ShahganjCDP E

2012
Madhya Pradesh Urban Administration and Development Department
Urban Administration and Development Department Government of Madhya Pradesh
DRAFT CITY DEVELOPMENT PLAN SHAHGANJ NAGAR PARISHAD Report on City Vision, Sector Goals, Strategies, DISTRICT SEHORE, MADHYA Projects and Priorities PRADESH
City Development Plan forShahganj
January 2012
Submitted to Commissioner Urban Administration and Development Department, Parishad Bhawan, Nr. 6 No. Stop, Shivaji Nagar, Bhopal Phone: +91-755-2552356 Fax: +91-755-2552591
Project Co-ordination:
City Managers Association Madhya Pradesh ICRA ManagementConsulting Services Limited

Logix Park, First Floor Plot A4 & A5, Sector 16 Noida 201301
Prepared by:
City Development plan for Shahganj
ICRA Management Consulting Services Limited
City Profile
CompanyName ULB Name Whether the Sectoral Analysis report is as per UADD requisites Geographical location (Town) Average rainfall (annual) Height above mean sea level Town Brief Municipal area (1991) Municipal area (2001) Municipal area (2011) Date of Constitution of ULB Latitude Longitude MM Mts Sq kms Sq kms Sq kms Date In one or two sentences 11.35 Dec-10 Located on the Banks of River Narmada hence it is a town with religious importance and is a part of Narmada Parikrma ICRA Management Consulting Services limited (IMaCS) Shahganj Nagar Parishad Yes 22.85 N 77.7833 E 1250 300
Historic importance
Population Year 1981 (under Municipal boundary only) Population Year 1991 (under Municipal boundary only) Population Population Year 2001 (under Municipal boundary only) Population Year 2011 (under Municipal boundary only) Name of Population projection Method Projected population adopted Year 2015 Projected population adopted Year 2025 Projected population adopted Year 2035 Land Use Residential Commercial Land Use Public - semi public Agriculture Industrial Roads Green area Sensitive Water bodies Total Balance 0.02 11.35 % Standard (as per UDPFI) 45-50 02to 3 6 to 8 Balance 8 to 10 10 to 12 12 to 14 0.2 0.02 Town level 8512 CAGR considered as 2.5 % till 2021 and then 3% for 2031 & 2041 9396 12264 16481 Land use (Tentative in Sq kms ) 2 0.03 0.03 9.05 Land use (Tentative in percentage) 17.57 0.26 0.26 79.79 0.00 1.76 0.18 0.00 0.18 100.00 7386
Ward #
Ward 1
Mahat ma Gandh i
Ward 2
Mahar ani Laxmi bai
Ward 3
Devi Ahilya bai
Ward 4
Dr. Ambed kar
Ward 5
Mahari shi Valmik i
Ward 6
Dr, Jakir Husai n
City Profile (Ward Wise) Ward Ward Ward 7 8 9

Chhatr apati Shivaji Sardar Vallabb hai Patel Lal Bahad ur Shastri
Ward 10
Swami Vivekan anad
Ward 11
Chand rashe khar Azad
Ward 12
Bhagat Singh
Ward 13
Shya m Prasa d Mukh erjee 555 0.55 1016 284 271 25 8 954 80 0 0 121 43 0 64
Ward 14
Pandit Deend ayal Upadh yaya 676 2.17 311 339 337 26 18 994 76 2 0 120 9 0 12
Ward 15
Rani Durgaw ati
Total
Name of ward
Ward Population (2011) Area (sq kms) Density (PPSqkm) Male Female SC ST BPL Sex ratio Literacy rate (%) No. of Primary schools No. of Primary Health Centre No. of Households Primary occupation (Majority) Seconday occupation Tertiary occupation No. of SS/LS industrial units
544 0.96 568 280 264 49 0 943 81 0 0 106 0 4 89
495 0.13 3805 258 237 69 23 919 63 1 0 95 0 1 12
543 0.58 931 284 259 138 0 912 75 0 0 110 5 2 46
537 0.37 1449 286 251 184 0 878 71 0 0 113 7 0 6
503 0.47 1062 270 233 270 0 863 53 0 0 95 19 0 64
600 0.24 2479 302 298 30 0 987 64 0 0 120 0 0 0
527 1.13 466 271 256 28 28 945 69 0 0 116 0 1 10
598 1.74 344 312 286 112 0 917 56 1 1 120 2 2 14
604 0.15 4005 299 305 0 0 1020 64 0 0 118 4 0 21
539 0.13 4172 278 261 24 0 939 80 0 0 106 1 42 21
562 0.2 2848 278 284 30 0 1022 64 0 0 106 1 1 6
680 0.56 1207 340 340 0 0 1000 68 0 0 136 34 1 76
549 1.96 280 291 258 38 267 887 71 1 0 105 79 0 30
8512 11.35 749 4372 4140 1023 344 4130 946 69 5 1 1687 204 54 471 0
ii
Ward #
No. of Commercial establishment s No. of Slum pockets* Slum population No. of Slum Households No. of Individual water connections in the ward No. of Community water connections No. of Commercial water connections No. of Tube wells No. of Handpumps No. of OHTs % Coverage of piped water supply No. of Individual Toilets No. of Individual Septic tanks No. of Community Septic tanks
Ward 1
8
Ward 2
10
Ward 3
15
Ward 4
3
Ward 5
Ward 6
5

4 50 20
Ward 10
4
Ward 11
6
Ward 12
3
Ward 13
2
Ward 14
5
Ward 15
8
Total
143
1 544 106
1 549 105
2 1093 211
69
57
53
26
21
48
40
60
15
29
15
27
27
14
30
531
11
10
10
53
1 3 2 50% 40% 35% 40% 40% 50% 10% 1 2 1 3 1 2 1 10%
1 4 1 2 1
2 4
4 25 3
30%
50%
60%
60%
50%
30%
20%
38%
80
45
10
12
15
10
20
20
40
60
65
40
45
60
20
542
41
43
20
18
25
52
35
50
40
28
38
31
62
46
19
548
iii
Ward #
No. of Community toilets % of population Open defecation No. of Dust bins Wardwise Waste generated (Kgs) Road sweeping (1 time or 2 times) Total no. of sanitary workers in the ward Length of Pucca road (Mts) Length of Kuccha road (Mts) Length of State Highway Length of National Highway Length of Road side drains Pucca (Mts) Length of Natural drains (Nallah) Pucca/Channel ized (Mts)
Ward 1
Ward 2
Ward 3
Ward 4
Ward 5
Ward 6

1
Ward 10
Ward 11
Ward 12
Ward 13
Ward 14
Ward 15
Total
1
25
53
91
89
84
92
83
93
66
43
39
71
63
50
81
68
10
136
123.75
135.75
134.25
125.75
150
131.75
149.5
151
134.75
140.5
170
138.75
169
137.25
2128
15
15
390
445
280
175
275
150
675
350
690
350
410
790
710
550
140
6380
380 0.16
480 0.49
910 0.37
450
525 0.17
690 0.96
450
530
350
210
1050
300
800
1500
1200 2.28
9825 4.43 0
0.16
0.49
0.37
0.17
1.19
iv
Ward #
Length of Natural drains (Nallah) Kuttcha (Mts) No. of Streetlights No. of Electricity connections Name of Tourist site if any Name of Heritage site if any Bus stop (No.) Bus stand(No.) Parks (No.) Playground(No .) No. of Residential properties No. of Commercial properties Total Property tax collection (in Rs.) Property tax coverage(in %) Available Government land (Sq kms) Remarks
Ward 1
50
Ward 2
100
Ward 3
50
Ward 4
50
Ward 5
Ward 6

500 200
Ward 10
Ward 11
Ward 12
Ward 13
100
Ward 14
800
Ward 15
600
Total
2450
20
11
15
18
16
12
22
23
26
19
16
13
18
245 0
Pate Ghat
0 1 1 1 1 40 142 163 95 86 253 118 133 80 95 62 100 72 73 125 1 1 1 1 1637
94
163
257 150000 NA NA
*Slum arenot notified. Above information is ascertained during discussion with the Nagar Parishad officials
Sectoral Analysis
Existing Source Source No. of Tubewell / River / Well Tubewell 4 Well River/Lake 1
Water Supply
Water Supplied by Tubewell / River / Well in 0.86 MLD Total water supply in the town (MLD) Existing Supply rate (LPCD) considering distribution losses Water Charges per household per month (Rs.) Flat/Metered % Coverage under paid water supply Whether any treatment plant exists (Y/N),If yes mention capacity (MLD) Proposed source (Surface) Total sewage generation (MLD) Whether any treatment plant exists (Y/N),If yes mention capacity
0.86 70 40 (Flat) 90% N Narmada River 0.688 N 548 2 1 As required (Once in 6 months) As required (Once in 6 months) Kothiya nala 2.4 1.2 10% No 250 2.10 1 60 No No on Bhopal Road Allotted site vi
Physical Infrastructure
Sewerage Drainage SWM
Total no. of individual septic tanks Total no. of community septic tanks Total no. of Sewage/Mud pumps available with the ULB Frequency of Cleaning Individual Septic tanks Frequency of Cleaning Community Septic tanks Name of natural nallah (Storm water drain) Length of natural nallah (Storm water drain) Kms Ultimate disposal point of nallah Length of road side drain (Kms) Coverage of road side drainage w.r.t roads (%) Ultimate disposal point of Road side drains Any treatment plant/procedure adopted Per capita Solid waste generation (Considering Standards) (in gms) Total SW generation (in Tons) Frequency of SW collection by the ULB (1 time per day/2 times per day) Collection efficiency of the ULB (%) Any initiative for DTDC (Yes /No) Any initiative for scientific disposal of waste Name of dumping/ landfill site Is the existing site Dumping site or allotted site for Scientific disposal
Area of allotted landfill site for Scientific disposal Distance of the Dumping site/landfill site from main settlement area (Kms) No. of Tractor trolleys/vehicles available with the ULB for carrying Solid waste to the LF site If site for Scientific disposal is not allotted then whether formally requested by the ULB Name of National Highway passing from or nearby from the town
5 acres 5 2 Trolleys no
NH 69
Distance of National Highway if nearby from the town in Kms
18
Roads
Name of State Highway passing from or nearby from the town
SH-15
Distance of State Highway if nearby from the town (SH-XYZ) in Kms CC Total length of Pucca roads (Kms) Physical Infrastructure WBM Total (kms) Total length of Kuccha roads (kms) Gap w.r.t Standards Total no. of vehicles in the town Traffic & transportation Bus stand (yes/No) Any intracity mass transport mode (yes/no) Name of locations facing major traffic issues Yes 1 2 3 Name of the street beautified as per the instructions of UADD Total no. of street lights Street lighting No. of Streetlights under working condition No. of Streetlights having Tubes No. of Streetlights having CFL (kms) (kms)
6 9 2.9 550 Yes Mini-Bus service Purani Basti Budni Badi Road BPL Road Sidi Ghanta road 245 245 245
vii
No. of Streetlights having Incandescent bulbs No. of Streetlights having LED No. of Streetlights having LPS 400 KV Location of Substation http://www.mptransco.nic.in 220KV 132KV Power Total no. of residential connections Total no. of Commercial connections Any subsidy for BPL (Y/N) Duration of Electricity supply per day (in Hrs) Name of Heritage site/s Heritage & tourism Ownership/agency Prevailing Heritage Act/s Name of Tourist site/s Ownership/agency Total no. of Pilgrims/ Tourists visiting town per day
Shahganj No 15 Pateghat ULB Bandrabhan, Amargarh Around 2000-3000 on Makar Sankrant, Sarvapitri Amavasya, Narmada Jayanti etc Narmada River (Vindyachal forest, Rahatpali) Madhya Pradesh Environment Act 199 Temple Ghat of Narmada river 1 1 10 3
Heritage & tourism
Environment
Name of River/Lake/Forest range/Any specific species Prevailing Environmental Act/s Areas facing threats No. of Primary Health centres/Dispensary Government
Social Infrastructure
No. of Hospitals Health
Beds Private Beds
Multispecialty hospital if any (Y/N)
Yes Name of town
No Bhopal, Hoshangabad 70 Km and 20 Km
Name of Nearby town referred for Treatment
Distance (Kms) 5
Ed uc ati on
No. of Primary schools
viii
No. of Secondary/High schools No. of Colleges No. of ITI
1 0 1 1 19 42 Nil ULB 23 Beneficiaries
No. of Beneficiaries under SJSRY (Street Vendor) No. of Beneficiaries under Haath thela/Rickshaw chalak yojna No. of Rain Basera/Night Shelter Social security schemes Ownership of Rain Basera (with ULB/Rental) No. of Beneficiaries under Gharelu Kamkaji Mahila Yojana Beneficiaries Deendayal antodaya Name of other Social security schemes Widow pension social scheme National citizen
106 191 275
*Data of Slums not available as the slums are not yet notified
ix
Municipal Finance (All figures in Rs. Lakh) Year Rates and Tax Revenue Assigned Revenues & Compensation Rental Income from Municipal Properties Fees & User Charges Sale & Hire Charges Revenue Grants, Contribution and Subsidies Income from Investments Interest Earned Other Income Total - Revenue Income Grants, Contribution for specific purposes Secured Loans Unsecured Loans Deposits Deposit works Total Capital Receipts Establishment Expenses Revenue Expenditure Administrative Expenses Operations & Maintenance Interest & Finance Charges Programme Expenses Revenue Grants, Contribution and Subsidies Miscellaneous Expenses Transfer to Fund Total - Revenue Expenditure Fixed Assets Capital Expenditures Capital Work-in-Progress Investments -General Fund Investments-Other Funds Stocks/Inventory Loans, Advances and Deposits Other Assets Miscellaneous Expenditure Total Capital Expenditure Total Income Total Expenditure *Data not available for other years as the ULB was formed in Dec 2010. All figures in Rs. Lakh 101.7 0.5 271 2.5 0.5 3 277 376.5 378.7 10.2 280 50.3 4.9 26.5 96.5 272.5 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 1.5 55.4 2.1 4.3 2.1 29.2
Capital Receipts
Revenue Income
9.8
Reforms Action Plan

Reforms Achieved (Y/N) Timeline to achieve reforms till 2015 (Activities to be done) Any City specific Strategies adopted Prelimin ary estimate In Rs Lakh Impleme nting agency
2012-13
Full migration of double accounting System N
2013-14
Completion and adoption of Manual. Training of personnel
2014-15
Training of personnel
2015-16
Migration to Double entry accrual based accounting Nagar Parishad to increase the staff in accounts department and should go for structural reforms in 2012-13
State/ ULB
Property tax reforms, 85% coverage ratio and 90% collection ratio
N Migration to the GIS-based property tax system. Review and Revision of Property Tax guidelines N Establish Taxpayer education programme. Collection Efficiency. Coverage Ratio (Registered Properties / Actual No. of Properties) Appoint agency for GIS mapping and have a dedicated staff for tax collection
State/ ULB
Levy of user charges : full recovery of O & M charges for sewerage, water supply and SWM
Adoption of a policy on user charges by ULB
Defining user charge structure for the services. Achievement of targeted service standards for the services
Establishment of proper accounting system for each service. Recovery of O&M cost
State/ ULB
Internal earmarking of basic services to urban poor
Defining criteria for identification of the urban poor.
Decision on the Funds Allocation Percentage
Achievement of actual fund allocation budget
ULB
xi
Reforms
Achieved (Y/N)
Timeline to achieve reforms till 2015 (Activities to be done)
Any City specific Strategies adopted
2012-13
E-governance N
2013-14
Appointment of Software consultant(s) / agency for deployment/training
2014-15
Implementation of e-governance against 1.Birth and death registration 2.Citizens grievance monitoring 3.Personnel management system
2015-16
Prelimin ary estimate In Rs Lakh
Impleme nting agency
Implementation of e-governance against 1. Property tax 2. Accounting
Simultaneous Training of the existing staff for implementation
State/ ULB
Provision of basic services to urban poor including security of tenure at affordable prices, improved housing, water supply, sanitation
N to identify the needs of urban poor in the areas of infrastructure and socio-economic upliftment.
Slum Notification
DPR preparation
Implementation of projects
Slum pocket identification
ULB
xii
SECTORIAL GOALS
YEAR Components
Network coverage to households Per capita supply as per norms (135 lpcd)
2015
100% 135
2025
100% 135
2035
100% 135
City specific Strategies
Preliminary estimate* in Rs Lakh

265
Implementi ng agency
ULB ULB
Mode of Implementatio n (PPP etc.)
Water Augmentation for increase in per capita supply
28
24/7 water supply
No
No
Yes
PHYSICAL INFRASTRUCTURE
WATER SUPPLY
Revamping of existing network and construction of additional network Water treatment facility/ Filteration 124
ULB
Quality of water Non revenue water
Good 15%
Good 15%
Good 15%
ULB ULB
Consumer metering Cost recovery Roof water harvesting
70%
80% Yes Yes O&M could be contracted to a private developer
100% Yes Yes O&M could be contracted to a private developer
Metering of all the water connections to reduce NRW and supply effieciently User charges reforms
ULB 99 ULB ULB
Yes No
Private sector participation
No
ULB
DRAI NAG E
Storm water drainage network coverage
70%
85%
100%
Construction of storm water drains
ULB 301
xiii
YEAR
Components
2015
Desilting of drains to increase their capacity Cleaning of drains to increase their capacity No more water logging due to better coverage of drains 70%
2025
2035
Rehabilitation of existing pucca drains
100%
100% Cleaning of drains regularly Dredging, desilting and widening of the existing natural drains, this will also include the removal of encroachments and construction of a retaining wall 4
ULB
Rehabilitation of existing primary nallahs and water bodies
100%
100%
ULB
Flood prone areas
none
none
SEWERAGE & SANITATION
Sewer network coverage to households Sewage Treatment and disposal arrangements Sewage Recycling and reuse Cost recovery (as a % of O&M )
85% Expansion of treatment plant
100% Expansion of gtreatment plant
Laying of underground sewerage/ drainage system Construction of sewerage treatment plant
ULB 193 ULB 20 ULB
Treatment Plant
Treated water could be used for agricultural purpose, not for drinking use 60% 80% 100%
xiv
YEAR
Components
2015
2025
2035
Safe sanitation facilities (with focus on Urban poor)
70% of the households
Construction of Individual toilets and Construction and maintenance of public toilets. 100% house to house collection by promotions in the town Creation of general awareness amongst the residents. Improve the skills of the conservancy staff
ULB
Door-to-door collection system
80%
100%
100%
ULB 6
Source segregation
Yes
Yes
Yes
SWM
12 ULB
Improve waste collection efficiency Mechanized waste handling Scientific waste disposal Landfill site adequacy Cost recovery of O&M Private sector participation
100% Yes Yes Yes No To be explored 4 Km Upgradatio n of kutcha roads into pucca/ concrete
100% Yes Yes Yes 60% Yes 5 km
100% Yes Yes Yes 80% Yes 7.5 km Improve the internal road network Levy of user charges Up-gradation of the infrastructure required for effective collection and disposal of waste
ULB ULB ULB ULB
ROADS & TRAFFIC MANAGEMEN T
New road formations
298
Road upgradations
41
ULB
xv
YEAR
Components
2015
roads
2025
2035
Widening/ strengthening
ROBs/flyovers
Widening of the existing roads Road Signs and FOB's on State Highway
49
development of bus stand and transport nagar Regulating traffic through better management Creation of Prking facilities
Upgradation to accommodate capacity Regulating traffic through better management Upgradation to accommodate capacity 246 -
ULB
Development of bus and truck terminus None Regulating traffic through better manageme nt -
Improvement of existing infrastructure Awareness and regulations enforcement/ Improvement of existing infrastructure
ULB
Junctions and traffic signal improvements
ULB
Mass transit system Parking facilities
Improvement of existing infrastructure Achieve the goal of 100% coverage of road network by street light
ULB
STREET LIGHTNIN G
New Installation Upgradation
318 -
167 -
ULB 15
xvi
YEAR
Components
2015
2025
2035

