MT. The current available disposal site has 5 acres area which is sufficient till 2035. The collected waste is just dumped at the site without any treatment or segregation. The dumping site would have to be well-equipped to ensure proper waste segregation and composting facilities. In addition, the dumping site would need to be provided with the basic facilities of compound walls, BT/CC approach road, electrification, which has already been done in the town. The composting and segregation would help in some revenue generation for Nagar Parishad. It is proposed to develop the landfill site by 2015. Development of Vermicomposting Plant: Vermicomposting involves the stabilisation of organic solid waste through earthworm consumption which converts the material into worm castings. Vermi technology, a tripartite system which involves biomass, microbes and earthworms is influenced by the abiotic factors such as temperature, moisture, aeration etc. 86
Conditions unfavourable to aerobic decomposition result in mortality of earthworms and subsequently no vermicomposting occurs. Hence, pre-processing of the waste as well as providing favourable environmental condition is necessary for vermicomposting. It is relatively more stabilised and harmonises with soil system without any ill effects. Unfavourable conditions such as particle size of biomass and extent of its decomposition, very large temperature increase, anaerobic condition, toxicity of decomposition products etc. influence activity of worms. Tests in India have shown that vermin compost application can double wheat yields and quadruple yields of fodder. Method to prepare Vermi-Compost: The MSW is segregated i.e all the dry wastes such as clothes, carry bags and other dry wastes are segregated from wet waste. A thatched roof shed preferably open from all sides with unpaved (katcha) floor is erected in East West direction length wise to protect the site from direct sunlight. A shed area of 12X12 is sufficient to accommodate three vermin beds of 10X3 each having 1 space in between for treatment of 9 12 quintals of waste in a cycle of 40-45 days. The length of shed can be increased/decreased depending upon the quantity of waste to be treated and availability of space. The height of thatched roof is kept at 8 feet from the centre and 6 feet from the sides. The base of the site is raised at least 6 inches above ground to protect it from flooding during the rains. The wet waste is pulverized and arranged in the form of vermin bed over the raised ground. The loaded waste is finally covered with a Jute Mat to protect earthworms from birds and insects. Water is sprinkled on the vermin beds daily according to requirement and season to keep them moist. The waste is turned upside down fortnightly without disturbing the basal layer (vermin bed).The appearance of black granular crumbly powder on top of vermin beds indicate harvest stage of the compost. The earthworms go down and the compost is collected from the top without disturbing the lower layers (vermin bed). The first lot of Vermi compost is ready for harvesting after 22 months and the subsequent lots can be harvested after every 6 weeks of loading. The vermin bed is loaded for the next treatment cycle.
Exhibit 8-11: Solid Waste Management: Initiatives to be taken by Nagar Parishad
Immediate measures to be taken Augmenting the size of the conservancy staff Purchase of additional equipment Identification of areas for construction of public conveniences
Authorities/Agencies responsible Rehti Nagar Parishad in consultation with Councillors and other stakeholders Rehti Nagar Parishad Rehti Nagar Parishad
8.2.5. Drainage
Sector Goals: To develop an efficient drainage system to ensure cleanliness of city
Key areas and time frame which would be addressed by detailed strategies and action plan to meet the sectoral goal are: Year Components Drainage network DRAINAGE Pucca Drains 2015 Total of 29.07 Km 2025 Total of 36.81 Km 12.15 Km pukka open and 24.67 Km pukka closed 2035 Total of 46.48 Km 15.34 Km pukka open and 31.14 Km pukka closed
9.59 Km Pukka open and 19.48 Km Pukka closed
87
Year
Components Rehabilitation of existing primary nallahs and water bodies Flood prone areas
2015 De silting of drains to increase their capacity No more flooding due to better coverage of drains
2025 100%
2035 100%
none
none

In the case of storm water drainage, the broad strategy followed would be similar to that proposed in the case of road sector, wherein the existing gaps in this sector and the future requirements would be addressed in terms of two categories of priority or short term needs and long term needs. The existing gaps and the demand arising for the year 2015 may be taken up as priority projects. The suggestions which had been put forth in the stakeholder consultation would have been clubbed under the category of short term requirements and the long term requirements (2035) should be addressed by the Nagar Parishad in the second phase. The broad strategies are Comprehensive and Integrated Drainage Network Awareness about the management of drainage network
Map 19 (Annexure 4) shows the proposed drainage network and final disposal points, which are required for the increasing population and its requirement.

The broad sector interventions to address both the short and long term requirements have been enlisted below in Exhibit 8-12:
Exhibit 8-12: Drainage: Short Term & Long Term Interventions
Cleaning/ desilting of the existing drains, this will also include the removal of encroachments. Construction of storm water drains running into a length of 29.07 km by 2015, of which 19.48 km should be Pucca closed and 9.59 km will be Pucca open. Public Campaigns to generate awareness about the distinction between storm water and waste water Universal coverage and disposal capacity
Expected Outcome
Following are the projects proposed during the stakeholder consultation and also based on the rapid urban assessment carried out by the Consultant. Refer Exhibit 8-13.
Exhibit 8-13: Drainage: Projects Identified by the ULB and Consultant
ULBs Suggestion Scheme for laying of storm water drainage network for the town
Project Rationale According to normative standards, the length of the drains are assumed at 130% of road length considering all divided roads to have drains on either side and undivided roads on at least one side. City Development Plan - Rehti
Projects Proposed by Consultant Storm Water Drainage network for the town of Rehti Sub- Projects Cleaning/desilting of existing drains flowing in the city. 88
Likewise the total drain length in the town shall be of about 46.48 km by 2035. Further the drains in the initial phase shall be open and subsequently be made closed; hence the investment is towards upgradation annually and for construction of new closed drains. All existing open drains shall be first upgraded to closed drains and subsequently new drains shall be constructed. Prominently, all the road and storm water projects are to be taken up simultaneously to match the levels of the roads with the drains and allow draining of rain water from the city.
Up gradation of Pucca open to Pucca closed by 2015 Construction of new 31.14 km of Pucca closed drains and 15.34 km Pucca open drains by 2035
Projects Envisaged
This section discusses the technical details of the projects to achieve the sector goals. As a proactive measure to the address the increasing demand of water supply. The various projects envisaged for the integrated development of Drainage System are: Cleaning / De-silting of existing drains: As an immediate measure, Nagar Parishad should aim at timely cleaning and maintenance of existing drainage network. Under this project, major natural drains should be given proper attention as they are flowing in the Nagar Parishad area. Construction of storm water drains: The Nagar Parishad should undertake the construction of Pucca Open and Pucca closed drains in phased manner. This construction may be done in relation to the construction/up-gradation of roads. These construction activities would have to be carried out on an immediate basis to address the existing and future demand-supply gap. In short-term, 29.07 km of new drains need to be developed and addition of 17.41 km of network needs to be done beyond 2015. Up-gradation of existing drains: The Nagar Parishad is also required to undertake drain upgradation works for the existing drains in town. In the short term, 12.5 km of existing open drains should be upgraded to Pucca open or closed drains. Development of Root Zone Treatment System (RZTS): It is observed that the sewage flowing through nallahs joins rivers in untreated condition and creates heavy risk of river pollution. Storm water can be treated as well with RZTS after removal of settle able substances. It is a low-cost and maintenance free option that uses the capacity of plants (especially certain reeds hence also called reedbed technology) to absorb contaminants and structurally modify them for treating water. It is based on the principle of attached growth biological reactors similar to conventional trickling filters with combination of aerobic and anaerobic zones. The contaminants present in the wastewater are treated as they seep through the root-zone of the plants by a combination of plants, soil bacteria and hydraulic flow systems resulting in physical, chemical, and microbiological processes. Oxygen present in the zone facilitates the degradation of wastewater. A wide variety of microorganisms present in the root-zone of the plants results in efficient removal. There is efficient reduction of pathogens also by percolation through the bed material. Thus, it can be developed in Rehti along storm water drains.
Exhibit 8-14: Drainage: Initiatives to be taken by Nagar Parishad
Immediate measures to be taken Finalising the sub projects to be undertaken Preparation of DPR for finalised projects Submission of DPR to funding agency
Authorities/Agencies responsible Rehti Nagar Parishad in consultation Councillors and other stakeholders Rehti Nagar Parishad Rehti Nagar Parishad
with
8.2.6. Traffic and transportation

Sector Goals: To link each and every part of the city with efficient transportation system.
Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are: Year Components New road formations Road Widening Junctions and traffic signal improvements 2015 0.76 km Regulating traffic through better management 2025 5.96 0.78 km Regulating traffic through better management 2035 7.44 0.50 km Regulating traffic through better management
ROADS & TRAFFIC MANAGEMENT

In the case of the road sector, the broad strategy which the Nagar Parishad should follow is one wherein the existing gaps in this sector and the future requirements would be addressed in terms of two categories of priority or short term needs and long term needs. The overall plan should be based on broad strategies such as: Improving the internal road network Awareness and Regulations enforcement Improvement of transport infrastructure: Public Transport , Street lighting , Junctions improvement , Parking areas and Pedestrian pathways and crossings
Map 20 (Annexure 4) shows the proposed transport network, which is required for the increasing population and its requirement.

The broad sector interventions to address both the short and long term requirements have been enlisted below in Exhibit 8-15
Exhibit 8-15: Traffic and Transportation: Long Term & Short Term Interventions
Construction of new roads in areas which are at present earthen. New roads to cater to missing links and developing areas: total road length reaching 28.32 km in 2025 and 35.75 km by 2035 Improving pedestrian security by developing signals at town limits on arterial roads. Development of Parking Spaces Improved bus stand and related amenities
Improved connectivity, Hassle-free travel on roads, safe driving during nights
Following are the projects proposed during the stakeholder consultation and also based on the rapid urban assessment carried out by the Consultant. Refer Exhibit 8-16
Exhibit 8-16: Traffic & Transportation: Projects Identified by the ULB and Consultant
ULBs Suggestion
Project Rationale
Projects Consultant
Proposed
by
90
Up gradation of roads to CC Pedestrian Security through road signage and signalization as short term project.
The current road length per capita is much lesser than the norms; Keeping in view the growth of the town, the total road length needs to be extended and the quality of roads needs to be improved.
Construction of 5.96 Km by 2025 and further 7.4 km by 2035
Projects Envisaged
This section discusses the technical details of the projects to achieve the sector goals. As a proactive measure to the address the increasing demand of water supply. The various projects envisaged for the integrated development of Roads and Transportation is: Road Construction: To address the current gap of per capita road length, and the future demand, the Nagar Parishad does not need any new road formation up-to 2015, but would need to construct around 7.4km of additional road by 2035. The Nagar Parishad should on a priority basis identify the stretches and areas where roads at present do not exist and or have poor connectivity. Also the areas where future residential growth is anticipated or planned, road construction can be undertaken. Signalization and Signages: The arterial road passes through the town connecting National Highway with multiple villages. This may increase the flow of vehicles on the road in the future. This endangers the pedestrians crossing the road. Thus there is need for signalization and proper signages at few points. Parking Spaces and Bus Stand: With the growing number of vehicles and increasing commercial activities in the town, issue of lack of parking spaces becomes much more relevant. The consultations with stakeholders have concluded that parking spaces can be developed near the key commercial area of the town.
Exhibit 8-17: Traffic & Transportation: Initiatives to be taken by Nagar Parishad
Authorities/Agencies responsible Rehti Nagar Parishad in consultation Councillors and other stakeholders Rehti Nagar Parishad Rehti Nagar Parishad
with
8.2.7. Street lighting, Fire fighting

Sector Goals: To provide adequate coverage of street lights and fire fighting instruments.
Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are: Year Street Lights Components New Installation Energy savings 100% fire safety coverage Fully equipped power station 2015 559 Installation of street lights with CFL Fixtures Yes Yes 2025 149 Installation of street lights with CFL Fixtures Yes Yes 2035 186 Installation of street lights with CFL Fixtures Yes Yes
Fire Fighting
91

Street Lighting: To achieve the goal of 100 % coverage of road network by street light, a massive augmentation will have to be undertaken in this sector. A survey of existing roads and street lights should be carried out to obtain information pertaining to uncovered with street lights. The findings of this survey should then be integrated with the plan related to the road network. All new roads should be provided with the street lightings with proper arrangement for the underground cables. Fire Fighting: To ensure 100% safety against fire, capacity addition in terms of equipment and workforce should be carried out. The safety of staff should also be of paramount interest and hence, necessary safety equipment and accessories should be procured. A rapid information system and a fire-station should be developed to minimize the reaching time to the affected site. Since internal streets are very narrow, small vehicles or tankers should be taken by Nagar Parishad for fire tending.

The Exhibit 8-18 below presents the broad strategies being proposed to address the gaps identified in the existing levels
Exhibit 8-18: Street Lights, Fire Fighting & Power: Long Term & Short Term Interventions
Increase in the number of CFLs as streetlights on roads Increasing the number of street lights by 559 & 186 by year 2015 &2035 respectively. Feasibility studies for alternate power sources Need for tankers for fire services City wide coverage of road network with energy efficient street lights. 100 % coverage and safety against the fires.
Following are the projects proposed during the stakeholder consultation and also based on the rapid urban assessment carried out by the Consultant.
Exhibit 8-19: Street Lights & Fire Fighting: Projects identified by the ULB and Consultant
ULBs Suggestion An overall coverage of city roads with street lights and safety against fires
Projects Proposed Augmentation of street light coverage and laying of underground cable Procurement of water tender and capacity building of staff Sub- Projects Augmentation of street lights Augmentation of fire tankers
Project Rationale With the growth expected in future, towns road network would grow from 22.36 kms in 2015 to 35.75 kms in year 2035. Hence, to ensure a town-wide coverage of street lights, a major capacity addition would have to be undertaken in this area to achieve the sector goal.
Projects Envisaged
92
This section discusses the technical details of the projects to achieve the sector goals. As a proactive measure to the address the increasing demand of water supply. The various projects envisaged for the integrated development of Street lights and fire services are: Additionn of Streetlights: The Nagar Parishad needs to install a total of 559 street lights by 2015 and 186 street lights to match the demand of 2035. Energy Saving: Rehti Nagar Parishad should replace all the tube lights with CFLs. A small exercise was conducted to evaluate the benefits of the replacement of tube lights with CFLs in the town. It was observed that Rehti Nagar Parishad would save around Rs. 312500/ annum in electricity bill. Fire Fighting: To ensure a safety against the fire, Nagar Parishad should also undertake the construction of fully equipped fire stations.
Exhibit 8-20: Street Lighting, Fire Fighting and Power: Initiatives to be taken by Nagar Parishad
Street Lighting and Fire Fighting Immediate measures to be taken Authorities/Agencies responsible Finalising the sub projects to be undertaken Rehti Nagar Parishad in consultation Councillors and other stakeholders Preparation of DPR for finalised projects Rehti Nagar Parishad Submission of DPR to funding agency Rehti Nagar Parishad
with
8.2.8. Urban poor and their accessibility to basic Services

Sector Goals: To achieve hygienic environment in slums, access to basic services and quality
housing for all slum households with the ultimate aim of a slum-free city. Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are: Sector Components 2015 100% of the properties assessed under property tax 100% of households (with 1 public toilet per 35 users) Door to door Collection (estimated in the overall projections for the town) CC Road network in slums Construction of Pucca open and Pucca closed drains in slums Provision of street lights in the slums Yes (Special focus 2025 100% of the properties assessed under property tax 100% of households (with 1 public toilet per 35 users) Door to door Collection (estimated in the overall projections for the town) CC Road network in slums Construction of Pucca open and Pucca closed drains in slums Provision of street lights in the slums Yes (Special focus 2035 100% of the properties assessed under property tax 100% of households (with 1 public toilet per 35 users) Door to door Collection (estimated in the overall projections for the town) CC Road network in slums Construction of Pucca open and Pucca closed drains in slums Provision of street lights in the slums Yes (Special focus 93
Access to water connection Access to public toilets and urinal facilities for all slum households
Urban Poor
Access to dustbins and secondary storage points Up gradation of kutcha roads to CC roads in slums
Improved drainage systems Adequate street lighting facilities Education facilities City Development Plan - Rehti
Sector
Components
2015 on slum areas while planning new facilities) Urban poor having access to same facilities as other patients in the town Urban Poor having access to same facilities as other citizens in the town
2025 on slum areas while planning new facilities) Yes (Special focus on slum areas while planning new facilities) Urban Poor having access to same facilities as other citizens in the town
2035 on slum areas while planning new facilities) Yes (Special focus on slum areas while planning new facilities) Urban Poor having access to same facilities as other citizens in the town
Adequate health facilities
Community Facilities

The following strategies are proposed to address the issues of urban poor and slum development in Rehti. The broad strategies are: Provision of basic services in slum areas Slum improvement and rehabilitation programme to cover the whole cross-section of the urban poor Community empowerment for establishing linkages between community and bankers so as to facilitate assistance to beneficiaries. Identify institutions for imparting specialized training to the community for improving their skills and talents Improvement of housing conditions
Making land available to the poor at affordable prices and ensuring the provision of housing, urban infrastructure, and other services on the government land, can provide alternatives that would restrict the formation of new slums. Simple strategies like reservation of land for EWS housing can ensure the creation of sufficient and affordable housing stock in the town. Perhaps the most important change needed in managing Rehtis slums is fostering a collaborative partnership between local authorities and communities, with strong support from the government. Local authorities are the city planners, financiers, and providers of infrastructure services. Their performance depends on good governance at the city level involving communities living in informal settlements. This implies working with the urban poor as partners in the city development process, and not seeing them as obstacles, as is too often the case today. Community organizations can provide a voice for the urban poor and ensure that their interests are met in slum up gradation programmes and urban planning. While planning for redevelopment of slums, Nagar Parishad should focus on infrastructure such as sewers, piped water, and electricity grids. Investments in improved sanitation should receive high priority to improve the quality of life and reduce the high burden of oral-fecal diseases in informal settlements caused by widespread open defecation. Effective hygiene education and awareness-building programs are essential to create demand for sanitation and to ensure its adequate use by all household members. Other investments required as part of slum up gradation include investment in storm water drainage, community facilities, local markets, and street lighting. Health services require investments as well. As mentioned earlier, nutrition interventions for both the general population and vulnerable groups will reduce morbidity and mortality among the urban poor. Clinics/ health posts need to be more accessible, located where the
94
needs are the strongest, and open during hours that can accommodate the schedules of the working poor. Access to credit mechanisms is of particular importance; the poor can incrementally invest in housing, if they have adequate security of tenure, and this can become an important means of asset accumulation.

The broad sector interventions to address both the short and long term requirements are listed below in Exhibit 8-21:
Exhibit 8-21: Urban Poor and their Accessibility to Basic Services: Long Term & Short Term Interventions
Survey to collect the exact data pertaining to existing status of slums Making land and houses available at affordable prices Equipping existing slums and developed areas with necessary infrastructure Create awareness for better hygiene and education Employment generation initiatives Equitable society Better infrastructure
Projects Envisaged
The projects identified to meet the Gaps (Demand-Supply) in this sector are listed below. These projects need to be developed by 2015. Prepare a Slum Free City plan Comprehensive slum mapping and need for housing
8.2.9. Health
Sector Goals: To equip Rehti with state-of-art health infrastructure so as to reduce the dependence
on other cities Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are: Sector Components Doctors per 1000 population Beds per 1000 population Effective implementation of health programmes and related services in the slum areas of the city Regular checks for water contamination in all water bodies of the city 2015 1.5 1 To be carried in coordination of Dept. of Health, GoMP Yes (Provision to be made for necessary infrastructure) 2025 2 2 To be carried in coordination of Dept. of Health, GoMP Yes 2035 2 2.6 To be carried in coordination of Dept. of Health, GoMP Yes
Health

For the provision of medical infrastructure, Rehti Nagar Parishads role is limited to primary level services and in even the Government Hospital lacks good facilities. To promote medical facilities, Rehti Nagar Parishad must provide a conducive environment for other government agencies and private developers in the form of support infrastructure, incentives, etc.
95
Future steps towards improvement in health care facilities should be based on certain principles. These are: Control on Preventable diseases by safe drinking water , quality control on food items and safe sanitation facilities Strengthening of Health Infrastructure of the town Awareness among the citizens

The broad sector interventions to address both the short and long term requirements are listed below
Exhibit 8-22: Health: Long and Short Term Interventions
Increase in number of doctors and bed capacity of town Development of necessary infrastructure Primary focus on primary healthcare and control on the preventable diseases Health infrastructure to ensure the 100 % coverage of patients Provision of health facilities so as to reduce the dependence on the other cities and towns
Expected Outcome
Projects Envisaged
This section discusses the technical details of the projects to achieve the sector goals. As a proactive measure to the address the increasing demand of water supply. The various projects envisaged for the Health Sector are: Primary Health Centre: As per the UDPFI guidelines, the city need bed capacity of 26 by year 2015 and 32 by 2025 and 41 by 2035. At present, city has 14 beds. The hygiene of the hospital is very poor and the basic infrastructure is not good. A separate project should be undertaken to revamp the hospital in all respect. Nursing Home: According to the estimates, a nursing home with bed capacity of 14 is required for the town in 2035. Dispensary: The primary health institutions always play a key role in determining the overall health scenario of a place. Keeping it in the mind, 1 dispensary has been proposed in the town which should start functioning by year 2015.
Exhibit 8-23: Health: Initiatives to be taken by Nagar Parishad
Immediate measures to be taken Finalizing the sub projects to be undertaken Preparation of DPR for finalized projects Submission of DPR to funding agency
Authorities/Agencies responsible Rehti Nagar Parishad and Dept of Health, GoMP Rehti Nagar Parishad and Dept of Health, GoMP Rehti Nagar Parishad and Dept of Health, GoMP
8.2.10.
Education
Sector Goals: To achieve a 100% literacy rate with student-friendly educational institutions
Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are:
96
Sector
Components Literacy Rate Enrollment in primary schools Teacher Student Ratio Institutions for Higher Education
2015 85% 90% 60% of prescribed Teacher Student ratio It has a graduation college
2025 95% 100% 80% of prescribed Teacher Student ratio Yes
2035 100% 100% 100% of prescribed Teacher Student ratio No
Education

For the provision of educational infrastructure, Rehti Nagar Parishads role is limited to primary level services. To promote higher-level education, Nagar Parishad must provide a conducive environment for other government agencies and private developers in the form of support infrastructure, incentives, etc. Nagar Parishad should take strong steps to ensure the quality of education in schools through standardization and performance incentives. To achieve the goals by finalized strategies, we have estimated the number of schools and other educational institutions that would be required to achieve a 100% literacy rate. These estimations have been done in accordance to the UDPFI guidelines. The various Strategies are: Awareness among the citizens Adequate Educational institutions Provision of support infrastructure at educational institutions Employment generation to incentivize education
Long Term and Short Term Interventions

Exhibit 8-24 presents the broad strategies being proposed to address the gaps identified in the existing levels.
Exhibit 8-24: Education: Long & Short Term Interventions
Development of necessary infrastructure Awareness generation Enforcement of regulations on private schools 100% enrolment in primary schools Achievement of prescribed teacher-student ratio 100 % literacy rate
Projects Envisaged
This section discusses the technical details of the projects to achieve the sector goals. As a proactive measure to the address the increasing demand of water supply. The various projects envisaged for the Education Sector are: Primary Schools: The overarching goal in this sector is to achieve 100% literacy rate in the city. Rehti requires 5 more number of schools by 2015; and 8 primary schools by 2035. Senior Secondary Schools: 2 Senior Secondary Schools will be required by 2015 and 1 in addition till 2035. The present Government Secondary Schools lack infrastructure facilities and are in need of up-gradation. City Development Plan - Rehti 97
As discussed earlier, Nagar Parishads role in this sector is limited to the provision of providing basic services and catalyzing involvement of other departments.
Exhibit 8-25: Education: Initiatives to be taken by Nagar Parishad
Authorities/Agencies responsible Rehti Nagar Parishad and Dept of Education, GoMP Rehti Nagar Parishad and Dept of Education, GoMP Rehti Nagar Parishad and Dept of Education, GoMP
8.2.11.
Sector Goal
Other Social Infrastructural Facilities
To provide a universal access to quality social infrastructural amenities to improve the overall quality of life Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are provided below Sector Components Develop parks Area coverage under recreational facilities Other Social Infrastructure Playing facilities/ Sports Facilities Sufficient infrastructure at mela /exhibition ground Yes 15% of town area (as per UDPFI) Play grounds 2015 Yes 15% of town area (as per UDPFI) Play grounds 2025 Yes 15% of town area (as per UDPFI) Play grounds 2035
Yes
Yes
Yes

The core strategy adopted in this sector focuses on the development of socio-cultural facilities which help in elevating overall quality of life in Rehti. Some of the key facilities considered under this approach are community rooms, community hall, library, recreational club, parks, sport complex. Nagar Parishad may also encourage public private partnership in this area for maintenance of buildings and infrastructure.

Exhibit 8-25 presents the broad strategies being proposed to address the gaps identified in the existing levels.
Exhibit 8-26: Other Social Infrastructure: Long and Short Term Interventions
Allocation and Identification of land Land acquisition Up-gradation of existing facilities
98
Expected Outcome
Improved quality of life Improved access to the recreational facilities
Projects Envisaged
This section discusses the technical details of the projects to achieve the sector goals. As a proactive measure to the address the increasing demand of water supply. The various projects envisaged for other social infrastructural facilities are: Considering the stakeholders view and standard guidelines, following projects have been proposed in the town: Community Hall: Community hall and library should be constructed in the city. Parks: At present there is only one dushhera ground which is used for multi-purpose functions. There vacant land in the city should be identified and developed as parks to serve the dual purpose of increasing the green cover in the city and providing citizens with open spaces for recreation.
Exhibit 8-27: Other Social Infrastructures: Initiatives to be taken by Nagar Parishad
Authorities/Agencies responsible Rehti Nagar Parishad and the stakeholders Rehti Nagar Parishad Rehti Nagar Parishad
8.2.12.
Environment
Sector Goals: To accomplish clean, green and safe living environment for all citizens
Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are: Pollution Sources; Air, Water, Soil and Noise Demand / Supply side control

For retaining the healthy status of Rehtis urban environment, several planning and conservation initiatives need to be taken. This could be achieved through the proper zoning of activities, provision for sufficient breathing space in new development and adoption of proper landscape design practices at the town level. There should be a clear-cut strategy to conserve and protect the physical environment, including rivers and natural drains and pond in and around Rehti Nagar Parishad. It is important to weigh the environmental impact of the new programs or development schemes. Lately, a large number of unauthorized layouts have come up in the town, in south eastern part of the town. It is important to devise a plan, which can check the growth of these unauthorized developments. Pond conservation should also be explored with the possibilities of reviving ponds for water sources or points of interest in the town by pond front development.
Projects Envisaged
99
This section discusses various aspects of urban environment and their addressing by the projects proposed in other urban services. In addition to this, some projects are also proposed with specific focus on improving the quality of environment. Air Quality: Periodic monitoring and review is essential to check air quality. Suitable plantations or green cover should be provided on major routes to supplement better air quality. This would partially be addressed by the development of Parks in the town and a massive tree plantation drive. Water Pollution: Efforts/schemes should be designed to check the diversion of sewage flow into the existing drains. Decentralized sewage treatment can be considered to have low cost and environment friendly system. Ground Water Recharge: A critical issue that needs to be addressed on the priority basis is the development of green spaces within the town limits to enhance the overall quality of the environment. Green Spaces: A critical issue that needs to be addressed on the priority basis is the development of green spaces within the town limits to enhance the overall quality of the environment.
8.2.13.
Tourism
Sector Goals: To improve tourism infrastructure in Rehti in order to cater to Salkanpur tourists
Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are: Hospitality Institutions Regional Connectivity

As a measure to effectively utilize the citys potential, a comprehensive survey should be carried out for the tourist coming to Rehti. The survey should try to elicit details like frequency of visit, willingness to stay in Rehti, services they expect, willingness to pay for better infrastructure, etc. This survey would provide us with an extensive database and would be critical for public and private sector in setting up necessary infrastructure like hospitality institutions, transportation, recreational / entertainment infrastructure, etc. There lies enormous tourism potential in Rehti in the form of religious tourism.
8.2.14.
Economic Development
Sector Goals: Sustainable economic development on the basis of inherent strengths of the city
through promotion of health, education, tourism and industrial sectors focus on local employment opportunities.