Underground cabling for street lights to improve the aesthetics of the town and to avoid the illegal connections
Underground cabling
10
ULB 19
Energy savings
POWER
24/7 electricity supply 100 % electricity supply Development of alternative energy sources 100% Fire safety coverage
Installation of street lights in the ratio of 75% : 25% of tube light: sodium lights Yes Yes - Fully equipped water tankers
Installation of street lights in the ratio of 75% : 25% of tube light: sodium lights Yes
Installation of street lights in the ratio of 75% : 25% of tube light: sodium lights Yes To ensure 100% safety against fire, capacity addition in terms of equipments and workforce should be carried out
ULB
HEREITAGE TOURISM & HERITAGE &TOURIS FIRE FIGHTING M
Fully equipped fire station
Yes - Fully equipped water tankers
Yes - Fully equipped water tankers
ULB
Identify archaeological resources in the city (Heritage listing) Development of green areas as per norms
Yes Yes
Yes Yes
Yes Yes ULB
xvii
YEAR
Components
Water bodies preservation/Conservation Tourist accommodation adequacy Tourist attraction and circuits regional and city level Clean and healthy environment
2015
2025
2035

65
ULB
Yes Yes Yes Yes Desilting and digging of water bodies/ removing of encroachm ents NA Yes Yes -
Yes Yes Yes Yes Desilting and digging of water bodies/ removing of encroachmen ts NA Yes Yes -
Yes Yes Yes Yes Desilting and digging of water bodies/ removing of encroachmen ts NA Yes Yes -
Conserved natural environment - water bodies
ENVIRONMENT
Eco-friendly vehicles Disposal of treated sewage in nallahs Desilting of nallahs Incineration of bio-medical waste Implementation of norms/standards for pollution control
Yes
Yes
Yes
SOCIAL INFRASTR UCTURE HEALTH
100% doctor-patient ratio 100% patient-bed ratio
50% 50%
75% 75%
100% 100% Strengthening of Health Infrastructure of the town
Health Dept. Health Dept. xviii
YEAR
Components
2015
To be carried in coordinatio n of Dept. of Health, GoMP Yes (Provision to be made for necessary infrastructu re) 85%
2025
To be carried in coordination of Dept. of Health, GoMP
2035
To be carried in coordination of Dept. of Health, GoMP
Effective implementation of health programmes and related services in the slum areas of the city
212 Control on Preventable diseases by safe drinking water, quality control on food items and safe sanitation facilties Education dept. Education dept.
Regular checks for water contamination in all water bodies of the city
Yes
Yes
Literacy rates Ensure 100% enrollment in primary schools
95%
100%
90% 60% of prescribed teacher student ratio It already has one graduation college Yes
100%
100%
EDUCATION
100% Teacher student ratio
80% of prescribed teacher student ratio It already has one graduation college Yes
100% of prescribed teacher student ratio One technical education institute Yes Allocation and identification of land Allocation and identification of land
Education dept.
Technical, engineering & medical education in the city
Education dept.
RECREATIO NAL
Developed existing parks Area coverage under recreational facilities
ULB
15%
15%
15%
ULB
xix
YEAR
Components
2015
Play grounds -
2025
2035

Upgradation of existing facilities

50
ULB
Playing facilities Provision for green-belts in future development plans Sufficient infrastructure at mela/exhibition ground Security of tenure for urban poor Inclusion of 100% urban poor population under various central and state govts social sectors schemes like old-age pension schemes, Scheme for handicapped persons, deen-dayal antyoday yojana, mid-day meals schemes, etc Pucca housing for urban poor
Play grounds
Play grounds
Yes
Yes
Yes
Upgradation of existing facilities 50 Provision of basic services in slum areas Slum improvement and rehabilitation programme to cover the whole crosssection 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
ULB
Social security schemes
Yes
Yes
Yes
ULB
Yes
Yes
Yes
ULB
Yes 100%
Yes 100%
Yes 100%
149
ULB ULB
SLUM S& SLU URBA MS & N URB POOR AN
POO R
Access to water connection
xx
YEAR
Components
2015
2025
2035

improving their skills and talents Improvement of housing conditions
Access to public toilets and urinal facilities for all slum households
Access to dustbins and secondary storage points
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 the slums Constructio n of Pucca open and pucca closed drains in slums Provision of street lights in the slums
100% of households (with 1 public toilet per 35 users)
100% of households (with 1 public toilet per 35 users)
ULB
Door to door Collection (estimated in the overall projections for the town) CC Road network in the slums Construction of Pucca open and pucca closed drains in slums Provision of street lights in the slums
Door to door Collection (estimated in the overall projections for the town) CC Road network in the slums Construction of Pucca open and pucca closed drains in slums Provision of street lights in the slums
ULB
Upgradation of kutcha roads to PCC roads in slums
ULB
Improved drainage systems
ULB
Adequate street lighting facilities
ULB
xxi
YEAR
Components
2015
Yes (Special focus on slum areas while planning new facilities) Yes (Special focus on slum areas while planning new facilities) Yes (Special focus on slum areas while planning new facilities)
2025
2035
Education facilities
Yes (Special focus on slum areas while planning new facilities)
ULB
Community halls etc.
ULB
Adequate health facilities
ULB
Security of tenure for urban poor -
xxii
Executive Summary
The Urban Administration and Development Department (UADD) of Government of Madhya Pradesh (GoMP) retained ICRA Management Consulting Services Limited (IMaCS) for assistance in the .preparation of City Development Plan for Shahganj town. The objectives of the exercise are three-fold: a) to assess existing demand-supply gaps in service delivery and derive a comprehensive infrastructure improvement plan (including a Capital Investment Plan) required, b) to identify revenue enhancement and financial improvement measures and c) to develop a Financial and Operating Plan to implement a sustainable infrastructure improvement plan.
City profile and Growth Potential

Shahganj is a Town in Budni Mandal in Sehore District in Madhya Pradesh State. The town is located on the banks of river Narmada and lies on the path of Narmada Parikrama. The town lies on the foothills of forest laden Vindhyachal mountain range. The town has a rich heritage background. The town has a famous temple known as Khedapati Shri Hanuman Mandir which is abutting the flight of grand steps known as Pate Ghat and is located on the bank of River Narmada. Shahganj is also known for its agricultural produce. It produces high quality wheat and soyabean. The town administration has recently (February 2010) been upgraded from Nagar Panchayat to Nagar Parishad. Sehore stands in the foothills of Vindhyachal Range in the middle of Malwa region. Shahganj is situated at Latitude: 22.85 N, Longitude: 77.7833 E. Shahganj is connected to Budni by State Highway and is at situated at a distance of 70 km from Bhopal and 27 km from Hoshanagbad. Shahganj lies on SH -15 and can be reached from Bhopal by NH -69 and is connected to Budni by SH 15. Budni Railway station is the closest railway station that lies on Western Central Rail track between Bhopal and Itarsi junction. A SWOT analysis of the town is presented below:
Strengths Nagar Parishad is newly formed and hence the CDP would help the local body to make a road map for the future development which would be free from any constraints imposed by any prior or existing works or projects Surrounding areas are rich in natural resources due to presence of forests - improvement in economic base Weaknesses Poor Infrastructure system in the town Lack of railway linkages in the city No prior planning or infrastructural projects taken up for the town under UIDSSMT, IHSDP etc. Insufficient staff in the ULB No major industrial area in the vicinity which makes agriculture and related activities as the primary sources of income
Opportunities
Threats
xxiii
Strong agricultural base, this would help to engage people/ youth in agriculture sector and agro based industries by providing sufficient growth opportunities in this field. Presence of River Narmada and tourist spots in the vicinity can be developed to create a tourist circuit with required facilities. Nearness to rivers can help in augmentation of water in the town as well development of recreational space for the residents of the town
Poor infrastructure, giving rise to slums and poor living conditions Low literacy rate, this shows inadequate educational institutes/ lack of awareness among the people Aspiration for employment opportunities and better facilities would result into migration to cities
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 and gaps
SNo Name of the Indicator Water Supply: 1 Daily Per Capita Supply (LPCD) 2 Storage Capacity / Daily Supply (%) 3 Distribution Network / Road Length (%)
Value 101 27 40
Issues and Gaps Current supply on a per capita basis is significantly below municipal norms Need for significant augmentation of water supply at source, storage and distribution. In addition, 30% network losses makes per capita availability of 70 LPCD at users end. Public convenience network needs augmentation in view of high floating population.
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) Solid Waste Management: 9 Waste generation per capita (gms)
No 156
16 52 352
Poor condition of roads, narrow width, lack of parking facilities No proper end to end solid waste management system.
Analysis of financial performance

The Table shown below provides a summary of the income and expenditure of Shahganj Nagar Parishad (SNP). As its a newly formed Nagar parishad hence the data was available only for one year.
Income and Expenditure summary
Financial Status at a Glance Items Revenue Account Income Expenditure Surplus/ Deficit Capital Account Receipts Payments Surplus/ Deficit Overall Status incl. O.B. Observations on Municipal Accounts:
1.
2010-11 In Rs. lakh 96.5 101.7 (5.3) 280.1 277.0 3.1 (2.2)
2.
3.
CUR: Capital Utilisation Ratio of SNP is 0.99 which suggests that capital income is almost fully spent on capital works for the year. Assigned revenue (57%) is the major contributor to revenue income. Tax revenue accounts only 2% of the revenue income whereas Non tax revenue accounts 11%, which indicates need for identification of new tax and non tax revenue streams. Property Tax contribution low: Property tax as a revenue source accounts is very limited and is less than 1 % in SNP indicates the need of property tax rationalisation with improved collection efficiency. Salaries as an expense head: Expenditure on salaries is found to be very high in SNP, accounting for 49% of the revenue expenditure and 52% of the revenue income.
Vision for Shahganj town

A vision statement for Shahganj has been finalized after consultations with Nagar Parishad officials, councilors and other stakeholders: An economically vibrant and sustainable town promoting the growth of agro-based industries and other diverse opportunities wherein the citizen enjoy an adequate and equitable access to urban services in a safe and liveable environment To achieve the above vision, few key development themes identified are: 1. There is an urgent need to step up pace of investments to address the glaring gaps in Physical Infrastructure Inadequacy of water supply distribution network, Shortage of protected sanitation facilities, congestion on arterial roads and no composting / scientific landfill facility for solid waste disposal, absence of safe disposal mechanism for wastewater have caused severe hardships for the citizens and need to be addressed on priority to restore the credibility of public service delivery that has been severely dented. These serious gaps in urban service provisioning is already constraining growth and severely hampering quality of life in the town Bridging these gaps is the starting point for realising the vision of developing Shahganj as an city with adequate service levels in all urban services. 2. Accord high priority to planning and developing Social Infrastructure to cater to the rapid population growth - The potentially explosive growth in the population would require a combination of Government / Private investment to address future requirements, particularly
in education and health infrastructure. Public stakeholders in particular cited the need for specific social asset development such as a) Educational institutions, and c) Health facilities. 3. To actualize the citys existing economic potential with a focus on industries and generate new opportunities for the prosperity in all sections of the community. 4. With the development of requisite infrastructure and envisaged future investment, Shahganj on its inherent strength of availability of water, good agricultural produce and land availability is an ideal location for development of agro based industries. The city should attain a key position in small scale Agro-based and Forest- based industries so that employment opportunity can be developed. 5. The city should be developed to cater to need tourists and develop River Narmada and the ghats on its bank for the purpose of tourism and utilisation of it water for services of its population.
Sector goals and detailed strategies have been formulated for 1) Physical Infrastructure, 2) Social Infrastructure, 3) Economic Development, 4) Environment and Tourism, 5) Urban Poor and 6) Urban Governance and Institutional Development.
List of Project Identified

After finalizing sector strategies, 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:
1. Water Supply:
Presently the city is getting water from 4 tube wells that are located in and around the town. There are 3 OHTs in Shahganj with a total storage capacity of 0.6 MLD. Gross per capita availability of water is 101 lpcd which is very low as compared to UDPFI guidelines. Thus in order to meet the current demands and prepare for the year 2035, following projects has been identified: a. Source Augmentation:As of day approximately0.86 MLD is being extracted from the ground using 4 tube wells which does not meet the present demand of the town and looking at the future demand with growing population and economy more water would be required. As a result additional water sources should be encouraged. The additional water requirement can be met by adopting either of the following options: Drawing water from Narmada River Meeting some part of demand by implementing rain water harvesting project Sewerage Treatment Plant: The treated water can be used for industrial purposes
b. Water treatment facility: In absence of any water treatment plant facility, a treatment plant of 100% capacity of water supply needs to be proposed, which would be1.3 ML by 2015 and 2.22 MLD for the year 2035 c. Distribution Network:As discussed with Shahganj Nagar Parishad officials, at present, Shahganj has a distribution network of 5 km. The demand for distribution network for the year2015 is 14 km
and 2035 is 25 km. In addition, to meet the growing demand, Shahganj would need an additional network of 20 km to increase the coverage to 85 % of road network by the year 2035. d. Elevated Storage Capacity:At present Shahganj Nagar Parishad has a storage capacity of 0.24 ML in 3 Elevated Storage Reservoir. Storage capacity would be required to be augmented by another 0.2 MLby the year 2015 and an additional of 0.32 ML by 2035.
2. Sewerage & Sanitation

At present, there is no sewerage system prevalent in the town. As the town is sparsely populated with isolated settlements a conventional centralised Sewer network would become a costly option with higher O&M cost, hence Decentralised Waste water Management System (DEWATS) is suggested for treatment of waste water in Shahganj town. The total capacity of the treatment system has been estimated at 1 MLD for 2015 and 1.8 MLD (80% of the future water supply) for 2035 and the length of the network has been estimated 15 km for 2015 and 25 km in 2035
3. Roads & Transportation Details of projects to be undertaken as the realization of strategies are:
a) Road Construction:To address the current gap of per capita road length, and the future demand, the Nagar Parishad would have to construct 14 km by 2035 km of additional roads. The road network is sufficient to meet the demand by 2015 but there is a dire need of upgradation and resurfacing of roads. The Nagar Parishad should on a priority basis identify the stretches and areas where roads at present do not exist and or are poorly maintained. Also the areas where future residential growth is anticipated or planned, road construction can be undertaken. b) Road Up gradation: The Nagar Parishad would have to upgrade the internal roads from their existing type to CC or BT category. The road upgradation may be taken up on the priority basis.. c) Parking Spaces: 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 two parking spaces can be developed near the key commercial area of the town.
4. Storm water drainage Details of projects to be undertaken:

a) Cleaning / Desilting 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.Root Zone Treatment System (RZTS), which 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 can be adopted for treating waste water in Nallas. b) Construction of storm water drains: The Nagar Parishad should undertake the construction of Pucca Open of 5.85 km, Pucca closed drains of length 14.32 km by 2015. This construction may be done in tandem to the construction/up-gradation ofroads. These construction activities
would have to be carried out on an immediate basis to address the existing and future demand-supply gap. c) Upgradation of existing drains:The Nagar Parishad is also required to undertake drain upgradation works for the existing drains in town. In the short term1.2 km of existing open drains should be upgraded to Pucca closed or closed.
5. Solid waste management Details of projects to be undertaken as the realization of the strategies:
A. Collection Infrastructure: a) Door-to-door Collection: The practice currently being followed includes a majority of residents dumping waste outside their houses or at the collection point. 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. b) 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, a total of around 33 bins by 2015 and 60 bins would need to be added to the existing fleet by year 2035. c) Secondary Collection:Secondary collection involves transportation of waste from collection points to the disposal site. At present, secondary collection is carried out by 1 tractor. 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 one additional tractor would be required and by 2035,2 more tractors would be required. d) Development and augmentation of the landfill site: A concept of Regional Solid waste Management can be adopted by selecting a centrally located common disposal site for Budni, Shahganj, Rehti and other towns in vicinity. A single, relatively large site can be developed to serve the waste disposal requirements for the selected group of ULBs that would provide a way forward for pooling of resources to address some of the challenges in MSW management. Regional facilities may incorporate treatment as well as disposal facilities, and generate sufficient scale to enhance technical and financial efficiencies. Furthermore, it would also facilitate the monitoring of environmental outcomes and performance due to a reduced number of sites. This approach would enable smaller ULBs to achieve compliance with minimal financial burden. One third of the disposal site to be developed as Vermi composting plant to take care of the organic waste form the towns. The Disposal site would have to be well-equipped to ensure proper waste segregation and composting facilities. In addition, the site would need to be provided with the basic facilities of compound walls, BT/CC approach road, electrification, etc.
6. Street Lighting, Fire Fighting and Power Details of Sub-projects to be undertaken:

a. 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 number of street lights, type of street lights, energy consumption and roads 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. b. Fire Fighting:To ensure 100% safety against fire, capacity addition in terms of equipments and workforce should be carried out. The safety of staff should also be of paramount interest and hence, necessary safety equipments 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. c. Power:The primary responsibility of generation and distribution of power lies with MP State Electricity Board. But, urban local bodies can explore the options of alternate power in order to compensate for the electricity deficits. Shahganj Nagar Parishad should evaluate the options of generating power from alternate sources such as Solar, Municipal Waste, Biogas, Agricultural waste, etc.
7. Social Infrastructure A. Health Details of Projects to be undertaken as the realization of strategies:

a. General Hospital: As per the UDPFI guidelines, the city need bed capacity of 19 by year 2015 and 25 by 2025 and 33 by 2035. At present, city has around 30 beds. There is lack of power supply in the hospital along with lack of equipments and new technology. A separate project should be undertaken to revamp the hospital in all respect. b. Nursing Home: According to the estimates, a nursing home with bed capacity of 11 is required for the city by 2035. At present the city lack Nursing Home. c. Dispensary: The primary health institutions always play a key role in determining the overall health scenario of a city. Keeping it in the mind, 1 dispensary has been proposed in the town which should start functioning by year 2015.
B. Education Details of Projects to be undertaken as the realization of strategies:

d. Primary Schools: The overarching goal in this sector is to achieve 100% literacy rate in the city. Shaganj has the required number of primary schools to meet the demand by the year 2015. The infrastructure provision in the existing schools also needs upgradation. e. Senior Secondary Schools: By year 2015, Shahganj would require additional 1 Sr. Secondary School, each of which would accommodate around 500 students. The total area required for the school will be 0.4 ha along-with playground of 0.20 ha.
C. Other Social Infrastructure - Recreational Details of Projects to be undertaken as the realization of strategies :
Considering the stakeholders view and standard guidelines, following projects have been proposed in the town: a) Community Hall: At present Shahganj has 2 community halls but the infrastructure provision of the same has to be revamped. b) Parks:Presentlythere is noPublic park inShahganj. Additional vacant land in the city can be identified and developed as parks to serve the dual purpose of increasing the green cover in the city and provide citizens with open spaces for recreation.
8. Economic Development Details of Projects to be undertaken as the realization of strategies :

a. Development of Industrial Area for Small & Medium scale industries: With the objective of diversifying the economic base of Shahganj Town, an industrial park for small & medium scale industries should be developed. Land should be identified either within the municipal limits or near to the city boundary and proposal should be sent to the appropriate authorities for the same. This would thrust to the employment generation activities result into the overall upliftmentof the society. Existing wooden toy making household industry should be further given a boost by developing promotional plans and marketing strategies. b. Development of Tourism: There is an existing tourist/pilgrim inflow in the town because of presence of Narmada River. This potential should be further explored by developing tourism circuit which may include excursions. Good facilities for tourist should be planned and developed in Shahganj. Shahganj can be included to be a part of rural tourism project, Budni. c. Development of Commercial Areas: This can further be divided into development of new commercial areas and upgradation 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.
9. Environment and Tourism D. Heritage& Tourism Details of Projects to be undertaken as the realization of strategies :
a) Development of touirists spots (Rahtapali Reserve forest, Amargarh waterfall, Bandraban) around Shahganj. It is essential to do branding of identified excursions of Shahganj and develop basic tourist infrastructure at these locations
b) Conservation and development of Ghat: The Ghats at Shahganj along the banks of river Narmada has a high religious importance. Conservation of these Ghats is essential along with riverfront development with landscaped garden and walkway as it has substantial amount of relatively undeveloped land alongside the riverbank. The implementation of this component could be phased out along with land development component. c) Development of better facilities for tourist Night Shelters are proposed along with public conveniences along the river stretch d) Promotional activities for Rural tourism concept
E. Environment Details of Projects to be undertaken as the realization of strategies :

a) Air Quality: Periodic monitoring and review is essential to check air quality. To create awareness amongst user groups, the status of air pollution may be revealed through display systems instituted at major locations in the city. 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. b) Water Pollution: Efforts/schemes should be designed to check the diversion of sewage flow into Narmada River through appropriately located sewage treatment plants. Considering the issues related to the demand for treating large amounts of sewage generated in Shahganj, decentralized sewage treatment is recommended. This aspect would be addressed by the development and upgradation of Sewerage & Sanitation facilities, Storm water drainage infrastructure and strengthening of solid waste collection/transportation system. c) Water Bodies Conservation: For water body conservation and rejuvenation, proper attention should be given to River Narmada. A comprehensive water body restoration or revival program in the region is of utmost importance. d) Green Spaces: Shahganj has Public parks and allocation of land for development of more parks in future should be taken care in the proposed land use plan/ development plan of the town e) Development of a Regional Plan: To ensure sustainable development with optimum resource utilization, it may be necessary to develop a Shahganj Development Plan or Master Plan. For maintenance of open space, the planning authority at the regional level should prepare a detailed inventory of the space and explore its probable multiple uses or forms for recreation and visual pleasure. Possibilities to include the private sector for maintenance of these areas should be explored.
10. Urban Poor Details of Projects to be undertaken as the realization of strategies :