The town economy is predominantly agrarian in nature with majority of the workers engaged in primary sector activities and educated youths migrate out of town for employment opportunity. The town lacks a sound economic activity base. The weak town economy has also resulted in the braindrain which in turn affects the towns economy. Resources should be mobilised to provide support to boost the local economy. Measures should be taken to establish small and medium scale industries. City Development Plan - Rehti 100
Special care needs to be taken for women employment and education. In a nutshell, following strategies need to be adopted for sustainable economic development: 1. Incentivizing agriculture 2. Promoting small & medium scale industries 3. Strengthening the markets 4. Improving transportation infrastructure

Exhibit 8-28 presents the broad strategies being proposed to address the gaps identified in the existing levels
Exhibit 8-28: Economic Development: Long and Short Term Sector Interventions
Development of small scale industrial area (herbal-based) Rejuvenation of trade and commerce Development of agro based industries New employment opportunities Improved average income and access to better facilities
Projects Envisaged
This section discusses the technical details of the projects to achieve the sector goals. As a proactive measure to the address the increasing demand of water supply. The various projects envisaged for economic development of the town are: Development of Commercial Areas: This can further be divided into development of new commercial areas and up gradation of existing commercial areas. New commercial areas can include dedicated markets for important commodities or general markets. In addition to the development of new markets, existing markets can be upgraded to increase their capacity and provide better services to the users and customers. Development Herbal Manufacturing Units: With the objective of diversifying the economic base of Rehti city, the existing herbal manufacturing unit should be developed. This would thrust to the employment generation activities result into the overall upliftment of the society in the town. Development of Hawkers Zone: Depending on the land availability and market demand, hawkers zones should be developed in near Salkanpur Temple. The Hawkers zone would dedicate space to the hawkers and hence reducing congestion in the temple premises. Organization of Trade Fairs and Other Exhibitions: With the objective of attracting private investments, trade fairs and other exhibitions should be organized at regular intervals in the city. This would serve the multiple purposes of showcasing Rehtis potential.
Exhibit 8-29: Economic Development: Initiatives to be taken by Nagar Parishad
Authorities/Agencies responsible Rehti Nagar Parishad Rehti Nagar Parishad Rehti Nagar Parishad
8.2.15.
Urban Governance
Sector Goals: Sector Goal: Well managed city with proactive and proficient staff
Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are: No. 1 2 3 4 Achievement Target Decentralization of urban functions to local bodies Establish clarity of roles and responsibilities. Training to enhance capacity building. Peoples Participation in Governance 2015 100% 100% 100% 50% 2025 100% 100% 100% 80% 2035 100% 100% 100% 100%

The decentralization of urban functions to local bodies has increased their responsibilities manifold. For the prescribed level of service delivery, Rehti Nagar Parishad should take concerted actions to augment the capacity, wherever necessary, and enable existing staff to perform efficiently by providing them with necessary training. E-governance will be very helpful in smoothening various process & procedures. It will also lead to an expeditious service delivery.
Projects Envisaged
Capacity Building: There is a need for training of the existing staff and new staff to increase the productivity of the work. Workshops and awareness programmes can be conducted. Computerization: Rehti Nagar Parishad should initiate the process of computerization in its administration. Computerization will benefit most of its functions ranging from municipal accounting to tax management. The introduction of E-Governance will help in smoothening the processes and improvement in the efficiency. GIS Mapping: A GIS mapping of the city properties will be very helpful in the provision of efficient services to the citizens. This would also help in keeping a tab on tax evaders.
8.2.16.
Conclusion
This chapter dealt with the city vision, sector goals and sector strategies to achieve sector goals. It also presents the identified interventions required in every sector which is followed with identification of projects and project implementation agencies in all of its sub sections.
9. City Investment plan and Financing Strategies

To achieve the formulated vision of Rehti, a City Investment Plan (CIP) has been prepared through a comprehensive process of assessment of gaps in physical and social infrastructure sectors. This assessment has also led to the identification of sector specific strategies, implementation actions and associated reforms with specific inputs from stakeholders. The strategies adopted primarily have three dimensions; improving the service delivery by efficiency measures, improving service delivery by creating infrastructure assets and improving the governance aspects of Rehti Nagar Parishad. This section summarizes the capital investments required for creating infrastructure assets and various strategic interventions required in the implementation of such projects; these strategies are both investment and administrative oriented.
9.1. City Investment Plan (CIP)

The City Investment Plan is a multi-year scheduling of identified and prioritized investments. The scheduling or phasing of the plan is based on the assessment of fiscal resources availability (for new investments and O&M), technical capacity for construction and O&M, and the choice of specific improvements to be carried out by 2015-16. The need for the CIP is on account of: City growth and infrastructure needs (to be carried out once every five years) Scheduling of investments of ongoing projects due to cost and/ or time overruns Assigning of priorities within the constraints of available financial resources
9.2. Institutionalising the CIP Process

The City Investment Plan is an important element and is significant in terms of the citys management process and sustainability with regard to the delivery of basic services. The CIP will also provide a framework for the annual budget cycle of Rehti Nagar Parishad for the next five years. As a part of Rehti CDP, CIP includes the following: The desired service levels/ standards for infrastructure provision; Identified the roles and responsibilities of various stakeholders in the implementation of identified projects. Project phasing and strategies for implementation.
Rehti Nagar Parishad has the primary responsibility of delivering municipal services. So the CDP proposals will be implemented by the Nagar Parishad. The projects, prioritization, investment phasing, strategies and action plan are framed accordingly. The CIP involves the identification of public facilities to cater demand of the city populace in the years 2015 and 2035. The projects have been identified through a demand-gap analysis for various urban services. Identification of projects was followed by their prioritization based on the stakeholders consultation. The projects identified are aimed at ensuring the optimal and efficient utilization of existing infrastructure systems and enhancing the capacity of the systems/services to cater to the demands of future population. In addition to the projects which are related to major urban services,
CIP also includes developmental projects like greenery development, parking spaces, system modernization etc. The CIP and forecasted future needs for provision of capital facilities under each identified sector is presented below. These assets will help Rehti in improving the quality and coverage of service for the current population as well as accommodate the expected increase in population. In some of the sectors like source augmentation for water supply, development of landfill site etc, a planning horizon of 25 years has been considered. Rehti Nagar Parishad expects that these infrastructure assets would not only guarantee services to its citizens, but also signal a proactive commitment to potential investors.
9.3. City Priorities

A questionnaire survey to elicit stakeholders responses on key issues faced by city and extent of their severity was done. A questionnaire, provided in Annexure 2 was designed by IMaCS team to gain a comprehensive understanding of city-level and ward-specific issues encountered by citizens of Rehti. The questionnaire survey tried to obtain stakeholders vision of city, prioritization of various urban and infrastructural services. The questionnaire was divided into two parts; one corresponding to the entire city and the second part corresponding to the ward specific issues. In the first part of the questionnaire, questions pertaining to the whole city were included such as important aspects of the city, economic drivers, physical & social infrastructure, etc. The respondents were asked to rank the criticality of the issues on a scale of 1 to 9 with 1 being most critical and 9 being the least. The guidelines to decide the criticality included importance of a particular sector in citys development and existing status of the sector. These sectors were further divided into various components and respondents were again asked to rank the criticality of these components. This provided the information corresponding to the adequacy of the supporting infrastructure and facilities related to these sectors. The sectors included in the questionnaire were: Road network, Road surface condition, Water Supply, Sewerage facility, Storm water drainage, Solid waste management, Health facilities, Education facilities, and Greenery and adequacy of open space e.g. adequacy of parks, lawns in the city etc. In the second part of the questionnaire, a detailed survey of ward-wise infrastructure facilities was carried out. The approach and methodology adopted in this part was same as that followed in the first part of the questionnaire. Each respondent was asked to respond with respect to the ward he/she belongs to. The data collected through the questionnaire survey was analyzed to prioritize various sectors/services of the city according to their criticality. In addition to this, various components of each sector were also prioritized in order to identify the critical areas of all urban sectors/services. The data set included 30 responses for each question of the questionnaire. Questionnaire analysis: A basic analysis which includes percentage of respondents who have ranked various infrastructure sectors on a scale of 1 to 9 is given in Exhibit 9-1. A brief study of the Exhibit suggests that Sewerage, Water System, Roads and Health Infrastructure are among the most critical problems faced by the residents in Rehti.
Exhibit 9-1: Status of Infrastructure Facilities (%)
Problems/ Ranks
Problems/ Ranks Road Network Road surface Condition Availability of water Sewerage facility Storm Water Drainage facility Solid Waste Health Facility Education Facility Parks
1 5.88 5.88 5.88 35.29 -
2 11.76 5.88 5.88 17.65 11.76 17.65
3 23.5 3 17.6 5 11.7 6 5.88 5.88 5.88
4 17.65 5.88 5.88 17.65 5.88 5.88 5.88
5 5.88 17.65 29.41 17.65 5.88 -
6 11.76 17.65 5.88 5.88 11.76 11.76 -
7 11.76 5.88 17.65 11.76 5.88 11.76 -
8 11.76 5.88 5.88 17.65 23.53
9 5.88 17.65 5.88 5.88 11.76 11.76
In addition to a preliminary analysis, an overall rank for each sector was derived out of cumulative perception in terms of its criticality. A decreasing rank order of various infrastructure facilities is given in Exhibit 9-2. The ranking thus obtained lays down a path for prioritization of development works in the city. It would try to synchronize the usage of developmental funds with the needs of the city. It should be kept in mind that the Exhibit below is only an indicator of relative criticality of various sectors/services.
Exhibit 9-2: Ranking of Infrastructure Facilities
Rank 1 2 3 4 5 6 7 8 9
Source: IMaCS Questionnaire Survey Analysis
Infrastructure Facility Storm Water Drainage Road Surface Condition Sewerage facility Health Facility Solid Waste Management Road Network Education facility Availability of water Parks, Lawns
A detailed analysis was carried out for each sector in order to identify the most critical problem within each sector. The findings of this analysis will be useful while devising City Investment Plan, Annual Action Plan and Prioritization of projects within each sector. Exhibit 9-3 lists most critical problems in the various sectors/services of the city.
Exhibit 9-3: Critical Sectoral Issues
Sector Water Supply Storm Water Drainage Transportation Solid Waste Management
Most critical problem Supply Hours Blocked Drains Encroachments Shortage of collection site
As for the social infrastructure, stakeholders were asked to rank their perception on a scale of 1 to 4 with 1 being Good, 2 being Satisfactory, 3 being Poor and 4 being Very Poor. From the responses it has been observed that the city in-general suffers from poor social infrastructure which includes parks, proper markets & parking space, recreational activities, and good education and health care.
9.4. Summary of Investments

The total estimated capital investment required for providing efficient services to the present population and future population of Rehti by the year 2035 is Rs. 5383 Lakh at constant prices. Of the total identified investment need a total of Rs. 3443 Lakh is proposed for investment for Rehti Nagar Parishad by 2015. Investment Head (Agency/ Period) Total investment Need of Rehti by 2035 Investment by Rehti Nagar Parishad by 2015
Source: Computed Values
Rs. Lakh 5383 3443
The planning horizon for the projects identified in sectors of urban poor/ slums, system modernization, city beautification etc which can be taken up immediately by 2015 therefore the entire identified investment is proposed for funding by 2015 itself. In case of core service sectors of water supply, sewerage, drainage, solid waste management 2035 is considered as the planning horizon and hence only part of the identified investment is proposed for funding by 2015. Rehti will need to plan for the remaining identified investment to be funded beyond 2015. Also, the projects already under preparation by the ULB as indicated in the strategy section will form a part of the total investment need identified in the CIP. Exhibit 9-4 presents the summary of sector-wise total investment need and investments up to 2015.
Exhibit 9-4: Summary of Capital Investments
Investment by ULB S.No. Rehti Nagar Parishad Investment by 2015 Rs. Lakh 585 289 832 238 173 27 442 506 130 62 17 12 5 65 60 3443 Investment beyond 2015 Rs. Lakh 232 74 244 143 60 30 62 174 166 5 4 3 20 1215 Total Investment Need (Upto 2035) Rs. Lakh 817 363 1293 496 276 97 597 796 361 62 30 20 10 65 100 5383
A Water Supply B Sewerage and Sanitation C Urban Roads, Transport & Traffic D Storm Water Drains E Street Lighting F Solid Waste Management G Urban Poor/ Slums' Improvement H Health Infrastructure I Education Infrastructure J Socio-Cultural Facilities K Urban Environment L Urban Governance M Heritage & Tourism N Economy O Other Projects Total Investment Identified
Investment need for the Rehti Nagar Parishad As can be observed from the table above, a significant amount i.e. 59% of the total investment is needed by the year 2015. From the perspective of sector priorities, about 47% of the investment required for water supply will be proposed by year 2015 and 64% would be proposed for Sewerage and Sanitation. Drains and road sectors envisage around 48% and 64% respectively of the identified investment by 2015 while street lighting sector envisage about 63% of the identified investment. Within the total investment proposed for Rehti Nagar Parishad, apart from other investments which include, health, education, community development etc maximum share is taken by the Roads sector at 24 % followed by drain and health sector at 15.2% and 14.8% respectively. Sewerage accounts for 7% and solid waste management accounts for 2 % of the investment. Slum rehabilitation accounts for about 3 % of the total investment by 2015. Sector wise details of the City Investment Plan, capital facilities costs, supportive actions and implementation aspects are discussed in the following sections in detail. Demand-gap assessment leading to various projects identification has already been done in chapter 6.
9.5. Sector wise CIP details Capital needs/ Investments