As per discussion with the Nagar Parishad personnel, the slums are concentrated in the wards 1 and 15. Though these slums were not notified a) For the planning and implementation of any slum development scheme, it is essential to create an updated database on the conditions of slum settlements, preferably through GIS and maintain this updated data. b) While planning for redevelopment of slums, Nagar Parishad should focus on infrastructure such as sewers, piped water, and electricity grids. c) 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 Clinics/health posts need to be more accessible and hence should be located at an
easy access, and open during hours that can accommodate the schedules of the working poor.
11. Governance and Institutional Development Details of Projects:

a) Computerization: Shahganj 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. b) Capacity Building: The procurement of computers should be supplemented by providing training to the staff. c) 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 a summary of the CIP for Shahganj. The CIP has been prepared based on Normative gaps in infrastructure services given existing status and norms for service delivery. Status and progress on projects are identified as part of the Vision Plan. Capital Investment Plan summary
Investment Required S.No. Shahganj Nagar Parishad Investment by 2015 Rs. Lakh 366 165 387 313 33 19 149 212 0 120 15 13 65 9 66 1,919 Investment by 2025 Rs. Lakh 168 50 246 105 18 42 172 116 0 0 0 6 33 3 7 1,919 Investment by 2035 Rs. Lakh 236 73 335 152 26 41 288 158 130 0 0 6 13 3 7 1931 Total Investment Need Rs. Lakh 770 288 969 570 77 102 609 486 130 120 15 25 110 15 80 4364
Sectors A B C D E F G H I J K L M N O Water Supply Sewerage and Sanitation Urban Roads, Transport & Traffic Storm Water Drains Street Lighting Solid Waste Management Urban Poor/ Slums' Improvement Health Infrastructure Education Infrastructure Socio-Cultural Facilities Economy Heritage & Tourism Urban Environment Urban Governance Others
Total Investment Identified
Technical assistance requirements

A list of project level / sector specific technical assistance requirements are given below:
1. Comprehensive GIS for the town with updated information on properties and all urban assets including roads, water supply, sanitation etc. 2. Support for digitization of layout records and town planning information 3. DPR for Traffic and Transportation improvement plan for the town. 4. DPR for solid waste management with focus on scientific disposal and mechanised handling of waste with private sector participation 5. DPR for storm water drains 6. DPR for slum relocation and rehabilitation
Broad Actions to achieve the City Vision and Sector Goals

Shahganjs ability to improve on its financial performance hinges primarily on its ability to sustain and improve on the revenue growth noticeable in recent years. 1. Conduct an 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 including potential for Public-Private Partnerships. 2. 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. 3. Develop / enforce technical standards with specific applicability to development of municipal projects. 4. Shahganjto focus on increasing its own income by FY ending 2015 through focused interventions in the following areas.. a. Property tax: through revision in ARV, widening assessee 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. c. NGOs / Corporate participation - Intensify focus on attracting NGOs/advertising revenue for city beautification projects to reduce reliance on grants for such projects.
Financial Operating Plan and Investment Capacity

Given the existing financial position of Shahganj Nagar Parishad, the revenue and capital accounts are projected against the growth scenario and assumptions presented above. The City Investment Plan (CIP) displayed in the previous section shows that the total investment required to develop Shahganj Town is Rs. 19.19 crore at constant prices in short term i.e. till 2015 (of the total Rs. 43.64 crore investment identified for funding till 2035). Rs 19.19 crore include about Rs. 2.12 crore towards Education and Health sector, which are not provided by Nagar Parishad and Rs. 1.49 Crore towards Housing and infrastructure for Urban Poor which is to be taken up by PPP or under some other central/ state government funded scheme where the funding would be divided between the centre/ state and the beneficiary etc. and ULB would not be liable for the same. 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. 4.61 crore at constant prices till 2015, which excludes investment required for Health, Education and Urban Poor sector.
Base Investment Capacity

Base Investment Capacity is estimated considering business as usual case, where Shahganj Nagar Parishad has not taken any grant under state scheme and has not done any reforms to increase their revenue income. At this scenario BNP will be able to sustain only 3.9 % of the total investment identified for year 2015, which is about Rs. 0.78 crore at constant price and Rs. 0.69 crore at current price. 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. 1.12 crore above the base investment capacity. These reforms will increase the total sustainable capacity to 6.3 %. Reforms and State grants along without debt Funding This case assumes that all the reforms suggested above are being implemented and State grants are also availed. In this scenario Nagar Parishads sustainable capacity will increase to 25 %. Now Nagar Parishad will be able to sustain investment of about Rs. 4.43 crore at constant price and Rs. 5.04 crore at current price. Reforms and State grants 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 and grants under with State grants. In this scenario can sustain up to 26% of the total investment identified. Now Nagar Parishad will be able to sustain investment of about Rs. 4.61 crore at constant price and Rs. 5.24 crore at current price.
Contents
1. INTRODUCTION ........................................................................................................................................... 45 1.1. BACKGROUND ......................................................................................................................................................... 45 1.2. OBJECTIVES AND SCOPE OF W ORK ........................................................................................................................ 45 1.3. DESCRIPTION OF TASKS (AS OUTLINED IN RFP) ..................................................................................................... 46 1.3.1. Inception....................................................................................................................................................... 46 1.3.2. Situation assessment (opportunities, strengths, weaknesses and gaps) ........................................... 47 1.3.3. Development of city vision and sector goals and strategies ................................................................. 48 1.3.4. Development of strategies and priority actions....................................................................................... 48 1.3.5. Preparing a City Investment Plan (CIP) and a financing strategy ........................................................ 48 1.3.6. Draft CDP ..................................................................................................................................................... 49 1.3.7. Final CDP document .................................................................................................................................. 49 1.4. APPROACH .............................................................................................................................................................. 49 1.4.1. Guiding Principle ......................................................................................................................................... 49 1.4.2. Approach and Methodology ...................................................................................................................... 50 1.4.3. Module I: Inception and Kick off................................................................................................................ 50 1.4.4. Module II: Consultations and Analysis ..................................................................................................... 53 1.4.5. Module III: Finalisation ............................................................................................................................... 55 1.5. STAKEHOLDERS INTERACTION ................................................................................................................................ 56 1.5.1. Interaction with Municipal Body and other Stakeholders ...................................................................... 57 1.5.2. Formation of Steering Group..................................................................................................................... 58 1.5.3. Workshops ................................................................................................................................................... 58 1.6. REPORT CONTENTS ................................................................................................................................................ 59 2. PHYSICAL FEATURES OF THE TOWN ...................................................................................................... 61 2.1. INTRODUCTION ........................................................................................................................................................ 61 2.2. DISTRICT INFORMATION .......................................................................................................................................... 61 2.3. LOCATION (LINKAGES AND CONNECTIVITY) ............................................................................................................. 62 2.4. PHYSIOGRAPHY AND LANDFORM ............................................................................................................................. 63 2.4.1. Topography.................................................................................................................................................. 63 2.4.2. Drainage....................................................................................................................................................... 63 2.4.3. Temperature ................................................................................................................................................ 63 2.4.4. Geology ........................................................................................................................................................ 63 2.4.5. Climate ......................................................................................................................................................... 64 2.4.6. Rainfall ......................................................................................................................................................... 64 2.4.7. Wind.............................................................................................................................................................. 64 2.5. MUNICIPAL AREA AND PLANNING AREA .................................................................................................................... 64 2.6. CONCLUSIONS ........................................................................................................................................................ 64 3. DEMOGRAPHIC PROFILE OF THE TOWN ................................................................................................ 66 3.1. 3.2. 3.3. 3.4. 3.5. 3.6. 3.7. 4. INTRODUCTION ........................................................................................................................................................ 66 POPULATION GROWTH ............................................................................................................................................ 66 POPULATION PROJECTION ...................................................................................................................................... 66 POPULATION DENSITY ............................................................................................................................................. 67 OTHER DEMOGRAPHIC INDICATORS ........................................................................................................................ 68 ISSUES .................................................................................................................................................................... 69 CONCLUSION .......................................................................................................................................................... 69
SOCIO ECONOMIC PROFILE OF THE TOWN ........................................................................................... 70 4.1. INTRODUCTION ........................................................................................................................................................ 70 4.2. INDICATORS ............................................................................................................................................................ 70 4.2.1. Sex ratio and Literacy rate......................................................................................................................... 70 4.2.2. Average household size ............................................................................................................................ 71 4.2.3. Workforce participation (Primary, Secondary and Tertiary occupation and income levels) ............. 72 4.2.4. Industrial activities ...................................................................................................................................... 72 4.2.5. Trade and commerce ................................................................................................................................. 72 4.2.6. Tourism ........................................................................................................................................................ 73 4.3. ISSUES .................................................................................................................................................................... 73
City Development plan for Shahganj2
nd
Deliverable
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5.
SPATIAL PLANNING AND GROWTH MANAGEMENT .............................................................................. 74 5.1. SPATIAL GROWTH TRENDS ...................................................................................................................................... 74 5.2. SPATIAL DISTRIBUTION OF POPULATION .................................................................................................................. 74 5.2.1. Municipal level mapping (1:1000) ............................................................................................................. 74 5.2.2. Ward delineation map ................................................................................................................................ 74 5.3. LAND-USE ANALYSIS ............................................................................................................................................... 74 5.4. HOUSING SCENARIO ................................................................................................................................................ 74 5.4.1. Present and future Housing demand ....................................................................................................... 74 5.4.2. Illegal colonies ............................................................................................................................................. 75 5.4.3. Future growth possibilities ......................................................................................................................... 75 5.4.4. Proposed land-use ..................................................................................................................................... 75 5.5. CONCLUSIONS ........................................................................................................................................................ 76
6.
CITYS INFRASTRUCTURE EXISTING STATUS, GAPS, ISSUES, SWOT, GOALS AND STRATEGIES 77 6.1. WATER SUPPLY....................................................................................................................................................... 77 6.1.1. Quality and quantity of water at source ................................................................................................... 77 6.1.2. Quality and quantity of water in distribution system ............................................................................... 77 6.1.3. Water distribution arrangements .............................................................................................................. 78 6.1.4. Water treatment facilities ........................................................................................................................... 78 6.1.5. Present and Future Demand and Supply Gaps ..................................................................................... 78 6.1.6. Water supply projects ................................................................................................................................. 79 6.1.7. SWOT analysis ........................................................................................................................................... 79 6.1.8. Issues ........................................................................................................................................................... 79 6.2. SEWERAGE ............................................................................................................................................................. 80 6.2.1. Existing sewerage system ......................................................................................................................... 80 6.2.2. Means of sewage disposal ........................................................................................................................ 80 6.2.3. Present and Future Demand and Supply Gaps ..................................................................................... 80 6.2.4. Sewerage projects ...................................................................................................................................... 81 6.2.5. SWOT analysis ........................................................................................................................................... 81 6.2.6. Issues ........................................................................................................................................................... 81 6.3. SANITATION ............................................................................................................................................................ 81 6.3.1. Existing Sanitation facilities ....................................................................................................................... 81 6.3.2. Public toilets ................................................................................................................................................ 81 6.3.3. SWOT analysis ........................................................................................................................................... 82 6.3.4. Issues ........................................................................................................................................................... 82 6.4. SOLID WASTE MANAGEMENT ................................................................................................................................... 82 6.4.1. Current practices of Solid waste management ....................................................................................... 83 6.4.2. Present and Future Demand and Supply Gaps ..................................................................................... 83 6.4.3. SWOT analysis ........................................................................................................................................... 84 6.4.4. Issues ........................................................................................................................................................... 84 6.5. DRAINAGE ............................................................................................................................................................... 84 6.5.1. Existing drainage system ........................................................................................................................... 84 6.5.2. Present and Future Demand and Supply Gaps ..................................................................................... 85 6.5.3. SWOT analysis ........................................................................................................................................... 85 6.5.4. Issues ........................................................................................................................................................... 86 6.6. TRAFFIC AND TRANSPORTATION ............................................................................................................................. 86 6.6.1. Existing traffic & transportation scenario ................................................................................................. 86 6.6.2. Travel characteristics ................................................................................................................................. 86 6.6.3. Public transport / mass transit ................................................................................................................... 87 6.6.4. Traffic management and circulation ......................................................................................................... 87 6.6.5. Parking Current arrangements and requirements .............................................................................. 87 6.6.6. Present and Future Demand and Supply Gaps ..................................................................................... 87 6.6.7. SWOT analysis ........................................................................................................................................... 88 6.6.8. Issues ........................................................................................................................................................... 88 6.7. STREET LIGHTING AND FIRE FIGHTING .................................................................................................................... 89 6.7.1. Existing situation of Street lights ............................................................................................................... 89 6.7.2. Fire service .................................................................................................................................................. 89
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6.7.3. Power generation and distribution ............................................................................................................ 89 6.7.4. Present and Future Demand and Supply Gaps ..................................................................................... 89 6.7.5. SWOT Analysis ........................................................................................................................................... 89 6.7.6. Issues ........................................................................................................................................................... 90 6.8. URBAN POOR AND THEIR ACCESSIBILITY TO BASIC SERVICES ................................................................................. 90 6.8.1. Poverty in the town ..................................................................................................................................... 90 6.8.2. Separate information on BPL population and Slum population ............................................................ 90 6.8.3. General characteristics of slum ................................................................................................................ 90 6.8.4. Urban basic services in slums .................................................................................................................. 91 6.8.5. SWOT analysis ........................................................................................................................................... 91 6.8.6. Issues ........................................................................................................................................................... 91 6.9. SOCIAL INFRASTRUCTURE ....................................................................................................................................... 91 6.9.1. Overall Health facilities in the town .......................................................................................................... 91 6.9.2. SWOT ........................................................................................................................................................... 92 6.9.3. Issues ........................................................................................................................................................... 92 6.9.4. Overall Educational facilities in the town ................................................................................................. 92 6.9.5. ISSUE ........................................................................................................................................................... 93 6.9.6. SWOT ........................................................................................................................................................... 93 6.9.7. Recreational facilities (Parks, Playgrounds etc) ..................................................................................... 93 6.10. ENVIRONMENT ........................................................................................................................................................ 94 6.10.1. Existing environmental regulations........................................................................................................... 94 6.10.2. SWOT analysis ........................................................................................................................................... 95 6.10.3. Issues ........................................................................................................................................................... 96 6.11. HERITAGE AND CONSERVATION .............................................................................................................................. 96 6.11.1. Identification of Heritage structures/Areas .............................................................................................. 97 6.11.2. Existing status of Heriatge buildings ........................................................................................................ 97 6.11.3. Possibility of tourism circuits at the regional level .................................................................................. 97 6.11.4. SWOT analysis ........................................................................................................................................... 97 6.11.5. Issues ........................................................................................................................................................... 97 6.12. EXISTING INSTITUTIONAL FRAMEWORK FOR DEVELOPMENT ................................................................................... 97 6.12.1. Urban Local body structure ....................................................................................................................... 98 6.12.2. Town and Country planning department ................................................................................................. 99 6.12.3. Development authority ............................................................................................................................... 99 6.12.4. Public health engineering department ..................................................................................................... 99 6.12.5. Madhya Pradesh housing board ............................................................................................................. 100 6.12.6. Madhya Pradesh pollution control board ............................................................................................... 100 6.12.7. Issues ......................................................................................................................................................... 100 6.13. CONCLUSION ........................................................................................................................................................ 101 7. INVESTMENT PLAN AND FINANCING STRATEGIES ............................................................................. 102 7.1. FINANCIAL STATUS AT A GLANCE ......................................................................................................................... 102 7.2. REVENUE ACCOUNT .............................................................................................................................................. 102 7.2.1. Revenue income ....................................................................................................................................... 103 7.2.2. Own Sources ............................................................................................................................................. 103 7.2.3. Revenue expenditure ............................................................................................................................... 106 7.3. CAPITAL ACCOUNT ................................................................................................................................................ 106 7.4. KEY FINANCIAL INDICATORS .................................................................................................................................. 107 8. CITY VISION, SECTOR GOALS, STRATEGIES, ACTION PLAN, PROJECTS AND PRIORITIZATION . 109 8.1. FORMULATION OF CITY VISION ............................................................................................................................. 109 8.1.1. Vision for the Town ................................................................................................................................... 109 8.1.2. Mission Statements .................................................................................................................................. 110 8.2. SECTOR GOALS, STRATEGIES, ACTION PLAN AND PROJECTS ............................................................................. 111 8.2.1. Water supply.............................................................................................................................................. 111 8.2.2. Sewerage and Sanitation......................................................................................................................... 114 8.2.3. Solid waste management ........................................................................................................................ 117 8.2.4. Drainage..................................................................................................................................................... 120 8.2.5. Traffic and transportation ......................................................................................................................... 122
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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. 9.
Street lighting and Fire fighting ............................................................................................................... 124 Urban poor and their accessibility to basic Services ........................................................................... 127 Health ......................................................................................................................................................... 129 Education ................................................................................................................................................... 131 Other Social Infrastructure - Recreational ............................................................................................. 132 Environment .............................................................................................................................................. 134 Economic Development ........................................................................................................................... 135 Heritage Conservation and Tourism ...................................................................................................... 136 Urban Governance ................................................................................................................................... 137 Conclusion ................................................................................................................................................. 138
CITY INVESTMENT PLAN ......................................................................................................................... 139 9.1. CITY INVESTMENT PLAN (CIP) ............................................................................................................................. 139 9.2. INSTITUTIONALISING THE CIP PROCESS ............................................................................................................... 139 9.3. CITY PRIORITIES.................................................................................................................................................... 140 9.4. SUMMARY OF INVESTMENTS ................................................................................................................................. 142 9.5. CAPITAL NEEDS/ INVESTMENTS PHYSICAL INFRASTRUCTURE ............................................................................ 143 9.5.1. Water Supply ............................................................................................................................................. 143 9.5.2. Sewerage&Sanitation ............................................................................................................................... 144 9.5.3. Roads, street lighting and traffic management ..................................................................................... 145 9.5.4. Storm Water Drainage ............................................................................................................................. 146 9.5.5. Solid Waste Management ....................................................................................................................... 147 9.6. CAPITAL NEEDS/ INVESTMENTS SOCIAL INFRASTRUCTURE ................................................................................ 147 9.6.1. Health Infrastructure ................................................................................................................................. 147 9.6.2. Education Infrastructure ........................................................................................................................... 148 9.6.3. Socio-Cultural Infrastructure ................................................................................................................... 149 9.7. CAPITAL NEEDS/ INVESTMENTS LOCAL ECONOMY ............................................................................................. 149 9.8. CAPITAL NEEDS/ INVESTMENTS ENVIRONMENT AND HERITAGE &TOURISM ....................................................... 150 9.8.1. Urban Environment................................................................................................................................... 150 9.8.2. Heritage and Tourism ............................................................................................................................... 150 9.9. SLUMS AND BASIC SERVICES FOR URBAN POOR ................................................................................................. 151 9.10. CAPITAL NEEDS/ INVESTMENTS URBAN GOVERNANCE ...................................................................................... 152 9.10.1. Investment Snapshot................................................................................................................................ 152 9.11. FINANCING OPTIONS AND STRUCTURING ............................................................................................................... 152 9.11.1. Project structuring and risk assessment ................................................................................................ 152 9.11.2. Financing options for the identified projects: ........................................................................................ 155
10. FINANCIAL OPERATING PLAN ................................................................................................................ 160 10.1. INTRODUCTION ...................................................................................................................................................... 160 10.2. FINANCING STRATEGIES FOR THE CIP ................................................................................................................. 160 10.3. FINANCE PROJECTIONS ........................................................................................................................................ 161 10.3.1. Municipal Account Growth Projections and Assumptions ............................................................... 161 10.3.2. Investment Capacity/ Sustenance .......................................................................................................... 162 10.4. FUND REQUIREMENT ............................................................................................................................................ 164 10.5. FINANCIAL OPERATING PLAN ................................................................................................................................ 165 10.6. CONCLUSION ........................................................................................................................................................ 166 11. URBAN REFORMS .................................................................................................................................... 167 11.1. INTRODUCTION ...................................................................................................................................................... 167 11.2. MANDATORY REFORMS AT THE LEVEL OF THE STATE GOVERNMENT ................................................................... 167 11.2.1. Implementation of the 74th Constitutional Amendment Act ................................................................ 167 11.2.2. Public Disclosure Law .............................................................................................................................. 168 11.2.3. Rationalization of Stamp Duty ................................................................................................................. 168 11.2.4. Repeal of Urban Land Ceiling and Regulation Act .............................................................................. 168 11.2.5. Rent Control .............................................................................................................................................. 169 11.2.6. Community Participation Law.................................................................................................................. 169 11.2.7. City Planning Functions ........................................................................................................................... 169 11.3. MANDATORY REFORMS AT THE LEVEL OF THE URBAN LOCAL BODY .................................................................... 170
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11.3.1. Municipal Accounting ............................................................................................................................... 170 11.3.2. E-Governance ........................................................................................................................................... 170 11.3.3. User Charges ............................................................................................................................................ 171 11.3.4. Basic Services to the Urban Poor........................................................................................................... 172 11.3.5. Internal earmarking for basic services for poor .................................................................................... 173 11.3.6. Property Tax .............................................................................................................................................. 174 11.4. OPTIONAL REFORMS AT LEVEL OF THE STATE GOVERNMENT/URBAN LOCAL BODY ............................................ 174 11.5. CONCLUSION ........................................................................................................................................................ 175 ANNEXURE I WORKSHOP PROCEEDINGS .................................................................................................... 176 ANNEXURE II QUESTIONNAIRE ...................................................................................................................... 188 ANNEXURE III FINANCIAL PROJECTIONS ..................................................................................................... 197 ANNEXURE IV MAPS ........................................................................................................................................ 202 ANNEXURE V PRESENTATION........................................................................................................................ 203
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Exhibits
Exhibit 1-1: Developing a City Vision (Source: JnNURM Toolkit) .......................................................................... 55 Exhibit 1-2 List of Members of Steering Group ..................................................................................................... 58 Exhibit 3-1 Population & Decadal Growth ............................................................................................................. 66 Exhibit 3-2 Population Projection by various method ............................................................................................ 67 Exhibit 3-3 Assumed Population projection ........................................................................................................... 67 Exhibit 3-4 Tentative ward area and densities ...................................................................................................... 68 Exhibit 3-5 Ward wise demographic details .......................................................................................................... 68 Exhibit 4-1 Existing Landuse (Census 2001) ........................................................................................................ 70 Exhibit 4-2 Literacy rate and Sex ratio .................................................................................................................. 70 Exhibit 4-3 Categorisation of Sex Ratio ................................................................................................................. 71 Exhibit 4-4 Categorisation of Literacy rate ............................................................................................................ 71 Exhibit 4-5 Ward wise household size ................................................................................................................... 71 Exhibit 4-6 Crop Production and yield - Shahganj ................................................................................................. 72 Exhibit 5-1Housing demand .................................................................................................................................. 75 Exhibit 5-2 Proposed Land-use Distribution as per UDPFI guidelines .................................................................. 75 Exhibit 6-1 Water Supply Demand and Gap Analysis ........................................................................................... 78 Exhibit 6-2 Sewage and sanitation gap analysis ................................................................................................... 81 Exhibit 6-3 Details of Existing Solid waste management ....................................................................................... 83 Exhibit 6-4 Solid waste management gap analysis ............................................................................................... 83 Exhibit 6-5 Storm water drainage gap analysis ..................................................................................................... 85 Exhibit 6-6 Demand - Gap analysis of roads ......................................................................................................... 87 Exhibit 6-7Demand gap analysis for Street Light .................................................................................................. 89 Exhibit 6-8 Demand Gap analysis of health facilities............................................................................................. 92 Exhibit 6-9Educational Institutions in Shahganj .................................................................................................... 93 Exhibit 6-10 Demand Gap Analysis of Education facilities .................................................................................... 93 Exhibit 6-11 Recreational facilities in Shahganj .................................................................................................... 93 Exhibit 7-1 Financial status - Shahganj ............................................................................................................... 102 Exhibit 7-2 Revenue income for 2010-11 - ShahganjNagar Parishad ................................................................. 103 Exhibit 7-3 Tax Revenue -Shahganj Nagar Parishad in lakhs (Rs) ..................................................................... 103 Exhibit 7-4 Property Tax DCB ............................................................................................................................. 104 Exhibit 7-5 Non Tax Revenue - Shahganj Nagar Parishad in lakhs (Rs) ............................................................ 104 Exhibit 7-6 DCB - water charges ......................................................................................................................... 105 Exhibit 7-7 Assigned revenue and Compensation - ShanganjNagar Parishad in lakh (Rs) ................................ 105 Exhibit 7-8 Revenue Grants, Contributions& Subsidies Shahganj Nagar Parishad in lakh (Rs) ......................... 106 Exhibit 7-9 Revenue expenditure ........................................................................................................................ 106 Exhibit 7-10 Capital Income - Shaganj Nagar Parishad ...................................................................................... 107 Exhibit 7-11- Capital Expenditure Shahganj Nagar Parishad) in lakh (Rs) .......................................................... 107 Exhibit 7-12 Financial Indicators ......................................................................................................................... 107 Exhibit 8-1 Water Supply: Achievement Targets ................................................................................................. 111 Exhibit 8-2 Water Supply Long Term and Short Term Interventions ................................................................... 112 Exhibit 8-3 Projects identified for Water sector ................................................................................................... 113 Exhibit 8-4 Water Supply: Project development initiatives to be taken by the Nagar Parishad ........................... 114 Exhibit 8-5 Sewerage & Sanitation: Achievement Targets .................................................................................. 114 Exhibit 8-6 Sewerage and Sanitation: Long Term and Short Term Interventions ................................................ 115 Exhibit 8-7 Projects identified for Sewerage Sector ............................................................................................ 115 Exhibit 8-8 Sewerage & Sanitation: Initiatives to be taken by the Nagar Parishad .............................................. 117 Exhibit 8-9 Solid Waste Management: Achievement Targets ............................................................................. 117 Exhibit 8-10: Solid Waste Management: Long Term and Short Term Interventions ............................................ 118 Exhibit 8-11: Projects identified for Solid Waste Management ............................................................................ 118 Exhibit 8-12 Solid Waste Management: Initiatives to be taken by the Nagar Parishad ....................................... 120 Exhibit 8-13 Storm Water Drainage: Achievement Targets ................................................................................. 120 Exhibit 8-14: Storm Water Drainage: Long Term and Short Term Interventions ................................................. 121 Exhibit 8-15: Projects identified for Storm Water Drainage ................................................................................. 121 Exhibit 8-16: Storm Water Drainage: Initiatives to be taken by the Nagar Parishad............................................ 122 Exhibit 8-17 Roads & Transportation: Achievement Targets ............................................................................... 122 Exhibit 8-18: Roads and Street Lights: Long Term and Short Term Interventions .............................................. 123 Exhibit 8-19: Projects identified for Roads .......................................................................................................... 124 Exhibit 8-20 Roads & Transportation: Initiatives to be taken by Shahganj Nagar Parishad ................................ 124 Exhibit 8-21 Street Lighting & Fire Fighting: Achievement Targets ..................................................................... 125
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Exhibit 8-22Street Lighting, Fire Fighting and Power: Long Term and Short Term Interventions ........................ 126 Exhibit 8-23: Projects identified for Street Lighting and Fire Fighting Sector....................................................... 126 Exhibit 8-24 Street Lighting, Fire Fighting and Power: Initiatives to be taken ...................................................... 126 Exhibit 8-25 Urban Poor : Achievement targets .................................................................................................. 127 Exhibit 8-26 Urban Poor : Short term and Long term Strategies ......................................................................... 129 Exhibit 8-27Projects identified for Slums & basic services for urban poor ........................................................... 129 Exhibit 8-28 Health: Achievement Target ............................................................................................................ 129 Exhibit 8-29- Health: Long Term and Short Term Interventions .......................................................................... 130 Exhibit 8-30 Health: Implementation Agencies .................................................................................................... 131 Exhibit 8-31- Education: Achievement Targets ................................................................................................... 131 Exhibit 8-32- Education: Long Term and Short Term Interventions..................................................................... 132 Exhibit 8-33- Education: Implementation Agencies ............................................................................................. 132 Exhibit 8-34 Other Social Infrastructures: Achievement Target ........................................................................... 133 Exhibit 8-35 Other Social Infrastructures: Long Term and Short Term Interventions ......................................... 133 Exhibit 8-36 Other Social Infrastructures: Implementation Agencies................................................................... 134 Exhibit 8-37- Local Economy: Long Term and Short Term Interventions ............................................................ 136 Exhibit 8-38- Local Economy: Long Term and Short Term Interventions ............................................................ 137 Exhibit 8-39 Urban Governance - Achievement Targets ..................................................................................... 137 Exhibit 9-1 Status of Infrastructure Facilities ................................................................................................. 141 Exhibit 9-2 Ranking of Infrastructure Facilities .............................................................................................. 141 Exhibit 9-3 Critical Sectoral Issues.................................................................................................................. 141 Exhibit 9-4 State of Social Infrastructure ........................................................................................................ 142 Exhibit 9-5 Period wise summary of Capital Investments ............................................................................. 142 Exhibit 9-6 Summary of Capital Investments.................................................................................................. 143 Exhibit 10-1Important assumptions made in the projections ............................................................................... 161 Exhibit 10-2Different scenarios to assess investment sustainability ................................................................... 163 Exhibit 10-3Impact of reforms and grants on investment capacity ...................................................................... 164 Exhibit 10-4CIP Funding Pattern ......................................................................................................................... 164 Exhibit 10-5Financial Operating Plan .................................................................................................................. 165 Exhibit 11-1 Municipal Accounting: Reform Action Plan ...................................................................................... 170 Exhibit 11-2 E-Governance: Reform Action Plan ............................................................................................... 171 Exhibit 11-3 User Charges: Reform Action Plan ................................................................................................. 172 Exhibit 11-4 Internal Earmarking for Poor: Reform Action Plan .......................................................................... 173 Exhibit 11-5 Property Tax: Reform Action Plan ................................................................................................... 174 Exhibit 0-1 List of stakeholders present for Inception Workshop ......................................................................... 177 nd Exhibit 0-2 List of Attendees in 2 Workshop ..................................................................................................... 180
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Figures
Figure 2-1 Map Showing location of Sehore district in MP .................................................................................... 61 Figure 2-2Map Showing location of Shahganj in Sehore district ........................................................................... 61 Figure 4-1 Pategaht - Shahganj ............................................................................................................................ 73 Figure 4-2Bandrabhan near Shahganj .................................................................................................................. 73 Figure 6-1Elevated service Reservoir - Shahganj ................................................................................................. 77 Figure 6-2 Absence of Sewerage System ............................................................................................................. 80 Figure 6-3 Garbage dumped along streets ........................................................................................................... 83 Figure 6-4 Existing Storm water drains ................................................................................................................. 85 Figure 6-5 Heavy vehicular traffic on Arterial Road ............................................................................................... 86 Figure 6-6 Kutcha roads........................................................................................................................................ 87 Figure 6-7 Dusserah Maidan ................................................................................................................................. 94 Figure 6-8 Community hall .................................................................................................................................... 94 Figure 6-9 Pategaht - Shahganj ............................................................................................................................ 96 Figure 6-10 Bandrabhan near Shahganj ............................................................................................................... 96 Figure 7-1 Revenue Account - Shahganj ............................................................................................................ 102 Figure 7-2 Capital Account - Shahganj ............................................................................................................... 102 Figure 7-3 Sources of revenue ............................................................................................................................ 103 Figure 7-4 Items of expenditure .......................................................................................................................... 106 Figure 0-1 Kick-off Stakeholder Consultation Workshop .................................................................................. 177 Figure 0-2 Second workshop .............................................................................................................................. 181 Figure 0-3 Adyaksha and other members addressing the stakeholders during 2nd Workshop .......................... 181
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 Ratio Map 7 Literacy Rate Map 8 Slum Location Map 9 Social Infrastructure Map 10 - Existing Land-use map Map 11 - Existing Road network map Map 12 Drainage System Map 13 - Proposed Landuse Map 14 - Proposed Road network Map 15 - Proposed Water Supply System Map 16 Proposed drainage Map 17 Solid Waste - Dumping ground
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Abbreviations and Acronyms