9.5.1. Water Supply
The total investment need for water sector by year 2035 is estimated at Rs. 816.52 Lakh . However the gaps in the system are to be filled in phases in line with the quantum of population addition. Accordingly, part of the identified investment proposed to be funded by 2015 will cater to the current gaps and meet the immediate requirements. A DPR has been prepared to enhance the water capacity by withdrawing water from river Babar. This project should be taken up on immediate level as the current supply is way below desired levels as already discussed in sector analysis. Priority needs (2015) / Long term needs (2035) Sector/ Component Water Supply 1 2 3 4 5 6 7 Source Augmentation Treatment capacity Distribution Network Elevated Storage capacity w.r.t. Supply Refurbishment of Old Distribution Network Metering System Public Stand Posts Investment up to 2015 (Rs. Lakh ) 584.83 58.96 170.40 249.42 23.67 69.17 13.20 Investment beyond 2015 (Rs. Lakh ) 231.69 20.08 44.74 126.40 13.38 22.87 4.23 Total Investment till 2035 (Rs. Lakh ) 816.52 79.04 215.14 375.82 37.06 92.04 17.43 -
Action Plan for Implementation (2015) Water Supply Investment up to 2015(Rs. 584.83 2012 82.33 2013 185.94 2014 108.59 2015 207.97
Water Supply Lakh )
2012
2013
2014
2015
Capital Facilities
Support & System Sustenance Measures
Action Measures
Sector Notes
Performance Monitoring Indicators
Water supply Augmentation Treatment Plant Distribution network augmentation Elevated storage reservoirs of 3.04 ML capacity System refurbishment & replacements Metering System Regularise unauthorised connections, Check distribution leaks and reduce UFW Improve collections to reach 85% collection efficiency by 2015 The Nagar Parishad will have to develop a comprehensive water management plan for the city including details of groundwater availability, use, potential for increasing the water drawn from the available ground water source of the town. Identify the areas hitherto not covered by water distribution network and develop a comprehensive plan for providing water supply to these areas. Increase the number of domestic connections Reserve land for zones that are good for water recharge and water conservation Capital investments on system refurbishment and replacement shall happen only after conducting water audit and identification of UFW sources Improvement of collection efficiency is applicable to both arrears and current demand Daily per capita water supply (min of 135 lpcd) Elevated storage capacity w.r.t. supply (33%) Distribution network reach as % of road length (min 85%) System coverage water HSCs as % of PT assessments (min 85%) Cost recovery through user charges (100% O&M expenses)
9.5.2. Sewerage & Sanitation

The total investment need for sewerage sector by 2035 is estimated at Rs. 363.19 Lakh . However the gaps in the system are proposed to be filled in phases in line with the quantum of population addition and augmentation of water supplies to the town. Accordingly part of the identified investment is proposed to be funded by 2015 to cater to the current gaps and meet the immediate requirements. Priority needs (2015) / Long term needs (2035) Sector/ Component Sewerage & Sanitation 1 UGD Network City Development Plan - Rehti 108 Investment up to 2015 (Rs. Lakh ) 289.39 254.87 Investment beyond 2015 (Rs. Lakh ) 73.80 66.92 Total Investment till 2035 (Rs. Lakh ) 363.19 321.79
2 Treatment Capacity Public 3 Convenience Seats

26.22 8.30
6.88 -
33.10 8.30
Action Plan for Implementation (2015) Sewerage System/ UGD Investment up to 2015(Rs. Lakh ) 289.39 Collection network augmentation Sewerage Treatment Plants (decentralized waste water treatment method to be adopted) Pumping Machinery Ensure every house tax assessment & water connection is also connected to the UGD Improve collections to reach 85% collection efficiency by 2015
2012
2013
2014
2015
30.18
101.29
101.70
56.22
Capacity Facilities
Support & System Sustenance Measures Action Measures
Eradicate the conditions which give rise to conditions of malaria and other water borne diseases. Ensure access of sanitary facilities to the slum dwellers Isolate sewerage system from storm water and drinking water channels
9.5.3. Roads and traffic management

The total investment need for roads, street lighting and traffic management sectors by 2035 is estimated at Rs. 1293 Lakh . However the gaps in the system are proposed to be filled in phases in line with the area being developed and quantum of population addition. Accordingly part of the identified investment is proposed to be funded by 2015 to cater to the current gaps and meet the immediate requirements. Priority needs (2015) / Long term needs (2035) Investment up to 2015 Sector/ Component Roads & Urban Transport 1 Roads Up gradation 2 Roads New Formation Roads Widening & 3 Strengthening Bridges/Flyovers/subwa 4 ys Development of Bus 5 stop
(Rs. Lakh ) 831.55 85 193.05 43.50 500 10
Investment beyond 2015 (Rs. Lakh ) 461.45 40.18 348.23 73.04 -
Total Investment till 2035 (Rs. Lakh ) 1293 125.18 541.28 116.54 500 10
Action Plan for Implementation (2015) City Development Plan - Rehti 109
Roads, Street lighting and 2012 2013 2014 2015 Traffic Management Investment Rs. 831.55 up to 2015 52.00 175.73 240.54 363.28 Lakh (Rs. Lakh ) Roads Up gradation New road formation Widening & Strengthening Capital (Improvement Facilities of traffic system and Junction improvements ) Development of Bus Stop Identification of earthen roads which need to be upgraded to BT/CC Action Improve connectivity within the Municipal area Measures Provide parking lots and introduce parking fee Provide for footpaths on the existing and yet to be developed roads The design of the new roads should have provision for shoulder, foot paths, utility ducts and storm water drains under the foot paths. Sector Notes New roads development shall be integrated with the drain construction (i.e. for any new road drainage facility to be planned and constructed alongside) Performance Road network Degree of connectivity in terms of per-capita road length (min Monitoring 1.75 m) Indicators Road condition - % municipal roads surfaced (100% - CC/ BT surfacing)
9.5.4. Storm Water Drainage

The total investment need for drains sectors by 2035 is estimated at Rs. 496.25 Lakh . However the gaps in the system are proposed to be filled in phases in line with the road network being developed and quantum of population addition. Accordingly part of the identified investment is to be funded by 2015 to cater to the current gaps and meet the immediate requirements. Priority needs (2015) / Long term needs (2035) Investment up to 2015 Sector/ Component Drains Drains Up 1 gradation Drains New 2 Formation
Investment beyond 2015
(Rs. Lakh ) 237.98 78.06 159.92
(Rs. Lakh ) 258.28 258.28
Total Investment till 2035 (Rs. Lakh ) 496.25 78.06 418.20
Action Plan for Implementation (2015) Storm Water Drainage Investment 237.98 Lakh up to 2015 (Rs. Lakh ) New formation of Capital closed drains Facilities Up gradation Support & System Sustenance Measures Ensure that every divided road to have closed drains on either side and undivided roads have drains on at least one side 2012 59.49 2013 35.70 2014 83.29 2015 59.49
Action Measures
Sector Notes Performance Monitoring Indicators
Isolate sewerage system from drinking water and storm water lines Identify, delineate, sanitize and protect the natural drainage system of the city Adopt Root Zone treatment system for cleaning water in storm water drains before final disposal Improve drainage network on a priority basis in flood prone areas All new roads to be designed shall have adequate provision for storm water drains. Constructing new drains shall be integrated with the new roads development Drainage network should 130% of road length All divided roads to have drains on either side and undivided roads on at least one side Drains to be cleaned before and after monsoon for better functioning
9.5.5. Solid Waste Management

The total investment need for conservancy and sanitation sectors by 2035 is estimated at Rs. 96.97 Lakh . However the gaps in the system are proposed to be filled in phases in line with the road network being developed and quantum of population addition. Accordingly part of the identified investment is to be funded by 2015 to cater to the current gaps and meet the immediate requirements. Action Plan for Implementation (2015) Solid Waste Management Investment up to 2015 Rs. 96.97 Lakh (Rs. Lakh ) Acquisition of new vehicles for primary and secondary collection Capital Facilities Land fill infrastructure and composting facility development at disposal site City Development Plan - Rehti 111 2012 6.52 2013 9.59 2014 11.30 2015 -
Solid Waste Management Container Bins & dumper placers Construction of pay & use public convenience systems in slums Implementation of complete door -to-door collection Part-privatisation of house-toSupport & house collection at 80% System households (Rehti Nagar Sustenance Parishad to cover only 20% Measures households) Awareness campaign on source segregation Other actions/ Measures Performance Monitoring Indicators
2012
2013
2014
2015
Sector Notes
Increase the ambit of Solid Waste Management to include recycling and to facilitate and regulate the sector accordingly. Ensure optimum utilization of existing fleet I-E-C campaigns to be initiated for awareness among the urban poor and slum dwellers towards better SWM practices Initiate steps towards sharing the responsibility of primary collection of segregated garbage with citizens Develop transfer stations in a scientific, eco-friendly manner processing waste at these sites, for different types of material Develop decentralized waste processing sites at each zone- appropriate technologies Improve and ensure access to sanitary facilities for the urban poor and slum dwellers. Encourage pay & use category of public conveniences with community involvement in the maintenance of the same. Rehti Nagar Parishad shall be the prime implementing agency for the sector For establishment of Intermediate Transfer Stations to reduce cost of transportation, identify sites which are cost effective Identify localized/ decentralized locations for processing/ disposal/ reuse of biodegradable and plastic waste Source segregation reduction of waste to be collected (min 70 % of waste generated) Door-to-door collection as % of households covered (min 80%) Optimum fleet utilization (No. of trips/ vehicle/ day - average minimum of 2.5) Vehicle capacity as % of rated capacity to waste generated (minimum 100%)
9.5.6. Street Lights & Fire Fighting

The total investment need for street lighting by 2035 is estimated at Rs.275.93 lakh . However the gaps in the system are proposed to be filled in phases in line with the area being developed and City Development Plan - Rehti 112
quantum of population addition. Accordingly part of the identified investment is proposed to be funded by 2015 to cater to the current gaps and meet the immediate requirements. Funds for fire services have already been sanctioned for the town by Madhya Pradesh Government, thus it has not been taken into account. Priority needs (2015) / Long term needs (2035) Investment up to 2015 (Rs. Lakh ) Street Lighting 1 2 New Installation Underground Cabling 172.75 139.75 33 Investment beyond 2015 (Rs. Lakh ) 103.8 83.75 19.43 Total Investment till 2035 (Rs. Lakh ) 275.93 223.50 52.45
Sector/ Component
Action Plan for Implementation (2015) Street Lighting Investment Up to 2015 (Rs. Lakh ) Capital Facilities 172.75 New Installation Underground Cabling Action Measures 2012-13 43.19 2013-14 43.19 2014-15 51.83 2015-16 34.55
Replacement of existing tube lights and high power lamps with appropriate CFLs to reduce energy consumption and electricity bills. New Installation should include CFLs
9.5.7. Slums and Basic Services for Urban Poor

The requirements in the sector are of immediate priority and hence, the planning horizon for the sector is 2015 and accordingly projects and investments identified are to be funded by 2015. A sum of Rs. 442.15 Lakh is the investment identified for various improvement projects and for providing basic services to urban poor. Action Plan for Implementation Slums and Urban Poor Investment up to 2015 (Rs. Lakh ) Capital Facilities Other actions/ Measures Rs. 442.15 Lakh 2012 90.61 2013 164.67 2014 86.25 2015 100.63
In situ rehabilitation of slums housing Infrastructure development for Slum rehabilitation Providing for reservation of lands for EWS Facilitating access to credit for urban poor. Rehti Nagar Parishad can explore the option of acting as a guarantor. Frequent meetings with slum dwellers towards encouraging participation in slum development programmes, awareness creation on beneficiary contribution to project development and also assuming the responsibility of implementing the
Slums and Urban Poor 2012 2013 2014 2015 projects. Facilitate and encourage the neighborhood concept in slums to carry out towards recreational activities such as reading, sports and drama. Sector Infrastructure and basic services provision in slums shall not be in isolation but in Notes conjunction and in line with overall infrastructure development in the city. Awareness on health and hygiene shall be created among slum dwellers in line with the long-term goal of moving towards individual toilets and doing away with public convenience systems. Performance Water Supply Individual house service connections to all Monitoring Sewerage - Individual house service connections to all Indicators Sanitation Community toilets in short run and individual toilets in long run Solid Waste Management- Coverage of all slum households under door-to-door collection and awareness campaigns on source segregation
9.6. Social Infrastructure

9.6.1. Health Infrastructure
To meet the formulated sector goal with satisfactory level of service indicators, the sector would require an investment of Rs 796.00 Lakh by 2035. However, the gaps in the system are proposed to be filled in phases in line with the area being developed and quantum of population addition. Priority needs (2015) / Long term needs (2035) Investment up to 2015 (Rs. Lakh ) Health Infrastructure 1 2 General Hospital Nursing Home 506 416 90 Investment beyond 2015 (Rs. Lakh ) 290 240 50 Total Investment till 2035 (Rs. Lakh ) 796 656 140
Sector/ Component
Action Plan for Implementation (2015) Health Infrastructure Investment Up to 2015 (Rs. Lakh ) Capital Facilities 506 2012 149.00 2013 190.60 2014 83.20 2015 83.20
General Hospital Nursing Home
Action Measures
Augmentation of Bed Capacity of the city by either developing new facilities or upgrading the existing ones Development of Nursing home and Dispensaries Generating awareness about safe sanitation
Health Infrastructure Sector Notes
2012
2013
2014
2015
Provisions should be made for the optimal utilization of health infrastructure by tackling obstacles like shortage of power, medical staff, etc Primary care should be given due importance Hospital waste should be properly disposed
9.6.2. Education Infrastructure

To meet the formulated sector goal with satisfactory level of service indicators, the sector would require an investment of Rs 360.86 Lakh by 2035. As per the population projection the need of any new educational facility is not required by 2015, therefore complete investment would be required beyond 2015-16. The Education Sector needs to be strengthened by developing new schools at required levels, equipping schools with basic infrastructure, complementing education with employment opportunities and generating awareness about education. There is also a need to consider that, provisions should be made for the optimal utilization of education infrastructure by tackling obstacles like shortage of power, staff, etc and primary education should be given its due importance. Social Infrastructure Projects Name of the Project Education Need of the Project
Construction of 8 primary, 3 secondary schools Current educational infrastructure is supporting the current demand, but additional requirement stated above would be needed to support the future demand
9.7. Socio Cultural Facilities