BOT BPL BT CAGR CC CDP CIP CPHEEO DCB DSCR EPC EWS FOP FY GIS GoI GoMP IHSDP IMaCS INR ISWM JNNURM LIG LPCD MC MIS ML MLA MLD MP MPHB MPPCB MPSEB MSW NGO NUIS O&M OHT Build, Operate and Transfer Below Poverty Line Bitumen Top Cumulative Average Growth Rate Cement Concrete City Development Plan City Investment Plan Central Public Health and Environmental Engineering Organization 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 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 Over Head Tank
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PHED PHFW PWD ROB SADA SC/ST SFC SH SNP STP SWDS SWMS SWOT TCPD TFC TFC UADD UDPFI UGD UIDSSMT ULB ULCRA
Public Health Engineering Department Department of Public Health and Family Welfare Public Works Department Road Over Bridge Special Area Development Authority Scheduled Caste/ Scheduled Tribe State Finance Commission State Highway Shahganj Nagar Parishad 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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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-ordinating 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 centres 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 is also envisaged to provide a Financial Operating Plan (FOP) to direct the ULBs for mobilising 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 Shahganj 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 alleviationschemes within a comprehensive and coherent strategic planning framework inorder to ensure optimal benefit from available resources for the citizens of theULBs. The CDP should aim to catalyze new thinking and provoke debate through aconsultative stakeholder driven process. The vision and strategic thrusts of theCDP will be built around the lessons and findings of a comprehensive andrigorous stakeholder consultation and documentation process. It is expected that the CDP will serve the requirements of the UIDSSMT andIHSDP programmes as well as JNNURM and other development schemes.
45
The CDP will generate specific priority actions and projects that can be the basisfor mobilizing funding from diverse sources.
1.3. Description of Tasks (as outlined in RFP)

The tasks to be carried out for the preparation of the CDP of Shahganj as outlined by MPUADD are detailed below:
1.3.1.
Inception
The purpose of this stage is to review and analyse the current status and uniquefeatures of the city with regard to the state of its development, systems andprocedures, as equally its institutional and financial context. This stage is meant toidentify the strengths and weaknesses in the citys development and to provide anunderstanding of what impedes service delivery and management within the existingset-up and what contributes to better service provision. This task consists of:
Reconnaissance
The Consultant will spend their first week with reconnaissance activities, including: 1. Introductory meetings with the Mayor/President, MunicipalCommissioner/Chief Municipal Officer, Heads of Departments, Councillors,representatives of ongoing urban programmes, etc. 2. Determine feasibility and composition of a city level Steering Group(comprising of Citizen forum) for the CDP 3. Citizen forum shall be formed comprising of 15 eminent persons fromdifferent walks of life. 4. Obtain base maps, and available secondary data on the citys demographics,master plan, reports prepared under past and current urban developmentprogrammes, ULBs annual budget reports, other reports giving status ofservice delivery, and other relevant documents on heritage listing, data onslums and urban poor, government policy documents, etc. 5. Identify the line departments and key stakeholders for urban service deliveryand 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. 6. Field reconnaissance to determine growth patterns of the city, characteristicsof slums and environmentally sensitive areas etc. 7. Identify economic opportunities and blocks in tapping these (eg. Tourism,industry etc.) 8. Mapping : Preparation of City level base maps using Auto-CAD/GIS
Workshop-I: Kick-off workshop

The Consultants will organise, 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.
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Stakeholders for the kick off workshop may include: Elected representatives, Mayor/President, Municipal Commissioner/ChiefMunicipal Officer etc. City level planning and service providing agencies viz., ULB, Town and CountryPlanning Department, Development Authority, SADA etc. Line Departments of the state government such as pollution control board, health department, tourism department, PHED, PWD, Traffic and Transportationetc 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 identifyindividuals/institutions/working group who will be the local counterparts for thedifferent 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 analyse 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 economicdevelopment, with special reference to the poor Physical infrastructure demand and gap assessment (considering service levelbenchmarking) 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 thepoor Health and Education services gap in the town Sectoral Issues addressed under the Master Plan (as prepared by the TCPD)
City profile
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The findings from the sector analysis would be used to prepare the City Profileconsisting of the assessment of the existing situation in all the sectors identified,emerging issues, SWOT analysis and projection of the present gaps and futurerequirements. This will be done within the framework of parameters relating todemography, economic base, finance, physical and environmental issues,infrastructure, institutions and universalisation of services especially for the poor.
1.3.3.
Development of city vision and sector goals and strategies
Discussion will be initiated on strategies, priorities and major actions that may berequired in the next five years to move towards the vision 2035. At this stage localcounterparts 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 prioritising the strategies, programmes and projects in consultation with the Steering Group.
Analyse 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
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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 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 willfinalize 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 CDPdocument incorporating the feedback from the workshop and the inputs received atthe 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
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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 coordinating various development inputs in a holistic manner to facilitate engaging the town administration and stakeholders towards crystallising 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

As advised by MPUADD, the preparation of the CDP will take advantage of the Revised CDP preparationtoolkit/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

Weshallfollow a structured consultative process as suggested by MPUADD. We see participation of key stakeholders including elected representatives, staff of Nagar Parishad, departments, 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 mobilisation

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 mobilising 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 Shahganj 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 in Figure Below and detailed below.
1.4.3.
Module I: Inception and Kick off
The expected outcomes of this module from a process stand point include the following: 1. To put in place institutional mechanisms including the formation of Steering Group for conduct of the assignment in a structured consultative manner as envisaged
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2. To engage with stakeholders and arrive at a shared understanding of the objectives and expected outcomes of the study 3. Apart from this, our team would use this as a preparatory stage to 4. Review and analyse the current status and unique features of the city with regard to the state of its development, systems and procedures, as equally its institutional and financial context. 5. 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. 6. 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: 1. Introductory meetings with the Mayor/President, Municipal Commissioner/Chief Municipal Officer, Heads of Departments, Councilors, representatives of ongoing urban programmes, etc. 2. Citizen forum shall be formed comprising of 15 eminent persons fromdifferent walks of life. 3. Obtain base maps, and available secondary data on the citys demographics,master plan, reports prepared under past and current urban developmentprogrammes, ULBs annual budget reports, other reports giving status ofservice delivery, and other relevant documents on heritage listing, data onslums and urban poor, government policy documents, etc. 4. Identify the line departments and key stakeholders for urban service deliveryand 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. 5. Field reconnaissance to determine growth patterns of the city, characteristicsof slums and environmentally sensitive areas etc. 6. Identify economic opportunities and blocks in tapping these (eg. Tourism,industry etc.) 7. 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. Apart from capturing the outcomes and points of discussion/action from the workshop the Inception report would also propose special papers on select sectors identified and agreed during the course of the workshop.
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Approch and Methodology
Module I - Inception & Kick-off
Module II Consultation & Analysis
Module III- CIP, Financing Strategy and CDP Formulation
Preparation
Data Checklists City Level Secondary Research Introductory Meeting Steering Group Formation/Role Formation of Citizen Forum Baseline Data Collection Stakeholders Identification/Listing Field Reconnaisance Economic Opportunities of the City Mapping of the City
Sector Analysis and City Profiling

Service Level Gaps Spatial Growth and Economic Drivers City Level SWOT
CIP & Financing Strategy

Project Costs/Funding Sources Priority Actions and Formulation of City Investment Plan (CIP)
Reconnaisance