To meet the formulated sector goal with satisfactory level of service indicators, the sector would require an investment of Rs 62 Lakh by 2035. Priority needs (2015) / Long term needs (2035) Investment up to 2015 (Rs. Lakh ) Socio-Cultural Infrastructure 1 2 3 Play grounds Community Hall Development of Mela Ground 62.02 50 0.02 12 Investment beyond 2015 (Rs. Lakh ) Total Investment till 2035 (Rs. Lakh ) 62.02 50 0.02 12
Sector/ Component
Action Plan for Implementation (2015) Socio-Cultural Infrastructure Investment Up to 2015 (Rs. Lakh ) City Development Plan - Rehti 115 62.02 2012 4.80 2013 29.81 2014 27.41 2015
-
Socio-Cultural Infrastructure Capital Facilities Play Grounds Community Hall Development of Mela Ground Action Measures
2012
2013
2014
2015
Development of Community Rooms, Community hall and a Public Library Development of Green Spaces Development of a Recreational Club, a Sports Complex and a Swimming Pool
Sector Notes
Maintenance of these public facilities plays a crucial role in preserving the assets A healthy socio-cultural atmosphere fosters a healthy environment for growth Land for these facilities can be acquired under the Public Purpose
9.8. Urban Environment & Tourism

9.8.1. Urban Environment
To meet the formulated sector goal, an investment is made of about Rs 30 Lakh by 2035. An investment plan was devised for the improvement of urban environment considering the future threats in the short and long terms. Priority needs (2015) / Long term needs (2035) Investment up to 2015 (Rs. Lakh ) Urban Environment 1 2 Tree plantation Preservation of Water Bodies 17 5 12 Investment beyond 2015 (Rs. Lakh ) 13 5 8 Total Investment till 2035 (Rs. Lakh ) 30 10 20
Sector/ Component
Action Plan for Implementation (2015) Socio-Cultural Infrastructure Investment Up to 2015 (Rs. Lakh ) Tasks Identified Action Measures 17 Tree plantation including Zoning treatment system Root 2012-13 3 2013-14 3 2014-15 3 2015-16 1
Strengthening of Waste Collection and Disposal Mechanism and Waste Water Conveyance System Development of green spaces and tree plantation Initiatives for ground water recharge & preservation of water bodies
9.8.2. Tourism
To meet the formulated sector goal, an investment is made of only about Rs 10 Lakh by 2035. An investment plan was devised for the improvement of urban environment considering the future threats in the short and long terms. Priority needs (2015) / Long term needs (2035) Investment up to 2015 (Rs. Lakh ) Tourism 1 Infrastructure 17 5 Investment beyond 2015 (Rs. Lakh ) 13 5 Total Investment till 2035 (Rs. Lakh ) 30 10
Sector/ Component
Action Plan for Implementation (2015) Socio-Cultural Infrastructure Investment Up to 2015 (Rs. Lakh ) Tasks Identified Action Measures 5 Developing Infrastructure Provision of rest houses/ hotels Sufficient parking Infrastructure 2012-13
0.50
2013-14
0.50
2014-15
1.50
2015-16
2.50
9.9. Urban Governance

To meet the formulated sector goal with satisfactory level of service indicators, the sector would require an investment of Rs 20 Lakh till 2035, whose investment snapshot is given below. Investment up to 2015 (Rs. Lakh ) Urban Governance 1 2 3 Computerization Training Modules GIS Mapping 12 3 3 6 Investment beyond 2015 (Rs. Lakh ) 8 2 2 4 Total Investment till 2035 (Rs. Lakh ) 20 5 5 10
Sector/ Component
Action Plan for Implementation (2015) Urban Infrastructure 2012 2013 2014 2015
Consolidated Yearly Investment (Rs Lakh ) 7.80 1.80 1.80 0.60 Electronic Items for Computerization Tasks Identified Training Modules GIS Mapping Computerization for improving accountability in the system Action GIS mapping for having a wide database which can be used for improving the Measures revenue, better planning and implementation
9.10. Other Investment requirement

During discussions it was identified that town requires improvement of crematorium/ burial grounds. The investment requirement identified for the town is Rs. 100 lakh up to 2035 and Rs. 60 Lakh up to 2015-16.
9.11. Financing Options & Structuring

Project structuring and risk assessment Infrastructure projects are typically capital intensive in nature. During the process of Rapid Urban Assessment and Stakeholder Workshop, the projects identified for ULBs to be incorporated in the City Development Plan varies across all conventional urban infrastructure sectors coming under the purview of ULB such as water supply, sewerage and Under Ground Drainage, sanitation, roads, transportation network, street lighting, storm water drains, solid waste management, community facilities etc. While on one hand, all the identified and demand driven projects, need to be financed in a sustainable manner, the ULBs in general do not have the financial strength to take up these projects on their own. Historically, ULBs have been dependent on conventional sources i.e., state and central support for funding infrastructure projects. While these sources still account for a considerable portion of the total fund flow in urban infrastructure sector, not 100% of these come as unconditional grant and ULBs are gradually made liable for funding their own projects by means of loan, beneficiary contribution etc. At the same time, other unconventional options for raising infrastructure finance such as pooled finance, Private Sector Participation (PSP) are also emerging. In this context, need for structuring infrastructure projects based on suitable financing options available in the sector becomes imperative. However, each of these options might have some risks associated with it and assessment of the same is also important. Detailed in the section below are the options for project structuring available in the present framework for financing ULB infrastructure with risk assessment for the same. ULBs revenue source
The revenue sources of ULB comprise of own revenue and State transfers (combination of assigned revenue and grants & contributions). State devolution to ULBs is a source of meeting the debt service requirements under various borrowings. An Urban Local Body is capable of financing its own projects if it has a revenue surplus position and capable of sustaining it consistently over future tenure of the project envisaged. However, the financial status analysis of Rehti Nagar Parishad shows that the Revenue account of the Nagar Parishad is not capable of taking huge investment entirely on its own balance sheet; hence it is not a valid option for this ULB. Risk assessment: Even if the ULB has a revenue surplus position at present, there could be inconsistencies in future thus making the project subject to risk of running out of fund. Ongoing sector development schemes/ programmes
Typically these are state and central sources of financing through which ULBs get fund in the form of loan and grants. Apart from traditional programmes, this option also includes multilateral sources of funding which is routed through state level nodal agency. State schemes Projects taken up under regular state schemes are generally funded entirely by the state. The funds are allocated in the state budget and made available to the implementing agency through the state
Urban Development Department (UDD). The ULB can structure its identified projects best suited to any such ongoing state scheme applicable for a specific sector. Risk assessment: Less risk but not likely to get fund for large capital intensive projects Central schemes For central schemes, the total funding is generally shared between centre and state or centre, state and ULB itself. The funding pattern is different for different schemes and could be of any combination of loan, grant and own contribution. Risk assessment: Low risk as Govt. supported programme. However, ULBs has to make arrangement for own contribution as well as repay loan over specified period. Thus has to assure a source for that. Risk assessment: Low risk as these Government supported programme. However, ULBs have to make arrangement for own contribution as well as repay loan over specified period. Borrowing
Pooled finance Pooled finance is a form of market borrowing. It is a financial instrument for tapping capital market to finance small city infrastructure projects. Like an independent financial entity, the Nagar Parishad can issue bond to raise money from market. The municipal bond has to be rated by a credit rating agency and then issued in the market. However, ULBs has to have a strong financial position to raise money by this instrument. Risk assessment: This instrument is prone to market risk ULB has to maintain consistently good financial position and credibility
Financial institution borrowing For ULBs, borrowing from financial institutions has been generally from government supported financial institutions like HUDCO, LIC etc. The Rehti Nagar Parishad can borrow money from these financial institutions. Risk assessment: Low risk as supported by Government The fund is focused towards urban development Disbursement could be conditional
Public Private Partnership
This instrument seeks to have contribution from a private party in developing a facility and/or operating a facility. There are various standard forms of contract that could be entered into between the public body (ULB) and the private party depending on the conditions best suited for a particular project. Typically, the private party would operate the facility over a certain period of time after developing in with some user charges and then hand it over to the public body Risk assessment: City Development Plan - Rehti 119
Risk of opposition to user charges for basic public amenities ULB has to have thorough monitoring over project development as well as operation period by private party
Other capital sources
These are some Government. capital sources, which are not dedicated to urban development but could be tapped for this purpose. For example funds from Member of Parliament Local Area Development (MPLAD), MLALAD, and Central Finance Commission Grants etc. These cannot be considered as regular sources of funds but can be tapped for one time investment by ULBs depending on availability and local situation. Risk assessment: Highly uncertain as long as not committed Most likely to be one time contribution, not a consistent source
9.12. Conclusion
In this chapter the investment requirement in various sectors and sub-sectors has been detailed out. Along with investments the action measures needed to implement the projects, performance indicators to identify the effective execution has also been detailed out. The next chapter puts forward the financial operating plan (FOP) for Rehti town.
10. Financial Operating Plan

10.1. Introduction
The sustainable investment capacity of Rehti Nagar Parishad has been assessed through a Financial Operating Plan (FOP), which gives a yearly forecast of finances for the years 2012-13 to year 201516. A salient feature of the FOP is that all outstanding dues, including debt and non-debt liabilities if any, have been taken into account. The accounts data of Rehti Nagar Parishad between the years 2006-07and 2010-11 are used as the basis for determining past trends in revenue and expenditure and arriving at appropriate growth assumptions for each of the income and expense items. After forecasting the revenue account, the capital investments proposed under the CIP are added to the forecast. The FOP is generated to assess the investment-sustaining capacity of Rehti Nagar Parishad. The project funding structure comprises of grants under the State scheme (accounting for 30 per cent of the funding); internal resources and loans accounting for the rest. 75% of the loan repayment would be the responsibility of the state and rest 25% to be managed by ULB. The level of investment that Rehti Nagar Parishad can sustain is determined by studying the overall surpluses/ year-to-year opening balance and debt service coverage ratio. If the debt service coverage ratio - DSCR (amount of surplus available to pay interest and to repay principal that is due) falls below 1, then the investments are reduced gradually till the DSCR exceeds 1 in all the years in the forecast period. The main items of income and expenditure, classified into the revenue account and the capital account, are projected in the FOP under the following categories.
10.2. Categories of FOP Projections

The main items of income and expenditure, classified into the revenue account and the capital account, are projected in the FOP under the following categories. Revenue Account Receipts: Taxes, Non Tax Sources, Assigned Revenue and Grants, Contribution and Subsidies Revenue Account Expenditure: Establishment Operation and Maintenance Debt Servicing- Existing and New Loans Phasing of non debt liabilities, and Additional O&M Capital Income and Capital Expenditure
10.3. Financial Strategies for CIP

In determining a long-term financial strategy, Rehti Nagar Parishad plans to raise resources and funds for the CIP through: Grants available under the State scheme Framework (as 30 percent State Govt. Grants). Available internal resources and improving upon the same through
i.
Increase the property tax coverage by bringing 100% properties under tax assessment. The property tax per assessment is found to be very low in Rehti and an hence initial revision of the annual rated value per assessment is proposed with subsequent revisions every five year Revision of Water charges at specific intervals. Though the revision in water tariff should be done on annual basis to recover 100% of the O&M cost. However, annual revision is not a general practice in all the ULBs across the state, so revision after every five years is envisaged for projections. Introduction of Sewerage Charges in 2014-15, after implementing the Sewerage Project Maintenance of the collection performance of taxes and charges at certain minimum levels for current and for arrears
ii.
iii. iv.
Grants available under the Framework (as percent of investment proposed for funding by 2015 in infrastructure sectors 30 percent would be given by state government as grant, state government will take loan on rest of the 70 percent investment, on which repayment would be done in such a manner that govt. will have to repay for 75 percent of the 70 percent of the investment and ULB will have to pay on 25 percent of the 70 percent of the total investment. Thus, on calculations it was found that state would be providing for 82.5 percent grants of the total investment). Borrowings from market or financial institutions
10.4. Financial Projections

Current revenue sources are projected under built-in growth assumptions for income and expenditure items, to assess the impact of each such revenue enhancement measure being suggested. The projections also aim at estimating the surplus that will be available for servicing new debt. Part of the surplus, after meeting the additional O&M expenses on newly created assets and infrastructure, is translated into debt size and project size (grant component plus debt component) based on certain assumptions regarding interest rate, repayment method and loan-grant mix. A spread sheet FOP model has been customized to depict the financial position of Rehti Nagar Parishad; the investment sustaining capacity of Nagar Parishad is assessed based on the FOP assumptions. The model was used to calculate future surpluses under various scenarios involving combinations of internal revenue improvement, state support, financing terms, etc.
10.5. Municipal Account: Growth Projections & Assumptions

The standard assumptions under which the projections are carried out and certain expenditure control and revenue augmentation measures proposed in line with the mandatory and optional reforms under the UIDSSMT framework are presented below in Exhibit 10-1
Exhibit 10-1: Important Assumptions made in the projections
Head Guiding Factor for Assessing the Sustaining Capacity Surplus DSCR
Assumptions
Positive surplus - year on year basis Greater than 1
Project Financing for admissible Components under JNNURM City Development Plan - Rehti 122
Head Project Costing New/Additional O & M and from second year of investment 5% growth is considered for the additional O & M Grant from GoMP Grant from GoMP for Health, Education and Slums If Loan for Balance funding Old Outstanding loans Revenue Expenditure Growth in Expenditure
Assumptions Unit Cost, with 5 % Cost escalation factor and 5% Physical contingency
5% of Capital cost 82.5% of the proposed projects 100% of the proposed projects Repayment in 12 years, with 3 year principal moratorium 8% interest rate As per existing terms and conditions
Actual average growth with a minimum 8% and maximum of 12% (based on last five years trend) Pay Commission Revision Pay Commission revision- additional 10% from 2013-14 every five years Assumption for assessment of Rehti Nagar Parishads sustainability Income Items Growth in revenue income Actual average growth with a minimum 8% and maximum of 12% (based on last five years trend) Property Tax: Propose to introduce from FY 2012-13 Annual growth in Assessment Increase in Assessments due to Survey/ PT Reforms Initial Revision in 2012-13 Revision of Tax Collection Performance Income Items- Water Supply Annual growth in Water Connection Regularisation connections Coverage of unaccounted 1.7% per annum 536 connections 85% of Assessed properties by 2015 by 150% in FY 20011 by 50 % every five years by 150% in FY 20011 by 25% every five years 85% by 2015-16 2 % per annum 524 properties 150% of the existing 50% every five years 85% or current average whichever is higher by 2015
Initial revision in water tariffs Next Revisions in water tariffs Initial revision new Connection fee Future revision new Connection fee Collection Performance Income Items- Sewerage Coverage Sewerage Charge Initial revision - new Connection fee City Development Plan - Rehti 123
100% of water connections by 2015-16 50% of water charges from year 2014-15 Rs. 1000 per connections
Head Future revision - new Connection fee Collection Performance