City Vision and Sector Goals

Development of Sector Strategy Development of City Vision and Sector Goals
Stratigization and Prioritization of Actions

Evaluation of Strategies Analysis of Governance Action Plan
Preparation of Draft CDP Performance Monitoring and Sustainability Indicators
WS I: KICK-OFF
WS II: City Vision & Goals and Strategy & Priority Projects
Draft CDP
Inception Report (Including Proposals on Special Paper, AutoCAD/GIS Map, Workshop I Report)
Report on City Vision & Goals and Strategy & Priority Projects (Including Workshop II Report)
WS III: Stakeholder Endorsement and Performance Monitoring Plan
State Presentation II MPUADD/ULB
State Presentation I MPUADDMPUADD/ULB
Final CDP
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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 Togeta pulse of wider perceptions and priorities of the general public.
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
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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 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, Threat), we would look at slightly wider issues beyond sectoral dimensions to cover the following: 1. Spatial growth patterns and drivers 2. Economic growth drivers - intrinsic and potential 3. Infrastructure - Physical and Social 4. Issues relating to Environment sustainability 5. Extent of Urban Poor and their requirements 6. 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
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Exhibit 1-1presents 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 1-1: 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. Citie s 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 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
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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 uptill 2015 Preparation of Financial and Operating Plan and Estimation of borrowing capacity with operating revenue surplus improvements and revenue reforms Developing an realistic and actionable Investment Plan and a Financial and Operating Plan within borrowing capacity limitations with a 10 yearfinancial projections.
Needless to mention the 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 Shahganj several times in between November 2011 and July 2012 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,
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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 feedback from stakeholders were carefully evaluated and incorporated in the process
1.5.1. Interaction with Municipal Body and other Stakeholders

During our visits to the town, we interacted with the officials of Shahgunj 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, city understanding and understanding organization structure of the ULB, conduction of the workshops. In the subsequent meetings, the team had a detailed discussion on the 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. Post this, we met with ULB officials several times to identify Issues and Gaps which were presented before the stakeholders during the second workshop. Apart from meeting the ULB officials the team also interacted with other stakeholders mainly the elected ward members and other eminent personalities of the town. First formal addressing of all stakeholders happened during first workshop i.e. Kick -off Stakeholder Consultation Workshop, on Nov 3rd, 2011. Outcomes of this workshop were; familiarization of stakeholders with 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. Next formal meeting to all the stakeholders happened in the Second workshop which was organized in the month of December with the help of the Nagar Parishad. The main aim of presentation was to apprise stakeholders of the findings of in-depth analysis of all the sectors/services that come under the purview of Municipal Corporationnamely Water Supply, Solid Waste Management System, Sewerage & Sanitation, Drainage, Transportation, Street Lighting & Fire Fighting and Urban Services for Poor. Apart from these sectors, Health and Education were also dealt in detail. Presentation started off with a brief introduction of the study i.e. Preparation of City Development Plan for the Shahganj, so as to bring all the stakeholders on the same platform. It was followed by a discussion of city profile which included general, demographic and socioeconomic city profiling. General city profile comprised of location, connectivity and a brief on environment of Shahganj. Demographic profile dealt with population growth trend and its probable reasons, population projection and major issues & key observations related to the demography of Shahganj. Socio-Economic profile comprised of key socio-economic parameters, major economic base and major issues & main observations. City profiling was followed by the findings of Sector Analysis (of aforementioned sectors) for short and medium term, i.e. 5 years and 25 years respectively. Analysis comprised of existing status of service level indicators, Demand-Supply Gaps for short & long term and key observations & major issues.
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It was then succeeded by an analysis of financial status of the Nagar Parishad. The discussion was carried out in terms of various financial indicators viz. Operating Ratio, Capital Utilization Ratio, Tax Revenue as % of revenue income, Non-Tax revenue as % revenue income, Property tax as % of revenue income, Grant as % of revenue income, Salaries' Expenses to Revenue Income, Salaries' Expenses to Revenue Expenses, O&M as % of Revenue Expenses. After covering these sections, IMaCS team turned their focus on formulation of a vision for Shahganj. This part of the presentation included definition of vision, major c oncerns that need to be addressed while developing a vision and important aspects that define Shahganj. It was then followed by few sample Vision Statements from IMaCS team. Before discussing the individual sector goals, IMaCS team presented the findings of review of national and international best practices for various sectors. Formulation of City vision and Sectoral goals were supplemented by a Questionnaire survey (Refer Annexure II) with the aim of obtaining stakeholders vision of the city. The Quest ionnaire survey comprised of a Hindi questionnaire. Questionnaire survey included stakeholders view of problems in the various sectors, evaluation of citys growth and infrastructure and ranking of major issues of Shahganj, as perceived by stakeholders. Post this; the findings were presented at a State Level Review. After a go ahead from the state, Capital Investment Plan (CIP) & a Financial Operating Plan (FOP) were prepared for Shahganj and were presented in the third and the final Workshop which was held in the town. Minutes of meeting of all the three workshops held are enclosed as Annexure I.
1.5.2. 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 1-2. 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 1-2 List of Members of Steering Group S. No. 1 2 3 4 5 6 Designation / Department District Collector, Sehore Sub Divisional Magistrate Adyaksha (President Ruling party) Upadyaksha Chief Municipal Officer Sub Engineer Dr. Sanjay Goel Mr. J.P. Sachan Ms. Chandrakala Mehra Mr. Mohanlal Gaur Mr. Ramanuj Mishra Mr. Mukesh Jain Name of the Official met
1.5.3. Workshops
The objectives and outcomes of various stakeholders are: 1. Kick-off Workshop Inception Workshop
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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 agreeing upon a structured programme to take the CDP forward. It happened during first workshop rd i.e. Kick-off Stakeholder Consultation Workshop, on Nov 3 , 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. 2. Second Workshop City Vision, Sector Goals, Strategies and Prioritization Second formal meeting addressing all stakeholders happened during second workshop on Dec. 19 , 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. City Development plan - Shahganj 3. Third Workshop Draft CDP Workshop The third workshop was conducted on 5 September, 2012 at Shahganj. In this workshop, findings and recommendations to achieve the vision has been presented to the city. 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, comments to improve sectoral issues have been suggested by stakeholders. 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.
th th
1.6. Report contents

This report covers City Vision & Goals along with Strategies & Priority Actions required for the study and is organized as follows:
Section 1:Introduction (this section) provides the background to the study and outlines the study progress st nd till date along with proceedings of 1 and 2 Workshops. Section 2:Physical Features of the Town covers location, physiography and landform of the town. Section 3:Demographic Profile of the Town providesvarious demographic indicators of the town like population growth, population projection, population density, etc. Section 4:Socio-Economic Profile of the Town provides information on socio-economic indicators of the town like literacy rate, sex ratio, major economic base, work participation rate 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.
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Section 7: Investment Plan and Financing Strategies 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.
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2. Physical features of the Town

2.1. Introduction
Shahganj is a Town in Budni Mandal (Sub district) in Sehore District in Madhya Pradesh State. The town is located on the banks of river Narmada and lies on the path of Narmada parikrama which is a journey around the sacred river Narmada and is considered as a very important ritual among the devotees of Narmada River. The town lies on the foothills of forest laden Vindhyachal mountain range. The town has a rich heritage background. The town has a famous temple known as Khedapati Shri Hanuman Mandir which is abutting the flight of grand steps known as Pate Ghat and is located on the bank of River Narmada. Shahganj is also known for its agricultural produce. It produces high quality wheat and soyabean. The town administration has recently (February 2010) been upgraded from Nagar Panchayat to Nagar Parishad. Refer Annexure IV Map 1 & 2 for location.
Figure 2-1 Map Showing location of Sehore district in MP

Source: Maps of India
2.2. District information

Sehore district lies in the central part of Madhya Pradesh. It is located in the division of commissioner of Bhopal and is well connected by roadways and railways. Geographically, it lies on the eastern part of Malwa Plateau and includes a Figure 2-2Map Showing location of Shahganj in Sehore district narrow belt of Narmada alluvial plain which joins Source: Maps of India the district with Hoshangabad district. NH 67 connecting Bhopal and Dewas pass through Sehore district. The district has 5 tehsils and 5 blocks and block headquarters are located in Ashta, Nasarullahganj, Sehore, Icchawar and Budni (Refer Exhibit 2-1). There are 16 Revenue Circles, 1,019 inhabitedvillages and 37 uninhabited villages. Headquarter of thedistrict is Sehore town. It comprises of 450Grampanchayats, 35 Forest villages and six Krishi UpajMandis. The shape of the district is roughly triangular, with most of its area is plain except the Vindhyachalranges. The lands are mostly agricultural with largepatches of forest are found in south west, along theboundary of Raisen district. The extremities of Sehoredistrict measures from 2230' to 2340' North latitudesand from 7622' to 7803' East longitudes. The Tropic of Cancer
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passes through its northern part. The districtcovers 6,578 kilometres and its north south extent is 457meters to 609 meters above the sea level. The districtboundary is aligned with the natural features on threesides. The Narmada River forms the southern boundary. The eastern boundary is marked by forests and hills. The Parbati River flows along the western andnorthwestern boundary, separating Shajapur andRajgarh districts. The district is bounded by districts of Bhopal on the north, Raisen on eastern side,Hoshangabad on southeast and Dewas on southwest.The entire district is drained by numerous nalas andstreams which denude the area during rainy season butremain mostly dry in rest of the year. The northern portionis drained by rivers Newaj, Parbati, Betwa and theirtributaries. The Narmada drains the southern portion of the district, including most of the northern slopes of themain Vindhyachal ranges. The climate of Sehore districtis relatively hot and dry except in Monsoon season.Due to diverse relief, somewhat greater extremes areencountered in the hilly regions and the Narmada valley.The Tropic of Cancer is passing through northern partof the district therefore; the temperatures remain highthroughout the year. Thus it is the rainfall, which is thedecisive factor in selection of crops. However,temperature is also considered important for growth of crops. The type of soil mainly found in Sehore District isblack cotton soil. It covers large tracts of the district and is mainly found at the foothills in thevalleys and plains. In Sehore district it is found withvariable fertility.Sehore District covers an area of 172,888hectares, under forest reserves which is 26.34 percent of total geographical area (656,368 hectares). The main typeof vegetation found in this region isMoistDeciduousforests.Teak(Tectona Grandis) is predominant speciesfound in district.It is primarily an agricultural district occupying Narmada and Chambal basin valley. Wheat, rice jowar, soyabean are the major crops grown in this area.
Exhibit 2-1 District Level Information District/ Block Sehore District Sehore Ashta Ichhawar Budni 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
2.3. Location (Linkages and connectivity)

Shahganj is a small town in Sehore district. (ReferFigure 2-2) Sehore stands in the foothills of Vindhyachal Range in the middle of Malwa region. Shahganj is situated at Latitude: 22.85 N, Longitude: 77.7833 E. Shahganj is connected to Budni by State Highway and is at situated at a distance of 70 km from Bhopal and 27 km from Hoshanagbad. Road: Shahganj lies on SH -15 and can be reached from Bhopal by NH -69 and is connected to Budni by SH 15. It is at a distance of 70 Km from Bhopal and 107 km from Sehore city. Railway: Budni Railway station is the nearest railway station and lies at a distance of 20 km. But Hoshangabad is the closest major station and is at a distance of 27 km from Shahganj. Air: Nearest airport is at Bhopal which is at distance of 70 Km from Shahganj.
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2.4. Physiography and landform

2.4.1. Topography
Shahganj lies in Sehore district which has mostly plain terrain with some portion of hilly/rolling terrain and also passes through protected forest. The road situated on the Central plateau & hill region agro climate zone and forms Vindhya Plateau sub-group. Physiographically, Sehore district has been divided into three units based on the valleys formed by the major rivers i.e. Narmada basin valley, Chambal basin valley and Betwa basin valley. Shahganj lies on the bank of Narmada and is a part of Narmada Basin valley which comprises an area of about 3295 sq. Km. The surface water divide running between Ichhawar and Bilkishganj roughly marks the northern boundary of the basin. The northern boundary is marked by low-lying hills/ high grounds. The basin area is highly undulating with isolated hills and plains. The ground elevation ranges between 300 m and 667 m. above mean sea level. The ground slopes from north to south and east to west.
2.4.2. Drainage
Present drainage system has emerged after the deposition of cretaceous period of deccan trap and rift valley of Narmada. The rivers at some places have waterfalls but they majorly flow in deep eroded channels. Southern part of the region is drained by small tributaries which join at the north bank of the rivers. These tributaries are small as they join Narmada after covering very small distances. These small tributaries flow in the southern part of Dhar, Sehore, Indore and Dewas districts.
2.4.3. Temperature
There is no meteorological observatory in Sehore district. The nearest meterological 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 10.4%. 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. Geology
Except for east and western parts, the town is occupied by Vindhyan formation and comprises of sandstone and shales. The sandstones are normally hard, Quartzitic, massive and compact. However, they are jointed at the surface level. The alluvial formations of significant extension occur in the southeastern part of the Sehore district falling in Budni block. The alluvial formation in this part occurs along the Narmada River. The other patches of alluvial formation, though insignificant in both
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aerial extension and thickness occur along the major rivers and streams flowing in the area. The alluvial formations comprises of Silt, Clay, Sand, Gravel and Pebbles Cobbles etc. with Kankar. The district is covered mostly with Deccan trap formation deposited over the rocks of Vindhyan system. The alluvial area in the district occurs mainly along Narmada and Parbati rivers.
2.4.5. 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.
2.4.6. Rainfall
There are five rain gauge stations in Sehore district namely Astha, Ichhawar, Nasrullaganj, Budhni and Sehore. The normal rainfall of Sehore district is 1261mm. The highest rainfall i.e. 1412.3mm has been received at Sehore and minimum at Astha i.e. 1054.9 mm. July is the wettest month of the year and about 36% of the annual rainfall takes place during this month. About 92.4% of the annual rainfall takes place during the southwest monsoon period i.e. between June to September. About 6.2% and 1.4% rainfall is received during winter and summer season respectively.
2.4.7. Wind
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

The master plan for the town has not been prepared, thus the town does not have any planning area for future growth. It has been observed that a large component of the existing municipal area is under Forest use and substantial portion is undeveloped aswell, thus it creates space for the spatial development of the town. The town boundaries were also not available in the form of to the scale map. So the town boundary and the ward boundaries were defined with the help of the officials of Nagar Parishad. ReferAnnexure IV Map 3& Map 4. This section has further been detailed out in Chapter 5.
2.6. Conclusions
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 Shahganj Nagar Parishad. The demographic characteristics have been analysed in terms of decadal growth and spatial distribution of density in the town. As of provisional data of 2011 censusIndia, Shahganj had a population of 8512. Males constitute 51.36% of the population and females 48.64%. Shahganjhas an average literacy rate of 69%, lower than the national urban average of 84.9%: male literacy is 75.46%, and female literacy is 62.32%. Shahganj is 70 km from Bhopal and is known for its religious importance because of the presence of River Narmada.Refer Exhibit 3-1for the decadal growth rate for the town.
Exhibit 3-1 Population & Decadal Growth S. No Year Total Population 1 2 2001 2011* 7386 8512 15 Males 3878 4372 13 Females 3508 4140 18 Total Household 1412 1687 19 Density (ppl/sq km) 651 750 15
Decadal growth (%)
Source Census of India (*Provisional population as per Census 2011)
3.2. Population growth

Thetown has recently acquired the status of Nagar Parishad in Dec 2010 prior to which it was a Gram Panchayat. Hence information on population data prior to 2001 is not considered. Decadal population growth rate is 15% for 2001-11 which is less than the state decadal growth rate (20.3%). The low decadal growth rate might be because of absence of any major economic activity which might have resulted into out migration of people in search of better employment opportunities. Some amount of Floating population is observed in the form of pilgrims visiting the town on specific days. Provision of additional facilities for floating population is the responsibility of Shahganj Nagar Parishad which at present is lacking in the town.
3.3. Population projection

The town as per 2011 Census provisional data has a population of 8,512 distributed over an area of 11.35 sq km with a CAGR of 1.43%. As sufficient information on past growth trends are not available hence population projection is done using different scientific methods viz. arithmetic, incremental and geometric progression. The results of population projection by various methods for the year 2021, 2031 and 2041 is shown in Exhibit 3-2 below.
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Exhibit 3-2 Population Projection by various method Polynomial Year 2001 2011 2021 2031 2041
Source: IMaCS Analysis
Arithmetic Increase method Decadal Increment Projected Population
Population 7,386 8,512
2nd Order
Incremental Increase method Projected Population
Geometric Progression
1,126 11,890 13,016 14,142 9,638 10,764 11,890 10,201 12,453 15,268 9,810 11,305 13,029
Given the potential Shahgunj holds, and with lack of information on population before 2001, none of the above methods reflect the potential of population growth in the town. Thus, considering that planning for improvement in quality and service level of various infrastructure services and its implementation and generation of economic activity would result into decrease in migration and increase in population CAGR. Taking this into account the population projection is considered as shown in Exhibit 3-3 below.
Exhibit 3-3 Assumed Population projection CAGR considered Population projection considered
Year 2001 2011 2015 2021 2025 2031 2035 2041
Population 7,386 8,512
1.43 2.50 2.50 3.00 3.00 3.00 3.00 9,396 10,896 12,264 14,643 16,481 19,680
Hence by considering the above Compounded Annual Growth Rate for population increase the Population projection for the year 2035 comes to be 16,481.
3.4. Population density

Shahganj town has a density of 750 persons per sq. km. The map (to the scale) showing the town boundary and ward boundary was not readily available with the Nagar Parisahd. So inorder to arrive at the areas of various wards a tentative town boundary and ward boundary was prepared by taking help of the officials. The areas may not be accurate as no primary survey is done.The outcome is based only on the secondary data available which is a constraint. Refer Annexure IV- Map 5. A critical look at demographic details (as given in Exhibit 3-4) tells us that, that ward number 9 & 10 have the highest density among the other wards.
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Exhibit 3-4 Tentative ward area and densities Tentative area Ward No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Total
Ha. 95.84 13.01 58.3 37.05 47.37 24.2 113.03 173.92 15.08 12.92 19.73 56.33 54.61 217.4 196 1134.79
Sq. km 0.96 0.13 0.58 0.37 0.47 0.24 1.13 1.74 0.15 0.13 0.20 0.56 0.55 2.17 1.96 11.35
Population 544 495 543 537 503 600 527 598 604 539 562 680 555 676 549 8512
Density ppl/ha 5.68 38.05 9.31 14.49 10.62 24.79 4.66 3.44 40.05 41.72 28.48 12.07 10.16 3.11 2.80 7.50
Density ppl/sq. km. 568 3805 931 1449 1062 2479 466 344 4005 4172 2848 1207 1016 311 280 750
3.5. Other demographic indicators

As per 2001 census (provisional) data,sex ratio of 947 is higher when compared to the national urban data (926) and state urban data (916). Literacy rate is 69 % and is low as compared to National urban data (84.90%) and state urban data (84.09%). The work participation rate (WPR)is not known as provisional data on economic census 2011 is not yet available and in order to have a higher WPR the potential to generate more economic activities needs to be explored inShahganj.Exhibit 3-5 Shows ward wise details of demographic indicators
Exhibit 3-5 Ward wise demographic details Ward No. 1 2 3 4 5 6 7 8 9 10 11 Total Household 106 95 110 113 95 120 116 120 118 106 106 Population Total 544 495 543 537 503 600 527 598 604 539 562 Male 280 258 284 286 270 302 271 312 299 278 278 Female 264 237 259 251 233 298 256 286 305 261 284 Others 0 0 0 0 0 0 0 0 0 0 0 Sex Ratio 943 919 912 878 863 987 945 917 1020 939 1022 Literates Total 439 311 408 383 266 386 362 334 387 432 362 Male 237 175 232 217 168 218 210 199 205 236 208 Female 202 136 176 166 98 168 152 135 182 196 154 Others 0 0 0 0 0 0 0 0 0 0 0 Literacy rate 81 63 75 71 53 64 69 56 64 80 64
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Ward No. 12 13 14 15 Total
Total Household 136 121 120 105 1687
Population Total 680 555 676 549 8512 Male 340 284 339 291 4372 Female 340 271 337 258 4140 Others 0 0 0 0 0
Sex Ratio 1000 954 994 887 947
Literates Total 462 444 511 392 5879 Male 258 236 272 228 3299 Female 204 208 239 164 2580 Others 0 0 0 0 0
Literacy rate 68 80 76 71 69
Source: Census of India
3.6. Issues
1. Population growth rate is low, which could have been an outcome of lack employment opportunities and education facilities in Shahganj, resulting in migration of people to bigger towns and city in search of work and for obtaining better educational facilities 2. A higher proportion of female among the illiterates indicate lower attention paid to female education.
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 detailing 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, besides understanding them in an integrated structure. Data in this section has been taken mainly from the Census of India and Shahganj Nagar Parishad. Total area under Shahganj Nagar Parishad is 11.35 sq. Km. Master plan for the town is not prepared and Land use break up is not available but from the preliminary assessment it is clear that major part of the town is under agriculture. Land-use data as ascertained during discussion with the officials is shown in Exhibit 4-1.
Exhibit 4-1 Existing Landuse (Census 2001) Landuse Total irrigated area Un-irrigated area Culturable waste (including gauchar and groves) Area not available for cultivation Total Area (Ha) 485 400 76 174 1135
4.2. Indicators
4.2.1. Sex ratio and Literacy rate
Exhibit 4-2gives us details of literates (Both Male and Female) along with details of sex ratio.
Exhibit 4-2 Literacy rate and Sex ratio Name 'Total Population' 'Total Literates' 'Total Illiterates' 'Literacy Rate' 'Total Population 0-6Years' Sex ratio 'Sex ratio 0-6Years' 'Male Population' 'Male Literates' 'Male Illiterates' 'Female Population' 'Female Literates' 'Female Illiterates'
Source: Census of India
Shanganj 8512 5879 2633 69% 1174 947 1038 4372 3299 1073 4140 2580 1560
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Sex ratio of 947 is highas compared to the Sehore district urban data (926) and state urban data (916) and overall sex ratio of adults is considerably less than the sex ratio amongst 0-6 years old which is 1038. Ward wise Sex Ratio is provided in Refer Annexure IV Map 6 and Exhibit 4-3
Exhibit 4-3 Categorisation of Sex Ratio Sex Ratio Number of Wards Less than 900 900-950 950-1000 More than 1000 3 6 4 2 Ward Number 4,5,15 1,2,3,7,8,10, 6,12,13,14 9,11
Source: Census of India, 2011(Provisional data) & IMaCS analysis
Literacy rate is 69 % and is very lowas compared to District urban data (82.66%) and state urban data (84.09%).Insufficient educational institutes, lack of quality infrastructure in the exiting schools and lack of awareness are the most probable reasons of low literacy rate. Ward wise literacy rate is provided in Refer Annexure IV Map 7 andExhibit 4-4
Exhibit 4-4 Categorisation of Literacy rate Literacy Rate Less than 70% 70%-80% 80% and Above Number of Wards 8 6 1 Ward Number 2,5,6,7,8,9, 11, 12 3,4,10, 13,14,15 1
Source: Census of India, 2011(Provisional data) & IMaCS analysis
4.2.2. Average household size

Exhibit 4-5 shows ward-wise household size. The average household size is 5.05 which is lower than that of urban areas of MP state (5.5). The household size of most of the wards is close to the average. Absence of employment opportunities is attributing to out migration thus reducing the household size.
Exhibit 4-5 Ward wise household size Ward No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Total Population 106 95 110 113 95 120 116 120 118 106 106 136 121 120 Total Household 544 495 543 537 503 600 527 598 604 539 562 680 555 676 Household Size 5.13 5.21 4.94 4.75 5.29 5.00 4.54 4.98 5.12 5.08 5.30 5.00 4.59 5.63
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Ward No. Total Population Total Household Household Size 549 5.23 15 105 5.05 Total 1687 8512 Source: Census of India, 2011(Provisional data) & IMaCS analysis
4.2.3. Workforce participation (Primary, Secondary and Tertiary occupation and income levels)
Work is defined as participation in any economically productive activity with or without compensation, wages or profit. Such participation may be physical and/or mental in nature. Work involves not only actual work but also includes effective supervision and direction of work. It even includes part time help or unpaid work on farm, family enterprise or in any other economic activity. All persons engaged in 'work' as defined above are workers. 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 Labours, Household Industry Labours and Other Workers. People in Shahganj are mostly engaged in agriculture for their livelihood. Almost 40% of the total land under Shahganj Nagar Parishad is irrigated area. There are a few warehouses located on the periphery of the town for storage of food grains. Shahganj has been identified as a Upa-mandi recently but the mandi is not fully functional as of now. As per the data available from Tehsildars office, the total area under agriculture is 908 Ha. The major crop products are Paddy, Wheat, Tur, Soyabean and Gram (Chana). Refer Exhibit 4-6for production and yield which shows that the yield is at good when compared to the average states yield
Exhibit 4-6 Crop Production and yield - Shahganj
S. No. 1 2 3 4
Crop Wheat Tur Soya bean Chana
Yield* (kg/ha) 3300 800 1,200-1,300 1,200
Area under crop (Ha) 400 34 33 335
Total Production (kg) 13,00,000 27,000 40,000 4,00,000
Average yield in MP (Kg/ha)** 1771 773 800 925
Source : Tehsildar office Shahganj *Shahganj data - Yield for year 2010-11 ** MP data for the year 2005 - 06
There are no industries present in and around the town.The preliminary assessment suggests that apart from agriculture, which forms the major economic activity of the town, there are other activities such as animal husbandry, fishing, acqua-culture, pottery and tourism activities etc that already exists and can be further boosted by exploring varied options.
4.2.4. Industrial activities

There are no industries located in and around Shahganj. Even though Shahganj has a rich agricultural base no agro-based are found in the vicinity.
4.2.5. Trade and commerce
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There is no major trade and commerce activity taking place within the town. The town does not have a fully functional mandi as of now and most of the agriculture produce is exported out of the town. There are a few warehouses present on the Budni road.
4.2.6. Tourism
Shaganj town has gained religious importance because of its location on the bank of Narmada River. Shahganj also falls on the route of Narmada Parikrama which is a voyage around the river and is an important ritual among the devotees of River Narmada. Shahganj has an important Ghat known as Pateghat (Refer Figure 4-2). On the occasions like Makar Sankrant, Sarvapitri Amavasya, Narmada Jayanti etc. the town witnesses inflow of pilgrims. Most of them belong to the nearby villages and return back on the same day after performing the rituals. There is a famous Hanuman temple which is located near the ghat on the bank of River Narmada. Bandrabhan is located 4 km from Shahganj and confluence point of Tawa River and Narmada River (Refer Figure 4-1). This place has been already developed as a tourist spot with boating and resting facilities. There is another picturesque 45 m high waterfall at Amargarh which is very close to Shahganj. These places at present are almost unexplored and there is no major tourism activity happening in Shahganj. There is a negligibleyear round involvement of local people in catering to tourist as most of the people come to the town for performing rituals and for the pilgrimage activities that are concentrated on particular days of the year.
Figure 4-2Bandrabhan near Shahganj
Figure 4-1 Pategaht - Shahganj
4.3. Issues
Low number of HH size could be the result of out - migration due to lack of employment opportunities. The town has a high potential to have a diversified economic base by exploring its tourism potential and developing and promoting agro based industries which is presently lacking in the town.
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5. Spatial Planning and Growth Management

5.1. Spatial growth trends
Shahganjtown has an area of 11.35 sq. km. The town is divided into 2 parts by the arterial roadSH15. The southern part of the town is situated along the bank of River Narmada and is known as Purani Basti i.e. the old town. The Northern part is newly developed and is called as Nayi basti. The Purani Basti is a flood prone area and has been severely affected by floods in the past. Nayi basti was formed to rehabilitate the flood affected people. The developed area is around 3.5 sq km with predominant residential use with a density of about 8 persons per Ha (pph) which is very less as compared to the UDPFI guidelines for small towns which says the density is between 75-125 pph.
5.2. Spatial distribution of population

Purani basti constitutes of ward number 9, 10, 11, 12, & 13 which are densely populated when compared to Nayi Basti. The outer parts of the wards are under agricultural use and are sparsely populated.
5.2.1. Municipal level mapping (1:1000)

Annexure IV - Map 3 shows the municipal jurisdiction and area limits of Shahganj Nagar Parishad, its landmarks, linkages within the town and various facilities of the town. The Nagar Parishad boundary is derived after detail discussion with the officials. It can be seen that the SH-15 plays a major role in the town and act as arterial road connectingShahganj toother towns. The town does not have any connectivity in the form of bridge on the River.
5.2.2. Ward delineation map

Annexure IV Map 4shows the ward boundaries of the various wards in the town. It also depicts municipal limit and the other features of the town. There are 15 wards in the town. As a general observation, the ward located in the southern part of the city i.e. Ward No. 14 & 15arelargest in area and ward no. 10is the smallest and is located along the State Highway. In addition, some of the important landmarks can also be seen in various wards. River Narmada forms boundary for Ward no. 8 & 12 and is also the southern boundary of the town.Government high school, Dussera ground, Nagar Parishad Office, Siddhi ghat, etc are other few landmarks.
5.3. Land-use analysis

As per Town Planning act, every town is required to make their development plan. However, Shahganj till datedoes not have any development plan and hence welldefined land use map does not exist. The town does not have actual breakup of various land use categories. However an existing land-use map is prepared purely on the basis of understanding of the area. Refer Annexure IV - Map 10
5.4. Housing scenario

5.4.1. Present and future Housing demand
Total number of households in Shahganj is 1687. At present the number of Pucca houses are not known in Shaganj. Assuming that only the BPL families (826) do not have a pucca house, which gives
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the housing gap for year 2011 . The future demand for housing is calculated considering the projected population and the household size of 5. Refer Exhibit 5-1
Exhibit 5-1Housing demand Year 2011 2021 2031 2035 Population 8512 10896 14643 16481 Household size 5 5 5 5 Number of household 1687 2179 2929 3296 Number of Pucca houses 861 1687 2179 2929 2929 Housing gap 826 492 750 367 1007
2041 19680 5 3936 Source: Census of India, 2011(Provisional data) & IMaCS analysis
5.4.2. Illegal colonies

In Shahganj slums have not been notified. As per the discussion with the Nagar Parishad officials, the slums are mainly concentrated in wards 3, 4, 5, 6 (Refer Annexure IV Map 8). There are 826 families that have been identified as BPL. There is no such separate record of illegal colonies.
5.4.3. Future growth possibilities

In the past the town existed only on the banks of River Narmada which is presently known as Purani Basti. This area is highly prone to floods. Gradually the towns development was seen along the main arterial road SH -15. The Nayi Basti was developed as rehabilitation for the flood affected area i.e. Purani Basti. Alarge portion of the land in the jurisdiction of Shahganj Nagar Parishad is under agriculture. The average density of the town is 750 person/sq.km. (7.5 pph). It is expected that the density of town would further increase and the growth would be along the arterial road in both the directions.
5.4.4. Proposed land-use

Assuming that the density of the town would increase to 2500 persons per sq. km. (25pph) by 2035 the area required to accommodate the population would be around 6.6 sq. km. The proposed landuse distribution as per the UDPFI standards is shown in exhibit below
Exhibit 5-2 Proposed Land-use Distribution as per UDPFI guidelines S. No. 1 2 3 4 5 6 7 Land use Category Residential Commercial Industrial Public & Semi Public Recreational Transport and communication Agriculture & Water bodies Total
Source UDPFI Guidelines
% of Developed Land 45-50 2-3 8-10 6-8 12-14 10-12 Balance 100
Total Area (sq.km) 2.64 - 3.3 0.13 - 0.19 0.50 - 0.70 0.40 -0.50 0.80 - 0.90 0.70 - 0.80 Balance 6.6
Total Area (Ha) 264 - 330 13 - 19 50 - 70 40 - 50 80 - 90 70 - 80 Balance 660
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A tentative land-use has been proposed taking into consideration the probable growth directions. A detailed master plan needs to be prepared for arriving at the exact land use for the town.Refer Annexure IV - Map 13 for Proposed land use
5.5. Conclusions
This chapter discussed physical growth of Shahganj and also presented maps and analysis of spatial and population growth, municipal boundary, ward delineation and tentative idea on land use of Shahganj. The next chapter deals with the assessment of existing situation of urban services which is followed by the demand-supply gap analysis, SWOT analysis and identification of critical issues in each urban sector
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6. Citys Infrastructure Existing Status, Gaps, Issues, SWOT, Goals and Strategies
Development of any urban area depends on the availability and quality of infrastructure services. Economic activities are dependent on urban infrastructure like roads, water supply, transportation and other civic infrastructure like sanitation and solid waste management. The Urban Local Bodies (ULB) are primarily responsible for providing minimum basic services to the inhabitants. Steep and unplanned growth of urban population results in inadequacy of minimum basic services in urban areas which leads to deterioration of quality of life. The biggest challenge for any urban local body is to meet the present demand of basic services of its citizen and be prepared for the future requirement. Shahganj Nagar Parishad is responsible for providing basic infrastructure and services to the citizens of Shahganj town. This chapter deals with the current status of various components of city infrastructure and services provided by the Shahganj Nagar Parishad.. Sectors / Services identified for the analysis include: Water Supply, Sewerage & Sanitation, Solid Waste Management, Drainage, Traffic & Transportation, Street Lighting & Fire Fighting, Urban Poor and their Accessibility to Basic Services, Social Infrastructure, Environment, Heritage & Conservation, and Existing Institutional Framework for Development. Sector-wise analysis is presented in subsequent sub-sections
6.1. Water supply

Water Supply in Shahganj is a function of Shahganj Nagar Parishad and it includes establishment of Source and Network Infrastructure and its day to day operation and maintenance and collection of user charges
6.1.1. Quality and quantity of water at source

Shahganj Nagar Parishad does not have an integrated and comprehensive water supply scheme covering the entire town. Presently the city is getting water from 4 tube wells that are located in and around the town. There are 3 OHTs in Shahganj with a total storage capacity of 0.6 MLD. Thus the yield of the tube wells is around 0.86 MLD considering 25% losses in transmission form source to OHT. There are 22 hand pumpsand 3 wells. Total number of household connections is 546 (37% of the assessed properties) and number of public stand posts is 10. The water is extracted at the rate of 600 - 900 liters per minute. There is one settling tank where chlorination of water takes place. At present no other treatment is being provided to the municipal water supply.
Figure 6-1Elevated service Reservoir Shahganj
6.1.2. Quality and quantity of water in distribution system
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Water transmission and distribution network is old and in dilapidated state and demands a lot of maintenance. The approximate length of distribution network is 5 km. Per capita water supply in Shahganj Nagar Parishad is approximately 101 liters.
6.1.3. Water distribution arrangements

The total distribution network is thus 5 km. covering only 40% of the total road length, indicating a poor coverage. Shahganj Nagar Parishad at present has 3 Elevated Service Reservoirs, one with a capacity of 1.45 Lakh Litre, second 0.45 Lakh and the third with the capacity of 0.45 Lakh Litreagain. Water tariff is collected at a flat rate of Rs 40 per month and Rs 1100 for new connection in case of domestic consumers.
6.1.4. Water treatment facilities

At present no treatment is being done for Municipal water. There is one settling tank where chlorination of water takes place
6.1.5. Present and Future Demand and Supply Gaps

Exhibit 6-1summarizes the current status and Demand-Supply Gap analysis for Water supply service provided by Shahganj Nagar Parishad. Exhibit 6-1also 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 and CPHEEO guidelines.
Exhibit 6-1 Water Supply Demand and Gap Analysis Existing and Desired Level Parameter Indicator Existing Desired Unit Level Level Daily per Source capita 101 Ltrs 135 Augmentation Supply % Treatment Treatment 0 % 100 capacity Capacity Distribution % of road 40 % 85 Network length Elevated % ESR Storage Capacity to 70 % 33 capacity w.r.t Water Supply Supplied Source Shahganj Nagar Parishad and IMaCS Analysis Service Gap by Year 2015 Exis Dema Gap ting nd 0.86 1.27 0.41 Service Gap by Year 2035 Dema Gap nd 2.22 0.57
Unit
MLD
1.27
1.27
2.22
0.57
ML
13.98
8.98
24.52
6.27
Km
0.23
0.42
0.19
0.74
0.14
ML
It is evident from that Shahganj needs a major revamping in Water Supply sector as current level of service, 101 lpcd, fails to even come near the desired level of service. Huge gap in the water supply area at the end of year 2015 well underscores the above point. By the end of year 2035, Shahganjtown would require at least 2.22MLD say 2.3 MLD of water to serve the population of 16481 at a level of 135 lpcd.
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6.1.6. Water supply projects

As no water supply project has been identified to meet the future demand, it first becomes important to identify the nearest sustainable surface source to meet the future demand. As the town is located at the banks of River Narmada which is a perennial river hence the water can be taken and treated from the river to meet the future demand of the town. A treatment plant of capacity 1.27 MLD needs to be constructed to meet the demand by the year 2015. The capacity of the treatment plant needs to be increased to 2.3 MLD by the year 2035. A distribution network of 24.52 km is proposed for the year 2035.Storage capacity also requires augmentation and a total storage capacity of 0.75 ML would be required by 2035. Refer Annexure IV Map 15 for proposed Water Supply Project.
6.1.7. SWOT analysis

Strengths 1. Water Source Narmada River in the reachable distance. 2. People can be sensitized to adopt best practices on water savings with awareness improvement programs. Opportunities 1. A holistic approach can be adopted in planning for long term as there is no water supply system proposed 2. Improvement in the level of service by augmenting daily supply of water and storage capacity. 3. Installation of treatment plants to improve the quality of drinking water 4. Metered connections could be a major source of revenue to the Nagar Parishad 5. Rationalization of water charges Weaknesses 1. Current level of water supply is way lower than level desired under the UDPFI guidelines. 2. Poor maintenance infrastructure of water supply Threats 1. Dependence on Tube-wells for water supply threatens the citys water security. 2. Dilapidated state of existing water supply network. 3. Consumption of water from alternative sources could be a threat to revenue loss to the Nagar Parishad.
3. Absence of proper water treatment facilities 4. Unmetered water connections
6.1.8. Issues
Service Issues Shahganj has 15 Wards and a provisional population of 8512as per census 2011. Given municipal norms of 135lpcd under UDPFI, as against the current supply of 101 lpcd a
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demand of 2.3 MLD would be created in coming 25 years with the population going up to 16481. No water supply system has been proposed to meet the present and future water demand of Shahganj town. Deteriorated state of existing network No treatment is done except for primary treatment i.e. chlorination. In order to provide the people with safe drinking and household usage water, a treatment plant is immediately required. Metering of water connections completely absent. Policy level issues Short-term policy: Shahganj Nagar Parishad shall attain clarity on fixation of norms for water tariff and structure, cost recovery and illegal connections. These are the main policy issues to be addressed in the immediate future. Long term Policy: Shahganj Nagar Parishad shall plan for retaining and rejuvenating the ground water level. Parallel to the implementation of this scheme, efforts should also be made towards metering of entire system.
6.2. Sewerage
6.2.1. Existing sewerage system
At present there is no sewerage system in Shahganj. Approximately 80% of water supplied comes out as sewage of which major portion lies unattended in various parts of the city creating unbearable milieu for the citizens.
6.2.2. Means of sewage disposal

Absence of sewerage system in town rules out the possibility of use of public septic tanks for disposal and treatment of domestic wastewater. Shahganj town has no other option but to rely on Individual disposal. In the absence of sewerage system, people depend upon individual septic tanks.
Figure 6-2 Absence of Sewerage System

The followingExhibit 6-2 presents the existing situation, future demand and the gap which needs to be filled. There is no sewage system existing in Shahganj town. Also there is no treatment plant, which makes the local environment polluted and unhygienic to live in. 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.
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Exhibit 6-2 Sewage and sanitation gap analysis Existing and Service Gap by Year Desired Level 2015 Parameter Indicator Existi Desir Exis Deman ng Unit ed Gap ting d Level Level % Population Population covered by 0 % 100 0 9,396 9,396 Coverage UGD UGD % Sewer to 0 % 90 0 14.80 14.80 Network Road Length Treatment % Treatment 0 % 100 0 1.01 1.01 Capacity Capacity Source Shahganj Nagar Parishad and IMaCS Analysis
Service Gap by Year 2035 Deman d 16,481 25.96 1.78 Unit Gap pers ons Km ML
4,218 6.64 0.46
As shown inExhibit 6-2, Sahaganj town would require a sewerage system to cater a population of 16481 by the end of year 2035. According to norms mentioned under the UDPFI, the sewerage system would need to cover 85 % of the road length during year 2035. A comprehensive sewerage system needs an integrated treatment plant which can be developed in a phased manner. A treatment plant with an initial capacity of 1.78 ML should be developed to cater to the requirements of 2035.
6.2.4. Sewerage projects

Shahganj has recently (February 2010) been upgraded from Nagar Panchayat to Nagar Parishad and there are no proposed projects under any schemes for the development of infrastructure in Shahganj.