Assumptions by 10% every five years 85% by 2015
10.6. Investment Capacity/ Sustenance

Given the existing financial position of Rehti Nagar Parishad, the revenue and capital accounts are projected against the growth scenario and assumptions presented above. The City Investment Plan (CIP) shows that the total investment required to develop Rehti town is Rs. 3443.07 Lakh at constant prices in short term i.e. till 2015 (of the total Rs. 5382.54 lakh investment identified for funding till 2035). Rs 3443.07 Lakh include about Rs. 506 Lakh towards Health sector, Rs.130 Lakh towards education sector and Rs. 442 lakh towards urban poor, 100% of which would be provided by the state departments/schemes. Hence a FOP is generated from the sustainable investment point of view in line with current growth trends against the identified investment for Nagar Parishad of Rs. 2364.82 Lakh at constant prices till 2015, which excludes investment required for Health, Education and urban poor sectors. Base Investment Capacity Base Investment Capacity is estimated considering business as usual case, where Rehti Nagar Parishad has not taken any grant under UIDSSMT scheme and has not done any reforms to increase their revenue income. At this scenario the Parishad will be able to sustain only 12.30 % of the total investment identified for year 2015. Impact of Reforms on Investment Capacity of Rehti Nagar Parishad Following are the four cases considered as shown in Exhibit 10-2 and sustainability was checked.
Exhibit 10-2: Reforms Undertaken
Assumptions (Revenue Improvement Measures) Base Case Property Tax PT Survey Property Growth Collection Efficiency Rate Change Water Supply Water Audit/ Regularization System Refurbishment Collection Efficiency Revision of Charges UGD Introduction of Sewerage Charges Collection Efficiency Revision of Charges Institutional Reforms City Development Plan - Rehti 124 Impact of Reforms on Investment Capacity Scenario 1 Scenario 2 Scenario 3 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
No No No No No No No No
No No No No
Yes Yes Yes Yes
Yes Yes Yes Yes
Yes Yes Yes Yes
Assumptions (Revenue Improvement Measures) UIDSSMT Funding (GoI) UIDSSMT Funding (GoMP) Contribution to Revolving Fund ULB's Share in CIP Debt Funding No No No Yes No No No No Yes No Yes Yes Yes Yes No Yes Yes Yes Yes Yes
With reforms in Property Tax, Water Charges and Sewerage charges This case assumes the reforms in property tax, Water and Sewerage have been implemented and accordingly the investment capacity has increased by Rs. 3.52 Crore above the base investment capacity. These reforms will increase the total sustainable capacity to 14.90%. Reforms (without debt Funding) This case assumes that all the reforms suggested above are being implemented and UIDSSMT grants are also availed. In this scenario Nagar Parishads sustainable capacity will increase to 53.20%, which is 40.90% in addition to base case. Now Nagar Parishad will be able to sustain investment of about Rs. 12.58 Crore. Reforms along with debt Funding This case assumes that Nagar Parishad can increase their sustainable capacity by taking debt from any financial institution or private banks in addition to the implementation of reforms suggested above. In this scenario Nagar Parishad can sustain up to 54.40% of the total investment identified, which is 1.20 % more than without debt funding scenario. The impact of the different scenario on the investment sustainability of Rehti Nagar Parishad is shown below.
Fund Requirement For the identified investment for Nagar Parishad of Rs. 23.65 Crore at constant prices only Rs. 12.87 Crore is sustainable. Exhibit 10-3 shows the funding pattern for sustainable investment.
Exhibit 10-3: CIP Funding Pattern
S. No Mode of Funding Rehti Nagar Parishad Total Identified Investment till 2015 (current price) Investment by Nagar Parishad (current price) City Development Plan - Rehti 125
Source
Amount (Rs. Crore) 10.81 15.62
S. No Mode of Funding Source Investment by Nagar Parishad (constant price) Sustainable Investment till 2015 (constant price) Sustainable Investment (current) 1 Grants UIDSSMT 2 Loans Open Market/ FIs 3 Own sources Nagar Parishad
Amount (Rs. Crore) 23.64 12.86 15.62 12.57
From the above analysis (Exhibit 10-3), it is very clear that ULB alone even with the grant support under UIDSSMT scheme and reforms will not be able to implement 100% of the projects identified under the City Investment Plan (CIP). But they can substantially increase their sustainable capacity with these reforms. So, it is recommended that ULB along the support from UADD, GoMP should try to develop few projects at PPP model and additional grant support from GoMP. It is also recommended that on the same lines of the National Urban Information System (NUIS) programme for strengthening of information system at Municipal Corporation level, GoMP should also provide support to all the local bodies in Madhya Pradesh, which are not covered in the mentioned programme.
Financial Operating plan

Based on all the assumption for projections and the implementation of the strategies to improve sustainability of Rehti Nagar Parishad, the FOP has been prepared. (Refer Annexure). However, the summary of final revenue model is presented in below in Exhibit 10-4
Exhibit 10-4: Financial Operating Plan
1 Financial Year ------> Figures in Rs. Lakh Rehti Nagar Parishad SUMMARY i Opening balance ii Revenue Receipts iii Revenue Expenditure iv Municipal receipts v Municipal expenditure New Debt Servicing Exp. New O&M Exp. 88 165 112 359 299 149 184 147 616 569 196 205 190 752 722 226 229 227 646 626 246 260 240 308 264 290 298 253 319 274 335 329 266 346 282 399 362 279 381 298 482 399 293 420 314 588 440 309 463 331 2012-13 2 3 4 5 6 7 8 9 10
2013-14 2014-15 2015-16 2016-17
2017-18 2018-19 2019-20 2020-21 2021-22
Projection
10
18
24
24
24
23
21
20
18
31
59
82
87
92
96
101
106
111
vi Revenue Surplus/
53
37
15
20
46
63
83
106
132
Deficit for the year Municipal Surplus/ Deficit for the year
vii
60
47
30
20
44
46
63
83
106
132
viii Closing balance ix Performance Indicators DSCR DSR PT Collection Performance Source: IMaCS Analysis
149
196
226
246
290
335
399
482
588
720
15.83 2%
4.55 6%
1.82 9%
1.10 11%
1.82 9%
2.93 8%
3.79 7%
4.92 6%
6.38 5%
8.32 4%
62%
68%
73%
79%
85%
86%
86%
87%
87%
88%
10.7. Conclusion
This chapter discussed the Investment sustainability of Rehti Nagar Parishad. The discussion on assumptions for various financial projections was followed by detailing of investment capacity of ULB. The investment capacity was analyzed for four scenarios; Base case, PT improvements & Sector Reforms and Debt Funding & Reforms. The investment capacity analysis was followed by a discussion on the funding requirement of the city. The next chapter deals with the urban reforms.
11. Urban Reforms

11.1. Introduction
In recent times, several initiatives have been taken by GoI and GoMP to a) improve infrastructural facilities and help create durable public assets and quality oriented services in cities &towns b) enhance public-private-partnership in infrastructural development and, c) promote planned integrated development of towns and cities. A key aspect in achieving the fore mentioned goals is improvement in Urban Governance and Service Delivery. The underlying objective of most of the recent initiatives is to make ULBs financially sound and enable them to undertake new projects. The main thrust of the revised strategy of urban renewal is to ensure improvement in urban governance so that Urban Local Bodies (ULBs) and parastatal agencies become financially sound with enhanced credit rating and ability to access market capital for undertaking new programmes and expansion of services. In this improved environment, public-private participation models for provisioning of various services would also become feasible. Among various schemes aimed at the urban renewal, the most important schemes are Jawaharlal Nehru National Urban Renewal Mission (JNNURM) and urban infrastructure Development Scheme for Small & Medium Towns (UIDSSMT). Whereas JNNURM has its own selection criteria for the cities which can receive funding under it, UIDSSMT expands the ambit of beneficiaries to cover all cities/towns as per 2001 census excepting cities/towns covered under JNNURM. UIDSSMT aims at improvement in urban infrastructure in towns and cities in a planned manner. To achieve this objective, State Governments, Urban Local Bodies and para-statal agencies are required to accept implementation of an agenda of reforms as funding under UIDSSMT has been linked with the ULBs performance towards the implementation of anticipated reforms. The proposed reforms at various level of governance have been categorized into: Mandatory Reforms at the level of the State Government, Mandatory Reforms at the level of the Urban Local Body Optional Reforms at level of the State Government/Urban Local Body
11.2. Mandatory Reforms at the level of the State Government

11.2.1. Implementation of the 74th Constitutional Amendment Act Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/cities in implementing the 74 Amendment of the Constitution, with the objective of implementing decentralization measures. The State should ensure meaningful association and engagement of Urban Local Bodies in planning the function of para-statal agencies as well as the delivery of services to the citizens.
th
Current Status
All the provisions of 74th CAA incorporated in Municipal Acts. Powers and functions of 12 Schedule transferred to ULBs. Powers of preparation of Zoning Plans vested in Municipalities DPCs constituted and are functional from the year 2005 Process for constitution of MPCs in Million Plus cities is in progress.
th
Timeline for Reforms

All the reforms which were applicable under this section have been carried out.
11.2.2.
Public Disclosure Law
Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/ cities in Public Disclosure, with the objective that municipalities and parastatal agencies will have to publish various information about the municipality and its functioning on a periodic basis. Such information includes but is not limited to statutorily audit statements of annual performance covering operating and financial parameters, and service levels for various services being rendered by the municipality.
Current Status
Implemented in 2008-09. Provision has been made in Acts and Rules have been framed The state government agrees to make provision for public disclosure and ULBs to pass such a resolution in a stipulated time. The state government has agreed to undertake all required reforms related to financial statements in a stipulated time frame.
Timeline for Action on Reforms
11.2.3.
Rationalization of Stamp Duty
Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/cities to rationalize Stamp Duty, with the objective of establishing an efficient real estate market with minimum barriers on transfer of property so as to be put into more productive use.
Current Status
Reduction in rates by 0.5% Implemented in year 2008-09, that continued for FY 09-10 and 10-11. Rate reduced to 5% w.e.f. 1st April, 2011

GoI has been insisting on the gradual reduction of stamp duty to 5% and hence, GoMP has committed to the same in a stipulated time frame. Though the process has been initiated, it has recently been completed.
11.2.4.
Repeal of Urban Land Ceiling and Regulation Act
Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/ cities in the Repeal of ULCRA with the objective of increasing the supply of land in the market, removing the inefficiencies and in the establishment of an efficient land market.
Current Status
The ULCRA has been repealed in the year 2000.

All the reforms under this section have been carried out.
11.2.5.
Rent Control
Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/ cities in Rent Control, with the objective of having a system that balances the rights and obligations of landlords and tenants to encourage construction and development of more housing stock, as well as promoting an efficient and robust rental/tenancy market, so as to improve the availability of housing across all income categories.
Current Status
The MP Parisar Kirayedari Vidheyak, 2010 passed by the State Assembly in March, 2010. Bill sent to GoI for Presidential Assent.

A timeframe for the remaining aspects of this reform has been decided to fulfill the requirements in a stipulated time. In addition to this, process has been initiated to pass a resolution to establish a new rent control system
11.2.6.
Community Participation Law
Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/ cities in Community Participation, with the objective of institutionalizing citizen participation as well as introducing the concept of the Area Sabah in urban areas. The larger objective is to involve citizens in municipal functions, e.g. setting priorities, budgeting provisions, etc. The Community Participation Law refers to the appropriate provisions that need to be made in the state-level municipal statute(s) for the establishment of such a 3- or 4-tiered structure precisely as described above. These enactments will also need to ensure clear definition of functions, duties and powers of each of these tiers, and provide for the appropriate devolution of funds, functions and functionaries as may be decided by the State Government to these levels.
Current Status
Completed Mohallasamiti are formed as the third tier.

Community Participation Law is proposed to be enacted on the basis of Model Community Participation Law. Constitution of Mohalla Committees to further decentralize the system
11.2.7.
City Planning Functions
Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/ cities in the area of city planning, with an objective to assign or associate elected ULBs with city planning functions.
Current Status
In this area, all reforms have been achieved with the transfer of powers related to the provisioning of water supply & sewerage, public transport and solid waste management. This has been supported by the association of ULB with city planning functions. This has been achieved by the active participation of ULB in the preparation of city development plans.

All objectives of this reform except related to those of traffic and transport, have been achieved by various measures taken by state government.
11.3. Mandatory Reforms at the level of the Urban Local Body

11.3.1. Municipal Accounting Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/ cities in Municipal Accounting, with the objective of having a modern accounting system based on double-entry accrual principles, leading to better financial management, transparency and self-reliance.
Current Status
Madhya Pradesh Municipal Accounts Manual prepared and circulated in July 2007 Under implementation in all the 14 Municipal Corporations and 96 Municipal Councils All the 4 JNNURM cities have switched over to DEAS

With the growing thrust on adoption of double entry accrual base system of accounting in state and its several advantages over the existing system, Rehti Nagar Parishad should strive to shift to the new system on the immediate basis. Rehti Nagar Parishad should carry out all the requisites and migrate to the new system by year 2014-15. It is also recommended that Rehti Nagar Parishad should adhere to following timelines to achieve the objectives of this reform by year 2015-16. Refer Exhibit 11-1 for reform action plan
Exhibit 11-1: Municipal Accounting: Reform Action Plan
S.No
Reform Completion and Adoption of Manual Training of Personnel Migration to Double entry accrual based Accounting
2011-12
2012-13
2013-14
2014-15
2015-16
Yes
40%
80%
100%
30%
70%
100%
11.3.2.
E-Governance
Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/ cities in E-Governance, with the objective of having a transparent administration, quick service delivery, effective MIS, and general improvement in the service delivery link.
Current Status
The e-governance action plan is under implementation in JNNURM cities with the support of DFID funded MPUSP DPR under preparation for NMMP on e-governance for Indore, Bhopal &Jabalpur.