Absence of sewerage system in the city forbids us from doing a SWOT analysis for this service.
6.2.6. Issues
Absence of sewerage system in the town .Sullage and stagnant pools of water can be seen in the entire town and arevisibly disturbing and lead to pollution and mosquito menace. A complete sewerage network for Shahganj is very much desired as lack of sewerage system leads to unhygienic conditions in the town.
6.3. Sanitation
Sanitation refers to the safe management and disposal ofhuman excreta. Here we are referring this
to number of individual and public toilets built and their use and maintenance.
6.3.1. Existing Sanitation facilities

Out of total 1687 households in the town,only 542 households (approx.32 %) are connected to personal toilets. Rests do not have any sanitation facility available. In absence of sewerage system, the effluent from the household septic tanks/ soak pits flows along with the storm water into natural drains that flow towards Narmada River.
6.3.2. Public toilets

The town lacks in public convenience facility. The city has only one public convenience facility available with 7 seats. This gives an insight of a poor state of sanitation facilities available in the city.
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A SWOT analysis for Sanitation is as follows: Strengths 1. Increased awareness among the stakeholders for the improvement of sanitation facilities. Opportunities 1. Provision of better services to slum and floating population by improving the sanitation facilities of the city. 2. PPP mode can be explored for the improvement of sanitation facilities of the city and treatment of the sewage water and reusing for the municipal purposes. Weaknesses 1. Slum Population per Seat of Convenience is very high against the norm value of 60. The exact number be found as the slums are yet identified Public UDPFI cannot to be Threats 1. Improper usage of public conveniences would leave these facilities unusable and would require more maintenance. 2. Overflow from individual septic tanks and from the houses are mixing with storm water resulting into pollution and unhygienic environment
2. Lack of maintenance and absence of timely cleaning of free public conveniences renders them unusable for significant amount of time. 3. Non consideration of floating population at the time of fair and festivals into the planning of Public Conveniences.
6.3.4. Issues
Need of Improvement in sanitation facilities Only 32% of the total population have access to toilets (considering 1 community toilet seat to cater to 60 people) with only 32% households with individual toilets Need for greater coverage and better maintenance of Public conveniences - Given the significant proportion of slum population and substantial floating population, there is a need for providing additional community toilets and work for their upkeep and maintenance.
6.4. Solid waste management

Waste is unwanted material left over from places of human and animal habitation. Solid waste comprises of unwanted and discarded materials from houses, street sweeping, and commercial and industrial operations. Increase in urban population and changing life styles lead to the generation of solid waste. Generally, solid waste is heterogeneous in nature and a mixture of vegetables, food items, paper, plastics, rags, glass etc. If solid waste is disposed on land in open areas, then it causes a negative impact on the environment, ground water, bad odor, pests etc.
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Shahganj Nagar Parishad is responsible for street sweeping, collection, transportation and disposal of all solid waste generated in the town. Details of Solid existing Waste Management system of Shahganjtownis given in Exhibit 6-3
Exhibit 6-3 Details of Existing Solid waste management
S.No. A B C D E F G H
Description Waste Generated Per Day (tons) Waste Collected Per Day (tons) Major Sources of Waste Generation Number of Dustbins in Town No of collection points Average Capacity Per Bin Frequency Of Waste Collection Population covered by door to door collection by ULB
Collection Details 3 2.4 Domestic Dustbin free city 30 Daily 45%
Source Shahganj Nagar Parishad
6.4.1. Current practices of Solid waste management

In Shahgunj, Door to door collection is done in ward no. 1, 2, 9,10,11,12,13 & 14. The disposal site has an area of3 acres and is located 4-5 km away from the town on Bhopal road.

Exhibit 6-4summarizes the current status and Demand-Supply Gap analysis for Solid Waste Figure 6-3 Garbage dumped along streets Management service provided by Shahganj Nagar Parishad. Exhibit 6-4also 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 6-4 Solid waste management gap analysis Existing and Desired Level Parameter Indicator Existi Desir ng Unit ed Level Level Service Gap by Year 2015 Existi ng Dem and Gap Service Gap by Year 2035 Dem and Unit Gap
Waste Generated Collection Disposal Site
Waste Generated per capita Collection Performance
250* 80 3.0
Gra ms % Acre
250* 100
3 10 3
3.53 3.53 1.04
1.43 0.33 -
6.20 6.20 2.02
1.59 1.59 -
Tonne
Acres
*Although reported waste generation is high, UDPFI norm of 250 gm per capita is taken for calculations Source Shahganj Nagar Parishad and IMaCS analysis
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An Analysis was carried out to project the future waste generation in the Shahganj town. Waste generation projection has been carried out in accordance to the UDPFI guidelines. A land-fill height of 5 meters and bulk density of 1 tons /Cu.mt have been assumed for the analysis. Result of this analysis shows that the allotted site is of 5 acres against the demand of 2.02 acres in the year 2035, would be sufficient to cater the needs for coming 25 years.

Strengths Sufficient landfill site Potential for income generation through processing solid waste Disposal site located away residential area of the town from the Opportunities Existing infrastructure can be utilized in an effective manner. With the availability of sufficient capacity, a pilot study for the overall improvement of SWMS can be undertaken. Private participation could be explored for revenue generation and best usage of waste. Threats Failure of maintenance of extra capacity can result in loss of capacity Health hazards for the people due to insufficient collection and open incineration. Lack of safety procedures while handling the waste is a potential health hazard for the workers.
Weaknesses Lack of primary collection Lack of necessary safety measures for the workers. Several places of the city are not provided collection bins leaving no options with residents to dispose domestic waste but throw it in open.
6.4.4. Issues
1. Need for a comprehensive study There is a need for a comprehensive study inorder to know the characteristics of the waste generated, , identify major Solid waste generation points, efficient transportation route, disposal methods, etc. 2. Intensifying drive for segregation at source and door-to-door collection in a phased manner - There is need for increasing awareness on SWM practices at the grassroots. Shahganjshould progressively move towards source level segregation of waste for more efficient disposal and conversion. It may need to intensify promotion campaigns in this regard.
6.5. Drainage
6.5.1. Existing drainage system
Shahganj lies on the bank of Narmada. Lack of a proper drainage system leads to storm water flowing in nallas eventually mixing into Narmada River, thus polluting the river. The storm water in
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Shahganjmostly flows on the roads towards the low lying areas. Kothiya Nala is a major natural drain a major drain. As against a desired level of coverage of 130 percent of the road network the current coverage of drainage system is 10% which is very less. Refer Annexure IV Map 12. As the town lacks a proper drainage system, the rain water finds its way through streets, into kutcha nallahs/natural drains. These drains are close to residential area causing unhygienic conditions. The town is also prone to floods. The Purani Basti is a low lying area and is flooded in extreme rains.

Exhibit 6-5summarizes the current status and Demand-Supply Gap analysis for Drainage network provided by Shahganj Nagar Parishad.Exhibit 6-5also provides a snapshot of comparative analysis of existing level of service with level of service desired Figure 6-4 Existing Storm water drains under the Urban Development Plans Formulation & Implementation (UDPFI) guidelines. The existing drainage network is only 1.2 km in length and is along the major roads. The drains are pucca but open in nature. There is a requirement of 37.5 km (length) of drainage network by the year 2035
Exhibit 6-5 Storm water drainage gap analysis Existing and Desired Service Gap by Year Level 2015 Existing Desired Existi Dema Indicator Unit Gap Level Level ng nd Road Length Covered with 10 % 130 1.2 21.38 20.18 Drains Distribution by Type % Pucca to Pucca I Total Drain % 33 1.2 7.05 5.85 Open Length % Pucca to Pucca ii Total Drain NA % 67 0.00 14.32 14.32 Closed Length
Source Shahganj Nagar Parishad and IMaCS analysis
Service Gap by Year 2035 Dema Gap nd 37.49 9.60
Uni t
km
12.37
3.17
km
25.12
6.43
km

Strengths 1. Presence of a major river to drain out flood water from the city 2. Natural Topography of the town is towards Narmada river Opportunities 1. Strengthening of natural drains and developing a comprehensive drainage network 2. Immediate identification of flood prone areas and preparing a flood relief plan to avoid/tackle any flooding.
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Weaknesses 1. Encroachment of natural drains 2. Mix of sewage and solid waste in the drains 3. Low capacity of natural drains. 4. Lack of maintenance leading to clogging of natural drains 5. Virtually non-existent drainage network
Threats 1. Encroachments and improper maintenance of drains resulting floods and unhygienic conditions
6.5.4. Issues
1. Lack of a proper drainage system 2. Sewage and Solid Waste getting its way into Narmada River
6.6. Traffic and transportation

6.6.1. Existing scenario traffic & transportation
Nagar Parishads role with regard to road infrastructure in the city includes the construction and maintenance of all roads in its jurisdiction, except the roads belonging to the Public Works Department (highways and other district-level roads). The construction of internal roads, in case of a private colony development is the responsibility of the developer.
Figure 6-5 Heavy vehicular traffic on Arterial Road
The Municipal area is spread over 15 wards. The SH 15 is the spine of all road networks in the city. All the major arterial roads either start or end on the MDR 15. Most of the roads in the city are surfaced; the per-capita road length as on date is 1.41meters, which is less than the desired level of 1.75. The average width of roads in the city is 6 meters. Refer Annexure IV Map - 11
6.6.2. Travel characteristics

Total number of vehicles in the urban areas in Sehore district is 2,48,371 as per RTO,Sehore. It is assumed that the number of vehicles in Shahganj is proportionate to the share of its urban population in Sehore district which givesthe number of existing vehicles as550 (approximately).While the
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preferred mode of travel (motorized) in Shahganj is two-wheelers, the predominant number of trips undertaken in the city is understood to be pedestrian in nature.
6.6.3. Public transport / mass transit

In the absence of an organised public transport system, mobility is made possible through transport and non-transport modes. The transport mode includes tempo passengers (seven-seaters), intercity mini-buses(private), and taxis. Private transport modes include two-wheelers, cars, and jeeps.
6.6.4. Traffic management and circulation

Major issues with respect to traffic management are restricted to the SH 15. SH 15 carries maximum traffic plying in Shahganj town. This comprises both the city traffic as well as the regional traffic. The Junction close to Dusserah maidan is the most important junction in the town
Figure 6-6 Kutcha roads
6.6.5. Parking Current arrangements and requirements

Absence of parking lots and organized on-street parking facilities has resulted in haphazard and unorganized parking on most stretches of roads in the city. This at present is not a creating major problem but in due course of time with the increase in population organized parking lots would be necessary.

Exhibit 6-6summarizes the current status and Demand-Supply Gap analysis for Road network provided by Shahganj Nagar Parishad. Exhibit 6-6also provides a snapshot of comparative analysis of existing level of service with the level of service desired under the Urban Development Plans Formulation & Implementation (UDPFI) guidelines. Refer Annexure IV Map 14.
Exhibit 6-6 Demand - Gap analysis of roads Existing and Desired Level Exist Desir ing Unit ed Level Level 75 25 0 0 100 % % % % % 75 25 0 0 100 Service Gap by Year 2015 Existi Dem Gap ng and 2015 2011 2015 6 9 15 12.33 4.11 16.85 6.33 0.11 1.85 Service Gap by Year 2035 Dema Gap nd (2035) (2035) 21.63 7.21 28.84 5.54 1.85 7.38
Parameter
Indicator
Unit
Urban Roads, Transport & Traffic % Share in Total Concrete i Road Length % Share in Total ii Black Top Road Length % Share in Total iii WBM Road Length Cut Stone/ % Share in Total iv Earthen/Ot Road Length hers
km. km. km. km. km.
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Total Municipal Road Length


Strengths 1. Presence of major transportation corridor in the city limits Opportunities 1. Introduction of Public Transport by corporation could be revenue generative 2. Development of Parking lots would help reduce congestion 3. The warehousing and future industrial activity should be restricted to the outer part of the city thereby confining the heavy traffic from entering the town Weaknesses 1. The road condition is very poor and requires immediate maintenance. 2. Several incidences of encroachments have reduced the effective width of city roads 3. Lack of organized parking lots Threats 1. Unregulated growth & encroachments 2. Degradation of surface of roads due to heavy traffic movement beyond the capacity
6.6.8. Issues
1. Lack of appropriate and efficient road infrastructure: 2. While road network connectivity within the developed areas of the city is below standard. Inadequate grade separation and poor surface quality are leading to travel delays, congestion and pollution. Appropriate safety and visibility enhancement parameters like signages, markings, channel islands, street name boards and other street furniture are absent on the majority of roads. Major roads lack footpaths and pedestrian facilities; those available are encroached upon by informal activities and street hawkers. 3. Except for a few major intersections in the city, the rest lack cohesion with road geometry, necessitating an integrated traffic and transport system. Also, the mixing of traffic owing to the lack of lane separators and unabated parking on the main roads and intersections is predominant. Many areas of the city are experiencing parking problems, low-speed travel, increased congestion, and worsening air quality.
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6.7. Street lighting and Fire fighting

6.7.1. Existing situation of Street lights
Shahganj in general, has a bad coverage of the roads with street lights. Presently, the town has a total of 230 streetlights. The average spacing of the street lights is 52 m. which is higher than the municipal norm of one street light every 30 m.
6.7.2. Fire service

Presently, Shahganj Nagar Parishad has 1 medium Water Tender. Due to lack of this facility in nearby areas, Water Tenders are often sent to the areas which are outside the jurisdiction of Shahganj Nagar Parishad. A parking place for the fire vehicle needs to be developed from where it can approach various parts of the city in minimum time.
6.7.3. Power generation and distribution

Madhya Pradesh State Electricity Board is responsible for supply of electricity to Shahganj Nagar Parishad. Shahganj town, at present, is suffering from an acute shortage of electricity.

Exhibit 6-7summarizes the current status and Demand-Supply Gap analysis for Street Lights provided by Shahganj 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 6-7Demand gap analysis for Street Light Existing and Desired Level Parameter Existi Desir Indicator Uni ng ed t Level Level Street Lighting Additional Average 1 street light Street Light 52 M 30.00 poles Spacing i ii iii Tube Light High Power High Mast Lamps % Share to Total % Share to Total % Share to Total % % % 75.00 25 0 Service Gap by Year 2015 Existi Dema Gap ng nd 2015 2011 2015 Service Gap by Year 2035 Dema Gap nd 2035 2035
Unit
245
548.00
318.00
961.00
246.00
Nos . Nos . Nos . Nos .
183 63 -
411.00 137.00 -
228 74 -
721.00 240.00 -
185.00 61.00 -
6.7.5. SWOT Analysis

Strengths 1. A diversified base of Street Lighting infrastructure Opportunities 1. Mercury lamps, sodium vapour lamps and Tube-lights can be replaced by CFL/LED to reduce the electricity consumption
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2. New installations can be supported by underground cabling to improve the skyline of the city Weaknesses 1. High percentage of Sodium vapor lamp and tube lights resulting in the higher electricity consumption 2. Current level of service i.e. an average spacing between lamp poles is much more than that required under UDPFI guidelines Threats 1. Lack of maintenance can degrade the existing infrastructure 2. Illegal connections would result high percentage of power bills to the Nagar Parishad.
6.7.6. Issues
As the responsibility of laying lampposts and their electrification lies with M.P.State Electricty Board, there arises an institutional gap between the planning and implentation of installation of new street lights. This results into most of the roads without street lighting
6.8. Urban poor and their accessibility to basic Services

Discussions with stakeholders revealed that the poverty levels are of varying nature and are coexistent in the city. Absolute poverty as per the general definition, i.e. not enough to eat, is not prevalent in the city, except amongst a small section of people living in the slums; these people lack even housing and other amenities and can be categorized as urban poor. For the majority of the poor in the city, the only concern is security of land tenure, quality of housing, and access to basic infrastructure. If other parameters of urban poverty like housing, access to better sanitation facilities and capability to function in society are considered, and then almost all slum dwellers can be categorized as the urban poor.
6.8.1. Poverty in the town

As per discussion with the Nagar Parishad personnel, the slum wards are not yet notified. As per the understanding of the town, it can be said that most of the slum population is concentrated in wards 1 and 15 with a population of about 1093.
6.8.2. Separate information on BPL population and Slum population

In Shahagnj, almost every ward has people living below poverty line (BPL). There are total of 826 families living below poverty line in all the wards and average family size in Shahganj is 5. This reflects that almost 50% of the population is living below the poverty line in Shahganj.
6.8.3. General characteristics of slum

The absence of water supply, roads, disposal of human waste and garbage collection may be identified as the four most important factors that endanger the health and well-being of people living in slums. Provision of these basic services has traditionally been a municipal function. Hence, in this
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context, it is important to examine characteristics of slums and slum population of Shahganj, and most importantly, the level of access to basic services and how best Nagar Parishad can deliver quality services to its urban poor.
6.8.4. Urban basic services in slums

Services provided in the slums are similar to that provided by Nagar Parishad in other areas. These include solid waste collection, drinking water, roads, street lighting, fire services, etc. But provision of these services is restricted due to unregulated growth of settlements and population. The people of the slums typically lack the following: Access to improved water Access to improved sanitation Solid Waste Management System Security of tenure Durability of housing Sufficient housing Area Education

In the slums, the level of service for various services is similar or worse than 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 various sections of this Chapter 6.
6.8.6. Issues
The slums have not been identified and notified in the town. This makes it difficult to comment on or identify the gaps in the service levels of the slums and improve upon the same.
6.9. Social infrastructure

6.9.1. Overall Health facilities in the town
Health facility in Shahganj is not as good as in other big cities. Emergency cases often do not get appropriate medical care because of absence of good facilitiesin hospital of the Nagar Parishad. Hoshangabad or Bhopal, being in proximity, are the preferred destination for the citizens to attain medical treatment. At present, there is one Primary Health Care centre in Shahganj Nagar Parishad which has a capacity of merely 30 beds and is being attended by 3 doctors. Exhibit 6-8 below shows the demand gap for health infrastructure by the year 2035.
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Exhibit 6-8 Demand Gap analysis of health facilities Existing and Desired Level Parameter Indicato r No. of beds No. of beds No. Existin g Level 10 Unit No. of beds No. of beds No. Desired Level 500 bed for 2.5 lakh pop 30 beds for 45000 pop 1 for 15000 pop Service Gap by Year 2015 Existi Dema Gap ng nd 2015 2011 2015 10 19 9 Service Gap by Year 2035 Dema Gap nd 2035 2035 33 3
Uni t
General Hospital Nursing Home Dispensar y
No s. No s. No s.
ii
NA
11
iii
6.9.2. SWOT
Strengths Decent existing base of primary health in terms of numbers. Substantial awareness for improvement Health Infrastructure. Weaknesses Quality of physical infrastructure of this sector demands major revamping. the Opportunities Development of new health facilities supported by an upgradation/improvement of existing health facilities will help in an overall development of the region. Threats Lack of maintenance can degrade the existing infrastructure. Frequent power cuts hinder a continuous supply of services.
6.9.3. Issues
There is an immediate requirement of Nursing home in the town Existing level of service in the health infrastructure demands a major revamping as these fall among factors which would guide future development of the region. Government Hospital which receives maximum number of patients from Shahganj and nearby areas suffers from lack of infrastructure. Utilization of existing facilities at Government Hospital is severely constrained due to long power cuts.
6.9.4. Overall Educational facilities in the town