To achieve the objectives of this reform, city would be required to bring many of its services and procedures under the ambit of e-governance. As the first step, Rehti should procure equipments required for various applications by year 2011-12, which should be followed by the capacity building exercises aimed at enabling existing staff and recruitment of new staff competent to carry out the required duties. The city should aim to carry out registration of births & deaths, public grievance redressal, payment of property tax and bills of other utilities, municipal accounting, and works management system through computerization by year 2015-16. It is also recommended that Rehti Nagar Parishad should adhere to following timelines to achieve the objectives of this reform. Refer Exhibit 11-2 for reform action plan.
Exhibit 11-2: E-Governance: Reform Action Plan
S.No
Reform Appointment of state-level technology consultant as state technology advisor Finalization of implantation of action plan Appointment of software consultants/ agency for training
2011-12
2012-13
2013-14
2014-15
2015-16
Yes
Work in Progress
Yes
Implementation of e governance against the following modules Property Tax 20% 50% 80% 100%
S.No
Reform Accounting Water Supply & Other utilities Birth and Death registration Citizens grievance monitoring Personnel Management System
2011-12
2012-13 25% 25%
2013-14 50% 50%
2014-15 75% 75%
2015-16 100% 100%
40%
100%
30%
30%
100%
30%
70%
100%
11.3.3.
User Charges
Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/ cities in the levy of User Charges on different municipal services, with an objective of securing effective linkages between asset creation and asset maintenance and ultimately leading to self-sustaining delivery of urban services.
Current Status
User Charges have been defined in the Municipal Acts Separate Provision for User Charges has been introduced in Municipal Acts Amendment as above have been notified in official gazette dated 19-4-2010

Firstly, Municipality should establish a proper accounting system for Water Supply and should subsequently expand this system to other services such as solid waste management, sewerage, etc. The accounting system for water supply should be established together with the reforms related to municipal accounting. A proper accounting system should be in place for all the municipal services by year 2014-15. During this period, ULB should work in coordination of state government to define a user charge structure and service standards for each of the services. These initiatives should result in full recovery of O&M costs by year 2015-16. It is also recommended that Rehti Nagar Parishad should adhere to following timelines to achieve the objectives of this reform by year 2015-16. Refer Exhibit 11-3 for reform action plan
Exhibit 11-3: User Charges: Reform Action Plan
S.No Reform Formulation & Adoption of a policy on user charges by state/ ULB 2011-12 2012-13 2013-14 2014-15 2015-16
Yes
S.No
Reform The state should set up a body for recommending a user charge structure Recovery of O&M cost
2011-12
2012-13
2013-14
2014-15
2015-16
To be sorted out by state and ULB
70%
80%
90%
100%
4 A B
Establishment of proper accounting system for each service so as to determine the O&M cost separately Water Supply Sewerage Solid Waste Management 20% NA 50% 80% 100% 100%
25%
50%
75%
100%
5 A B
Achievement of targeted service standards for the service Water Supply (LPCD) Sewerage Solid Waste Management 75 75 NA 75 100 135
70%
70%
80%
85%
90%
6 A B
Defining user charge structure for the services Water Supply Sewerage Solid Waste Management Yes Yes
Yes
11.3.4.
Basic Services to the Urban Poor
Desired Objective
Provision of basic services to the poor including security of tenure at affordable prices, improved housing, water supply, sanitation and ensuring delivery of other existing universal services of the Government for education, health and social security.
Current Status
It is ensured that all the projects pertaining to housing for urban poor necessarily have provision for basic amenities listed in the 7 point charter.

The Nagar Parishad should attempt to increase the coverage of all services so that all urban poor have access to a minimum level of service. This can be achieved by means of various sub projects in a phased manner. Schemes like IHSDP should address the issue of housing and rehabilitation whereas all new projects should consider delivery of services to the poor as a part of their primary objective. All projects identified under CIP should give a due importance to covera ge of citys poor City Development Plan - Rehti 134
population. In addition to the new developmental works, works related to up gradation or strengthening of service delivery mechanism should also focus on the citys poor population. Rehti should target a period 5 years to cover all urban poor with basic services.
11.3.5.
Internal earmarking for basic services for poor
Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/ cities in the provision of basic services to the Urban Poor, with an objective of providing security of tenure at affordable prices, improved housing, water supply and sanitation. In addition, delivery of other existing universal services of the government for education, health and social security is to be ensured.
Current Status
State Government has taken policy decision to have such an internal earmarking done in all the ULBs in the State. The Government order to this effect has been issued on dated 13.04.07. This fund has now been made Non-lapsable. Executive instructions in this regard have been th issued on 29 July, 2010.

A detailed survey to identify the needs of urban poor in the areas of infrastructure and socio-economic upliftment should be carried out. Based on the findings of this survey and an institutional support from the state government, municipality should allocate certain percentage, ranging from 20 to 25 %, of their expenditure for the urban poor. It is also recommended that Rehti Nagar Parishad should adhere to timelines to achieve the objectives of this reform. Refer Exhibit 11-4 for reform action plan
Exhibit 11-4: Internal Earmarking for Poor: Reform Action Plan
S.No Reform A resolution between state government and ULB on comprehensive policy on providing basic services to all urban poor Defining criteria for identification of the urban poor Fresh enumeration based on the above Decision on the funds allocation percentage Achievement of actual fund allocation budget 2011-12 2012-13 2013-14 2014-15 2015-16
Yes
Yes
Yes
Yes
50%
75%
100%
11.3.6.
Property Tax
Desired Objective
JNNURM requires certain reforms to be undertaken by states/ cities in Property Taxes, with the broad objective of establishing a simple, transparent, non-discretionary and equitable property tax regime that encourages voluntary compliance. States/cities need to ensure that their desirable objectives for reforms include these reforms, but need not restrict themselves to these items.
Current Status
Unit area based, Non-discretionary, self-assessment system in existence from year 1996

Considering the low collection efficiency and gap between properties liable to pay property tax and properties that actually pay, property tax reforms should carried out on the immediate basis to improve the municipal revenues. It is recommended that Rehti Nagar Parishad should adhere to timelines to achieve the objectives of this reform. Refer Exhibit 11-5 for reform action plan
Exhibit 11-5: Property Tax: Reform Action Plan
S.No Reform Migration to selfAssessment of Property taxation Extension to uncovered properties Migration to the GIS based tax system Review and Revision of Property Tax guidelines Collection Efficiency Coverage Ratio (Registered Properties/ Actual No. of Properties) Establish Tax payer education programme 2011-12 2012-13 2013-14 2014-15 2015-16
Yes
50%
100%
20%
40%
75%
100%
Yes
40%
50%
60%
72%
85%
60%
70%
75%
80%
85%
Yes
11.4. Optional Reforms at level of the State Government/Urban Local Body

This category consists of reforms which are not mandatory and should be taken up by state/ULB on their own convenience. Refer Exhibit 11-6
Exhibit 11-6: Optional Reforms
SNo 1
Reform Revision of bye-laws to streamline the approval process for construction of
Status Completed
SNo
Reform buildings, development of sites etc. Simplification of legal and procedural frameworks for conversion of agricultural land for non-agricultural purposes. Introduction of Property Title Certification System in ULBs.
Status
Completed Responsibility of implementing this reform has been assigned to Revenue Department of the State Government. Govt. of India has been requested to give technical and financial support to State for implementing this reform. Provision for earmarking15% Land for EWS already exists. Additional 10% reservation for LIG has been made in Municipal acts In March, 2010. Responsibility of implementing this reform has been assigned to Revenue Department of the State Government. Govt. of India has been requested to give technical and financial support to State for implementing this reform. completed completed New set up has been approved for the JnNURM cities. Provision contractual appointment.
4 Earmarking at least 20-25% of developed land in all housing projects (both Public and Private Agencies) for EWS/LIG category with a system of cross subsidization.
Introduction of computerized process of registration of land and property.
6 7
9 10
Revision of bye-laws to make rain water harvesting mandatory in all buildings and adoption of water conservation measures. Bye-laws for reuse of recycled water. Administrative reforms i.e. reduction in establishment by bringing out voluntary retirement schemes, non-filling up of posts falling vacant due to retirement etc., and achieving specified milestones in this regard. Structural reforms Encouraging Public Private Partnership
all for
Service condition rules for Municipal Corporation being revamped Completed State Policy for PPP notified by the Finance Department.
11.5. Conclusion
This chapter provided the objective and status of various reforms mandated under UIDSSMT. The reforms were discussed under the headings of Mandatory Reforms at State level, Mandatory Reforms at ULB level and Optional Reforms at State and ULB level.
Annexure 1: Workshop Proceedings
First Workshop - Inception Workshop Inception workshop was conducted on 3 Nov 2011 in the meeting hall in Rehti Municipal councils office. The objective of this workshop was to introduce the stake holders of the city (Municipal council members, municipal officials, representatives from other departments and other eminent citizens) to the concept of City Development plan as strategy document which would focus on the vision of the city for coming 25 years and to involve the citizens in the City Development Plan (CDP) process and take their feedback on the identified infrastructure constraints that the city was facing, understand their concerns and also involve them in the prioritization of projects. Minutes of Meeting The meeting was organized with the help of Nagar Parishad and was attended by the people listed below.
rd
List of Stakeholders who attended First Workshop
S. No. 1 2 3 4 5 6 7 8 9 10 11 12
Designation / Department Adhyaksh Upadhyaksh CMO ARI ARI Nagar Panchayat Employee Nagar Panchayat Employee Councilor Councilor Councilor Sub-Engineer Computer Operator Raghuvir Singh Patel Santosh Panchavya N. S Raghubanshi
Name
Abhay Kumar Chaturvedi Dilip Kr. Gupta Sher Singh Rajput J.P Chauhan Kailash Nath Chandrabanshi Sutish Verma Sanmshad Begam Kevalram Kushwaha Abhishek Verma
A brief summary of proceedings of Kick -off Stakeholder Consultation Workshop is as follows: IMaCS explained the need for a long-term plan for Rehti and role of IMaCS, with support from Stakeholders, in preparing the City Development Plan. Adhyaksh, Mr.Patel and other Parishads discussed the strengths and weaknesses of the town and also its growth prospects. The presentation by IMaCS familiarized the stakeholders with the purpose, process, and expected outcomes of the CDP study. Members were then requested for their views and suggestions in formulating the City Development Plan with key stress on following areas: Identity of the city and development prospects City Development Plan - Rehti 139
Needs and necessary Projects to be undertaken Ward specific issues that need immediate attention
A few suggestions that came out of the discussion are as under Rehti is the nearest town (about 4 km away) to the Temple at Salkanpur, which is a place of religious importance and attracts a lot of tourists. It is therefore necessary in Rehti to have facilities to cater the needs of the tourists and hence promote tourism. Source of Water for the city is ground water (i.e. hand pumps, tube wells). The ground water is connected to the ESR (elevated service reservoirs) and is supplied to the town. There is no treatment plant at present. With the growing populations other options need to be explored. There is no sewerage system in the town at present. The sewerage is carried by the storm water drains or nallahs that flow along the natural ground topography and finally flow into Narmada River or accumulate in the low lying area causing unhygienic conditions. The city roads have potholes, and most of them are kutcha roads. Due to lot of encroachment on roads by the shopkeepers as well as parking on the streets, the road width gets reduced and the roads become narrow. Employment opportunities in the town should be boosted by taking appropriate measures because the current work force participation in the town is very low.
Second Workshop- Sector Analysis, City Vision & Strategy Formulation Second workshop was conducted on 21 December 2011 in the meeting hall in Rehti Nagar Parishads office. The objective of this workshop was to interact with various stakeholders to finalize City Profile; to finalize sector strategies in consonance with the city vision and sector goals; and to evaluate the strategies from the perspective of their contribution to achieving the vision and sector goals. In this workshop, city profile was presented to the stakeholders followed by a discussion on city perspectives and city priorities as perceived by the stakeholders. With the background of city profile, perspective and priorities, a collective and shared vision was developed for the city. In addition to the formulation of the vision and sector goals, the preliminary discussions were carried out on strategies, priorities and major actions that would be required in the next five years to move towards the vision 2035. This workshop also involved selection of strategies based on their contribution towards achieving the city vision and sector goals. The selection of strategies was followed by prioritization of identified projects and immediate actions required to achieve the sector goals. This workshop culminated in the consolidation of city vision, sector goals, strategies, priority actions and projects. Minutes of Meeting The meeting was organized with the help of Nagar Parishad and was attended by the people listed below.
List of Stakeholders Present for Second Workshop
st
S. No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14
Designation / Department President, Rehti Nagar Parishad Tahsildar, Rehti CMO, Nagar Parishad, Rehti Accountant, Nagar Parishad, Rehti Parshad, Nagar Parishad, Rehti Parshad, Nagar Parishad, Rehti Patwari Parshad, Nagar Parishad, Rehti ARI, Nagar Parishad, Rehti Sub Engineer Parshad, Nagar Parishad, Rehti Nagar Parishad, Rehti Nagar Parishad, Rehti Nagar Parishad, Rehti Sh. Raghuveer Patel Sh. SR Kanasha Sh. RD Sharma Sh. SS Rajput Smt. Shamshad Bi Sh. Tej Singh Sh. VinayRawat Smt. Rajamani
Name
Sh. Dilip Kumar Gupta Sh. KR Kushwaha Sh. Nepal Singh Sh. JP Choudary Sh. Ramdas Sh. Rajendra
S. No. 15 16
Designation / Department ARI, Nagar Parishad, Rehti Nagar Parishad, Rehti Sh. RP Pandey Sh. RN Vyas
Name
Presentation started off with a brief introduction of the study i.e. Preparation of City Development Plan for Rehti, so as to bring all the stakeholders on the same platform (Refer Annexure Ia). Based on the information collected by various sources, the representative from IMaCS presented city profile which included demographic and socio-economic profile of the town with spatial component. Demographic profile dealt with population growth trend and its probable reasons, it also showed the population projections and the methods used for these projections. The stakeholders agreed on the projected population. Socio-economic profile comprised of key socio-economic parameters, major economic base and major potentials and main issues faced by the residents of the town. During this, stakeholders stated that few steps are needed to increase employment opportunities and improve quality of life in the town to discourage migration to urban areas/cities. City profiling was followed by the findings of Sector Analysis which includes Water Supply, Sewerage and Sanitation, Storm Water Drainage, Solid Waste Management, Transportation, Health, Education and other socio-cultural facilities for short, medium and long term, i.e. 5 years, 10 years and 25 years respectively. Analysis comprised of existing status of service level indicators, Demand-Supply Gaps for and key observations & major issues. After covering these sections, we turned our focus on formulation of a vision for Rehti. This par t of the presentation included definition of vision, major concerns that need to be addressed while developing a vision and important aspects that define Rehti. It was then followed by stating the vision for the town based on our understanding. Formulation of City vision and Sectoral goals were supplemented by a Questionnaire survey in the local dialect (Hindi Annexure II) with the aim of obtaining stakeholders vision of the city. . Questionnaire survey included stakeholders view of problems in the various sectors, evaluation of citys growth and infrastructure and ranking of major issues and problems of the town, as perceived by stakeholders. Further the stakeholders discussed sectoral strategies and vision and suggested few things such as insufficient water supply and how to improve the same. They also suggested getting water from river Narmada as source. Further, they highlighted the lack of employment opportunities, in this town which is a cause for youth migrating to other cities. The stakeholders suggested that since, Rehti has a strong agricultural base and it has a regional crop market (Mandi), few small scale agro based industries can be promoted in the town. Small scale industry of herbal medicine can be further supported and grown. They also suggested of generating employment by developing Rehti as tourist hub. Other than this, the condition of slums was also discussed. There was a suggestion to improve the quality of life of all the slum dwellers by providing basic infrastructure to all of them. They also talked about acute shortage of doctors and of other healthcare facilities. The stakeholders showed concern about non-availability of parks, playgrounds, community halls and ill maintained ponds. Other than this, they agreed on various strategies and sector goals and the actions required for the development of the town which was presented by our team.
Third Workshop- Draft Report Finalization The final workshop for City Development Plan for Rehti was th held on 27 August 2012 at Rehti Nagar Parishad office. The workshop was attended by approximately 15 stakeholders including, Adhyaksh, Upadhayaksh, CMO, Sub-engineer, other staff and citizens.
List of Stakeholders present for Third Workshop
S. No. 1 2 3 4 5 6 7 8 9 10 11 12 CMO
Designation / Department R D Sharma Raghuvir Singh patel Santosh Singh Kewal Ram Kushwaha Dilip Kumar Gupta Rajendra Prashar Hari Prasad Sher Singh Rajput Swakalp Singh Sejja Singh Nepal Singh Uttam Singh Adyaksh Upadhayaksh Parshad CA Nitiadhyaksh Parishad Pratinidhi Parishad Pratinidhi Citizen Parishad Pratinidhi Parishad Parishad Parishad Pratinidhi
Name
Broad theme for this workshop was to appraise the stakeholders with the outcome of the plan and share with them the Projects which has come out from the detailed consultations in the preceding workshops and corresponding investments to implement those projects on ground. Municipal interventions which are needed in order to cope up with the projected investments and the amount of revenue which the Nagar Parishad can generate upon doing the proposed reforms were also discussed. CIP and FOP were explained to the stakeholders with a road map on how to achieve it. The Exercise was well appreciated by the stakeholders and with that note; the final workshop for the CDP exercise for Rehti was completed.
Annexure 2: Questionnaire
Annexure 3: Financial Projections
Financial Year ------> Figures in Rs. Lakh Rehti Nagar Panchayat SUMMARY i ii ii i i v v Opening balance Revenue Receipts Revenue Expenditure Municipal receipts Municipal expenditure New Debt Servicing Exp. New O&M Exp.
2006 -07
2007 -08
2008 -09 Actuals
2009 -10
201 0-11
201112 Estim ate
2012 -13
2013 -14
201415 Projection
2015 -16
2016 -17
2017 -18
201819
201920
202021
202122
66 686 135 119
16 116 69 175 197
(5) 109 63 200 153
42 192 102 259 195
106 177 110 273 265
114 145 101 224 250 -
88 165 112 359 299 4 9
149 184 147 616 569 10 31
196 205 190 752 722 18 59
226 229 227 646 626 24 82
246 260 240 308 264 24 87
290 298 253 319 274 24 92
335 329 266 346 282 23 96
399 362 279 381 298 21 101
482 399 293 420 314 20 106
588 440 309 463 331 18 111
v i v ii v ii i i x
Revenue Surplus/ Deficit for the year Municipal Surplus/ Deficit for the year Closing balance Performance Indicators DSCR DSR PT Collection Performance
(620 ) 16 16
47 (22) (5)
47 47 42
90 64 106
67 8 114
44 (25) 88
53 60 149
37 47 196
15 30 226
2 20 246
20 44 290
46 46 335
63 63 399
83 83 482
106 106 588
132 132 720
0% 56% 0
15.8 3 2% 62%
4.55 6% 68%
1.82 9% 73%
1.10 11% 79%
1.82 9% 85%
2.93 8% 86%
3.79 7% 86%
4.92 6% 87%
6.38 5% 87%
8.32 4% 88%
REVENUE ACCOUNT RECEIPTS Own Sources I Tax Revenue 1
Property Tax
155
2 3 Non Tax 1 2 3 4 5
Integrated tax Other Taxes Rental Income from Municipal Properties Water Charges Sewerage Charges License and Fees Others Sub Total Own Revenue
1 1
3 2
2 2
1 2
2 3
2 2
3 3
3 3
3 3
4 4
4 4
4 5
5 5
6 6
6 6
7 7
8 3
6 5
4 3
4 4
3 4
5 4
6 8 0
6 8 0 0 24 49
7 9 1 0 27 56
7 10 3 0 31 63
8 14 7 0 34 76
9 22 10 0 38 94
9 23 11 1 43 102
10 23 12 1 48 110
11 24 12 1 54 119
12 24 12 1 60 129
0 10 26
0 10 31
0 11 26
0 27 40
0 28 42
0 19 35
0 22 43
I I
Assigned Revenue and Compensations 1 2 3 4 Octroi compensation Stamp duty Passenger tax compensation Income under special acts Sub Total assign revenue 27 0 7 1 34 27 0 8 0 35 26 0 7 0 33 42 0 8 0 50 63 0 5 0 69 41 0 8 0 49 46 0 8 0 55 52 0 9 0 61 58 0 10 0 68 65 0 10 0 76 73 0 11 0 85 82 0 12 0 94 92 0 13 0 105 103 0 14 0 117 115 0 15 1 131 129 0 16 1 146
I I I
Revenue Grants, Contributions and Subsidies 1 2 3 4 Road maintenance Mid day meal State finance commission (S.F.C) Other grants Sub total Revenue Grants 6 0 0 0 6 66 50 0 0 0 50 116 50 0 0 0 50 109 6 41 55 0 102 192 53 4 8 0 66 177 37 10 14 0 60 145 41 11 15 0 67 165 46 12 16 0 74 184 52 12 17 0 82 205 58 13 19 0 90 229 65 15 20 0 100 260 73 16 22 0 110 298 81 17 23 0 122 329 91 18 25 0 135 362 102 20 27 0 149 399 114 21 30 0 165 440
Total Revenue Receipts EXPENDITURE Salaries/ Wages & Allowances I
57
52
45
69
79
77
74
79
84
89
94
100
106
113
120
128
156
I I I I I
Administrative Expenses Operation & Maintenance 1 2 Existing O&M New O&M
6 4
6 0 3
9 5 1
14 3 2
13 0 5
10 0 2 0 0
11 9 2 0 4 12 112
12 31 2 0 10 13 147
13 59 2 0 18 14 190
14 82 2 0 24 15 227
15 87 2 0 24 17 240
16 92 2 0 24 18 253
18 96 2 0 23 20 266
19 101 2 0 21 22 279
21 106 2 0 20 24 293
22 111 2 0 18 27 309
I V V
Programme Expenses Repayment of Loans 1 2 Existing Loans New Loans (Interest Payment)
V I
Other Miscellaneous expenditure Total Revenue Expenses
9 80
8 69
3 63
14 102
13 110
11 101
CAPITAL ACCOUNT RECEIPTS Sale of asset I I Loans I I Public Contribution I I Income from I Connection Fee V (Water & Sewerage) V Grants & Contributions 1 2 3 4 5 6 7 8
0 0 0
0 0 0
1 0 0
8 0 0
2 0 0
0 0 0
0 44
0 84
0 100
0 74
0 2
0 0
0 0
0 0
0 0
0 0
12
Special Projects Basic services UIDSSMT IHSDP Flood relief & NRCP T.F.C Other Grants New Grants
27 25 0 0 6 3 7
11 34 0 0 7 6 0
8 31 0 0 1 9 41
20 27 0 0 0 3 9
1 21 63 0 0 9 0
14 30 13 0 3 7 12
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 8 0 142
0 9 0 338
0 10 0 432
0 11 0 325
0 12 0 21
0 14 0 0
0 15 0 0
0 17 0 0
0 19 0 0
0 22 0 0
157
Sub Total Grants V I Other Capital income Total Capital Receipts EXPENDITURE 1 2 I V CAPEX
69 0 69
59 1 59
90 1 91
59 1 67
94 0 96
79 1 80
150
347
441
335
33
14
15
17
19
22
194
433
547
417
47
21
17
18
21
23
Investment New Loans (Principal Repayment)
38
125
89
84
149
149
187 0
422 0 422
531 0 531
399 2 399
47 7 24
21 13 21
17 18 17
18 19 18
21 21 21
23 22 23
38
125
89
84
149
149
187
158
Annexure 4: Maps
Annexure 5: Presentation of Final Workshop
Disclaimer: The report is based on information collected by IMaCS from sources believed to be reliable. While all reasonable care has been taken to ensure that the information contained herein is not untrue or misleading, IMaCS is not responsible for any losses that the client may incur from the use of this report or its contents. The assessment is based on information that is currently available and is liable to change. The analysis that follows should not be construed to be a credit rating assigned by ICRAs Rating Division for any of the companys debt instruments. IMaCS is not a legal firm and our advice/recommendations should not be construed as legal advice on any issue.
ICRA Management Consulting Service Limited (IMaCS) Logix Park, 1st Floor, Tower A4&A5 Sector 16, Noida 201 301, Uttar Pradesh, India Tel: 91 120 4515800 Fax: 91 120 4515850 Website: www.imacs.in City Development Plan - Rehti 161

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2012 Madhya Pradesh Urban Administration and Development Department

Urban Administration and Development Department Government of Madhya Pradesh

Report on City Vision, Sector Goals, Strategies, Projects and Priorities

D RAFT CITY Plan DEVELOPMENT PLAN City Development for Rehti

City Managers Association ICRA ManagementConsulting Services LimitedMadhya Pradesh

ICRA Management Consulting Services Limited

Abbreviations and Acronyms

City Development Plan - Rehti

City Development Plan - Rehti

City Profile and Growth Potential

Municipal Services - Status assessment, gaps and actions being taken

City Development Plan - Rehti

66.2 80.1 (13.9) 69.2 37.6 31.6 16.4

192.1 102.2 89.9 67.1 83.9 (16.9) 106.0

176.7 110.2 66.5 96.3 148.8 (52.5) 113.5

Observations on Municipal Accounts:

Vision for Rehti

City Development Plan - Rehti

Action Plans List of Identified Projects

City Development Plan - Rehti

City Development Plan - Rehti

City Development Plan - Rehti

Capital Investment Plan (CIP) and Priority Projects

Capital Investment plan Summary: Rehti

City Development Plan - Rehti

Broad Actions to achieve the City Vision and Sector Goals

Financial Operating Plan and Investment Capacity

City Development Plan - Rehti

City Development Plan - Rehti

10.1. 10.2. 10.3. 10.4. 10.5. 10.6. 10.7. 11.

URBAN REFORMS ............................................................................................................................. 128

City Development Plan - Rehti xviii

City Development Plan - Rehti

City Development Plan - Rehti

1.2. Objectives and Scope of Work

City Development Plan - Rehti

1.3. Description of Task (as outlined in RFP)

Workshop-I: Kick-off workshop

City Development Plan - Rehti

1.3.2. Situation assessment (opportunities, strengths, weaknesses and gaps)

1.3.3. Development of city vision and sector goals and strategies

Vision, Goal and Strategies

1.3.4. Development of strategies and priority actions

Analyze governance framework and reform action plans

Sector Analysis, Vision, Strategies and Projects Report

Workshop-II: ULB level workshop

1.3.5. Preparing a City Investment Plan (CIP) and a financing strategy

Scheduling of priority actions and developing a City Investment Plan (CIP)

1.3.6. Draft CDP

Workshop-III: Workshop on Draft CDP

1.3.7. Final CDP document

1.4.1. Guiding Principle

Sharp focus on the need and expected outcomes

JNNURM Toolkit(s) as a guiding framework

Enable Participation through a structured Multi-stakeholder Consultative Process

Action orientation and resource mobilization

1.4.2. Approach and Methodology

1.4.3. Module I: Inception and Kick off

City Development Plan - Rehti

Exhibit 1-1: Approach & Methodology

1.4.4. Module II: Consultations and Analysis

City Development Plan - Rehti

City Development Plan - Rehti

Sector Strategy and Goals