Literacy rate in Shahganj is 69% which is good as compared to the National and state data. Exhibit 6-9provides information on number of educational institutes in Shahganj.
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Exhibit 6-9Educational Institutions in Shahganj S. No. 1 2 3 4 Primary Schools Middle School Secondary School Higher Secondary School Particulars Numbers 5 3 1 1
Source Shahganj Nagar Parishad
Exhibit 6-10 shows the demand and gap analysis of education facilities in Shahganj by the year 2035
Exhibit 6-10 Demand Gap Analysis of Education facilities Existing and Desired Level Existin Desired g Unit Level Level Per 2,837 2500 facility Per 8,512 7500 facility Service Gap by Year 2015 Existi Dema Gap ng nd 2015 2011 2015 5 1 4 1 0 Service Gap by Year 2035 Dema Gap nd 2035 2035 7 2 2 1
Parameter
Indicator No. /population No. /population
Uni t Nos . Nos .
i ii
Primary Sr. Secondary
6.9.5. ISSUE
1. Most of the schools in the town lack necessary infrastructure and hence, initiatives should be taken in equipping existing educational institutions with necessary infrastructure.
6.9.6. SWOT
Strengths Decent existing base of education facilities in terms of numbers. Nearby villages students can come here for education. Weaknesses Quality of physical infrastructure of this sector demands major revamping. Opportunities Development of new educational facilities supported by an up-gradation/improvement of existing educational facilities will help in an overall development of the region. Threats Lack of maintenance can degrade the existing infrastructure.
6.9.7. Recreational facilities (Parks, Playgrounds etc)

In addition to Education and Health infrastructure, there are several other socio-cultural facilities which form an indispensable part of Social Infrastructure of a city. Some of these socio-cultural facilities are community halls, parks, swimming pools, Library, Recreational club, Entertainment centers, Meditation centers, etc. Shahganj has a Dussera maidaan, community hall etc as shown in Exhibit 6-11
Exhibit 6-11 Recreational facilities in Shahganj S. No. 1 Particulars Play Ground/ Dussera Maidaan Numbers 1
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S. No. 2 Community hall
Particulars
Numbers 2
Issues
Lack of sufficient parks or green spaces in general Absence of Cinema hall
Figure 6-7 Dusserah Maidan
Figure 6-8 Community hall
6.10. Environment
A citys environment is dependent on several factors which impact air quality, water quality, land quality, noise levels, etc. Each of these aspects gets affected by individual factors or a combination of two or more factors. Some of these factors are: Shortcomings in Solid Waste Collection, Underdeveloped Storm Water Drainage system, Undeveloped Waste water disposal system, Dust and particulate matters from vehicular traffic and industries, etc. Nagar Parishads inability to collect 100% generated waste leads to scattering of waste which ultimately find its way to drains, open lands and other sources of water. This leads to the pollution of land by improper disposal of harmful waste, ground water pollution by leachate and surface water pollution by mixing of waste with water. In addition to these, solid waste clogging the drains leads to stagnation of water which ultimately leads to the unhygienic milieu. Under-developed drainage network and undeveloped waste water conveyance system leads to the stagnation of storm water and waste water in various parts of the city leading to unhygienic conditions which poses severe threat to the health of the citizens. Vehicular traffic on SH 15 is a constant source of dust and other particulate matter which pollutes towns urban space.
6.10.1.
Existing environmental regulations
Various aspects of regulating the environment are covered under various Legislations. Most important of these are provided below: Policies
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a) The National Forest Policy, 1988 b) The National Water Policy, 1990 c) Indian National Policy Statement for Abatement of Pollution, 1992 d) National Conservation Strategy and Statement on Environment e) and Development, 1992 f) Madhya Pradesh Industrial Policy and Action Plan, 1994
g) Madhya Pradesh Housing Policy, 1995 h) Madhya Pradesh Mineral Policy, 1995 i) j) Madhya Pradesh Tourism Policy, 1995 Madhya Pradesh Rehabilitation Policy (Guiding Principles of State Policy for Equitable and Sustainable Development), 1996.
Legal a) The Indian Forest Act, 1927 b) The Motor Vehicles Act, 1939, amended in 1988 c) Factories Act, 1948, amended in 1987 d) The M P Public Health Act, 1949 e) The M P Control of Music & Noise Act, 1951 f) The MP Municipal Corporation Act 1956; The Municipalities Act, 1961; Palik Vidhi (Sansodhan) Adhiniyam, 1995 and the M P Nagar
g) Mines and Minerals (Regulation and Development) Act 1957, amended in 1986 h) The Wild-life (Protection)Act, 1972, amended in 1983, 1986 and 1991 i) j) The M P Nagar Tatha Gram Nivesh Adhiniyam, 1973 amended in 1994 The Water (Prevention and Control of Pollution) Act, 1974, amended in 1988
k) The M P Slum Area (Improvement & Clearance) Act, 1976 l) The Water (Prevention and Control of Pollution) Cess Act, 1977, amended in 1991
m) The Forest (Conservation) Act, 1980, amended in 1988 n) The Air (Conservation) Act, 1980, amended in 1988 o) The Air (Prevention and Control of Pollution) Act, 1981, amended in 1987 p) The Environment (Protection) Act, 1986 q) The Public Liability Insurance Act, 1991, amended in 1992 r) National Environmental Tribunal Act, 1995.
6.10.2.
SWOT analysis
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Strengths Lower composition of harmful waste. Awareness among the citizens towards the need of better environment.
Opportunities Development of infrastructure related to the handling of solid waste, waste water and storm water can improve the citys environment. Conservation of Ground water.
Weaknesses No initiation in taking up projects under various government schemes as the Nagar Parishad is newly formed
Threats Failure to integrate the issue of urban environment with infrastructure development projects.
6.10.3.
Issues
1. Leakages in Solid Waste Collection System leading to water and land pollution. 2. Clogging of drains and poor waste water handling system leading to threatening environmental situation 3. Impact of vehicular traffic on air quality of the city
6.11. Heritage and Conservation

Shahganj town has gained religious importance because of its location on the bank of Narmada River. Shahganj also falls on the route of Narmada Parikrama which is a voyage around the river and is an important ritual among the devotees of River Narmada. Shahganj has an important Ghat known as Pateghat (ReferFigure 6-9). On the occasions like Makar Sankrant, Sarvapitri Amavasya, Narmada Jayanti etc. the town witnesses inflow of pilgrims. Most of them belong to the nearby villages and return back on the same day after performing the rituals.There is also a famous Hanuman temple which is located near the ghat on the bank of River Narmada.
Figure 6-10 Bandrabhan near Shahganj
Figure 6-9 Pategaht - Shahganj
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6.11.1.
Identification of Heritage structures/Areas
Shahganj has an important Ghat Pateghat. On the occasions like Makar Sankrant, Sarvapitri Amavasya, Narmada Jayanti etc. the town witnesses inflow of pilgrims.Hanuman temple is also an ancient monument located next to the ghat.
6.11.2.
Existing status of Heriatge buildings
The ghats present in Shahganj town along the banks of River Narmada have historical importance and need a comprehensive restoration work.
6.11.3.
Possibility of tourism circuits at the regional level
Along with the heritage sites in Shahganj, the town is surrounded by Rahtapali reverse forest. Bandrabhan, located 4 km from Shahganj is the confluence point of Tawa River and Narmada River (ReferFigure 6-10). This place has been already developed as a tourist spot with boating and resting facilities. There is another picturesque 45 m high waterfall at Amargarh which is very close to Shahganj. All these places can be combined and developed to form an ideal weekend destination.
6.11.4.
Strengths
SWOT analysis
Opportunities The town has a Rustic feel with a predominance of natural environment and hence it can become a part of the rural tourism circuit
Strategic Location, Close To A Number Of Heritage And Tourist Sites And Presence Of River Narmada And Ghats Along Its Bank Which Makes It Attractive Destination For Tourists Weaknesses Poor state of existing physical & social infrastructure
Threats Failure in restoration of these heritage structures would result into further deterioration and eventually complete loss.
6.11.5.
Issues
1. No proper infrastructure available for tourists to reside in the town 2. Lack of promotion of tourism in the town 3. Poor existing physical & social infrastructure of the town
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
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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. This section provides an introduction to the Government departments (State and Central) 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 Shahganj) are: ShahganjNagar Parishad; Urban Administration and Development Department (UADD); Town and Country Planning Department (TCPD); 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.
Urban Local body structure
Shahganj Nagar Parishad

Shahganj Nagar Parishad is the main governing body which operates within the Nagar Parishad limits of Shahganj 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. Nagar Parishad translates its responsibilities into service delivery by means of various sub departments such as General Administration, Engineering (water, street light, roads, drainage) Sanitation, Solid Waste Management, Fire Fighting, Revenue& Taxation, etc. The Nagar Parishadis 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. Nagar Parishad in Shahganj has 15 elected members from 15 administrative wards headed by a President. Nagar Parishad is responsible for the approval of all major works. The total regular employees in Nagar Parishad, Shahganj are 5 and there are 27 daily wage employees
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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 Tatha Nivesh Niyam, 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; 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, Swarna Jayanti 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.
Public health engineering department
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.
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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. 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.
6.12.7.
Issues
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Insufficient staff capacity in Shahganj Nagar Parishad restricts the function of the ULB and results into inefficiency in service delivery. 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. Nagar Parishad should consult MP Housing Board during the preparation of DPRs for various urban services.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. Meetings at regular intervals should be organized between various governing organizations.
6.13. Conclusion
This chapter dealt with the current status of various components of city infrastructure and services provided by the Shahganj 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.
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7. Investment Plan and Financing Strategies

7.1. Financial Status at a Glance
The financial analysis of Shahganjhas been carried out to understand the current status.As the Nagar Parishad is newly formed hence the financial data was available only for the current year i.e. 2010-11, hence the analysis is done on that basis. Refer Exhibit 7-1.As of now Revenue expenditure slightly exceeds the Revenue income. Refer Figure 7-1 Revenue account comprises of revenue income and expenditure. Revenue income of Shahganj isRs. 96.5 lakhs for FY 2010-11 and the revenue expenditure is Rs. 101.7 lakhs for FY 2010-11. Capital income of Shahganj Nagar Parishad comprises of own sources and from Grants and Contributions from Central Government or State government. Shahganjs capital receipts comprise of 100% grants out of which 23% are for special projects. The Capital income is Rs. 280 lakhs for FY 2010-11 andcapital expenditure is Rs.277 lakh. ReferFigure 7-2
Exhibit 7-1 Financial status - Shahganj Financial Status at a Glance Items Shahganj Nagar Panchayat Revenue Account Income Expenditure Surplus/ Deficit Capital Account Receipts Payments Surplus/ Deficit Overall Status incl. O.B.
Source: Shahganj Nagar parishad
Revenue Account
2010-11 2009-10 2008-09 2007-08 2006-07 0 20 40 60 80 Rs. lakhs. 100 120
Revenue Expenditure
Revenue Income
Figure 7-1 Revenue Account - Shahganj
Capital Account
2010-11 2009-10 2008-09 2007-08 2006-07 0 50 100 150 200 Rs. lakhs.
Capital Expenditure
250
300
Capital Income
Figure 7-2 Capital Account - Shahganj 2010-11 In Rs. lakh
96.5 101.7 (5.3) 280.1 277.0 3.1 (2.2)
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.
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7.2.1. Revenue income

As can be observedfrom the pie chart in Figure 7-3 that 57% of the total revenue income comes from assigned revenuewhile if we look at the composition of assigned revenue octroi and passenger tax is the major source of revenue. The second biggest source of revenue is from Revenue grants accounting for 30%. Revenue grants are given for road maintenance, mid day meal, state finance commission and other grants. Tax and non tax revenue account for the remaining 12 % each.
Exhibit 7-2 Revenue income for 2010-11 ShahganjNagar Parishad Shahganj Nagar Parishad Revenue Income Items Actuals in Rs. Lakhs Own Sources Tax Revenue Non Tax Revenue Assigned Rev Revenue Grants Total
Figure 7-3 Sources of revenue
2010-11
Share %
11.8 1.5 10.4 55.4 29.2 96.5
12 2 11 57 30 100
7.2.2. Own Sources

Own source revenue includes tax and non tax revenue.
Tax Revenue
Tax revenue comprises of property tax, integrated tax, education cess, export tax, advertisement tax and other taxes. However collection from other taxes happens to be the highest for all the years. Tax revenue accounts for 2 % share of revenue.
Exhibit 7-3 Tax Revenue -Shahganj Nagar Parishad in lakhs (Rs) Tax Revenue S.No 1 2 3 4 6 Items Property Tax Integrated tax Education cess Export tax Advertisement Tax 2010-11 0.8 0.6 0.1
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Tax Revenue 7 Other Taxes Total (Tax Revenue)

0.0 1.5
Exhibit 7-4 shows the DCB statements of Property tax Collection. The collection amount for property tax in DCB varies from budget accounts. However, property tax DCB has been used for property tax projections for Nagar Parishads revenue. Collection performance of current is 91% which needs to be maintained in future.
Exhibit 7-4 Property Tax DCB Particulars Demand - Rs. Lakh Arrears Current Total Demand Collection - Rs. Lakh Arrears Current Total Collection Balance - Rs. Lakh Collection Performance - % Arrears Current Total Tax per Assessment
2011-12
0.68 0.68
0.62 0.62 0.06 60 91 91 40
Non Tax Revenue

Non Tax revenue was the major source of revenue from own sources which accounted for 11% of the total revenue income. Non tax revenue consists of rental income from municipal properties, water charges, license and fees, development charges, building permission etc. Details are given below in Exhibit 7-5
Exhibit 7-5 Non Tax Revenue - Shahganj Nagar Parishad in lakhs (Rs) Shahganj Nagar Panchayat Non Tax Revenue (Rs. Lakh) S.No 1 2 3 4 5 6 Items Rental Income from Municipal Properties Water Charges License and Fees Development charges/ vikas shulkh Building permission Others Total (Non Tax)
2010-11 2.1 4.3 2.0 0.1 0.5 1.4 10.4
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Collection performance of water charge is 80% which is a good performance and needs to be further increased ReferExhibit 7-6. Data for water charges collection is different in municipal budget accounts and DCB provided by Nagar Parishad. However, DCB statement has been used for projections for water charges.
Exhibit 7-6 DCB - water charges Particulars Demand - Rs. Lakh Arrears Current Total Demand Collection - Rs. Lakh Arrears Current Total Collection Balance - Rs. Lakh Collection Performance - % Arrears Current Total Tax per Assessment 80.00 80.00 2.11 2.11 0.53 2.64 2.64 2011-12
Assigned revenue and Compensations

Assigned revenues and Compensations accounts for about 57% of the total revenue income, it include 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. The details of the revenue from this source are shown in Exhibit 7-7 below.
Exhibit 7-7 Assigned revenue and Compensation - ShanganjNagar Parishad in lakh (Rs) Shahganj Nagar Panchayat Assigned Revenue and Compensations (Rs Lakh) Items 1 2 3 4 Octroi compensation Stamp duty Passenger tax compensation Income under special acts Total (Assign Revenue) 2010-11 55.0 0.4 55.4
Revenue grants, contributions and subsidies

Income from Grants and contribution accounts for about 30% of the total revenue income.Shahganj Nagar Parishad is majorly getting the revenue grants from GoMP in form Midday meal only, road maintenance and state finance commission grants.
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Exhibit 7-8 Revenue Grants, Contributions& Subsidies Shahganj Nagar Parishad in lakh (Rs) Revenue Grants, Contributions and Subsidies 1 2 3 4 Road maintenance Mid day meal State finance commission (S.F.C) Other grants Total (Grants & contribution) 4.0 10.2 10.0 5.0 29.2
7.2.3. Revenue expenditure

Salary and wages expense constitutes the highest among the revenue expenses. It accounts for nearly 50% of the total revenue expenditure. Refer Figure 7-4. This comprises of Salary of Shahganj Nagar Parishad employees, Wages to the temporary staff, pension to staff etc. As we can observe from the pie chart in Figure 7-4 that Operation and Maintenanceaccounts for the second highest revenue expenseaccounting which is26% of the total. In case of O&M cost, major expenditure is towards water works, road repairs and solid waste vehicle maintenance. Administrative expenses includes stationary, printing expenses, furniture, advertisement, photo copy and other expenses which are accounting for5 % of the total revenue expenditure. Programme expenses include mid-day meal, donations and etc., where mid-day meal accounts the prominence in each year of the study. Program expenses accounts for 10% of total revenue expenditure . Items of Expenditure 10% 10% 0%
Salaries/ Wages & Allowances Administrative Expenses Operation & Maintenance
49% 26% 5%
Figure 7-4 Items of expenditure
Programme Expenses Repayment of Loans Other Miscellaneous expenditure
Miscellaneous expenses amounts to 5% of the total revenue expenditure. Refer Exhibit 7-9 for details.
Exhibit 7-9 Revenue expenditure Revenue Expenditure Items Salaries/ Wages & Allowances Administrative Expenses Operation & Maintenance Programme Expenses Repayment of Loans Other Miscellaneous expenditure Total Revenue Expenditure 2010-11 in Rs. Lakhs 50.3 4.9 26.5 10.2 9.8 101.7 Share % 49.5 4.8 26.1 10.0 9.6 100.0
7.3. Capital account

The Capital account comprises of capital income and capital expenditure. What distinguishes a capital income from revenue income is the purpose for which it is used. Capital expenditures are those expenditures which will accrue benefits to Shahganj Nagar Parishad over more than one year. Capital account of the Shahganj Nagar Parishad was in surplus for 2010-11.
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In general, the Capital Income of Shahganj Nagar Parishad comprises of grants and contributions from centre and state governments. Major source of income is Capital grants from GoI and GoMP which currently accounts for 100% of the total capital income. Exhibit 7-10displays the capital income and expenditure during year 2010-11. It can be observed from Exhibit 7-11that almost all of the capital expenditure (97%)for the current year went into capital work in progress and only 1% was utilized for creating reserve fund.
Exhibit 7-10 Capital Income - Shaganj Nagar Parishad S.No. Capital Income Actuals in Rs. Lakhs A B C I Ii Iii Iv V Vi Vii Viii Sale of asset Loans Grants & Contributions Special Projects Basic services UIDSSMT IHSDP Flood relief & NRCP State finance commission (S.F.C) T.F.C Other Grants Total Grants & Contributions D E Public Contribution Other Capital income Total Capital Income Exhibit 7-11- Capital Expenditure Shahganj Nagar Parishad) in lakh (Rs) Shahganj Nagar Parishad Capital Expenditure Actuals in Rs. Lakhs 1. 2. 3. 4. Capital Work in Progress Purchase of fixed assets Other Capital Expenditure Reserve Fund Total Capital Expenditure 271.0 0.5 3.0 2.5 277.0 98 0 1 1 100 2010-11 Share 65.0 16.0 10.0 6.0 185.5 272.5 7.5 280.1 23 6 0 0 0 4 2 66 97 0 3 100 0.1 2010-11
Share %
0 0
7.4. Key financial indicators

Exhibit 7-12 gives the key ratio as major financial indicators
Exhibit 7-12 Financial Indicators S.No I ii iii Operating Ratio Salaries' Expenditure to Revenue Income Salaries' Expenditure to Revenue Expenditure Ratios 2010-11 1.05 0.52 0.49
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iv
Capital Utilisation Ratio
0.99
Observations: Operating Ratio Indicates Shahganj has surplus in Revenue Account. The average operating ratio of the Nagar Parishad is 1.05 which is more than 1, indicating that Shahganjs revenue expenditure levels are slightly higher than the revenue income generated. This also indicates that the capital income is being utilized for paying off revenue expenditure. Capital Utilization ratio: Average Capital utilization ratio of Shahgnaj Nagar Parishad is 0.99means that they are utilizing their capital income for developing capital assets for the town Salaries expenditure to revenue income: If we look at this ratio we can observe that approximately 52% 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.
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8. City Vision, Sector Goals, Strategies, Action Plan, Projects and Prioritization
The vision for Shahganj was formulated in consultations with the stakeholders and coming up with the 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 Shahganj Nagar Parishad. The City Vision and Sector Goals workshop was held to explain the purpose of the CDP, t he 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. This workshop focused on highlighting the current status of all the services provided by various Shahganj Nagar Parishad departments and the key issues confronting each department. The consultations held were concluded with a visioning workshop with stakeholders. Nagar Parishad 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 additional priorities not mentioned by the Nagar Parishad officials as well as discrepancies between the services provided by Nagar Parishad and the stakeholders perception of such services. The Presentation by IMaCS team was followed by a questionnaire survey which aimed at eliciting stakeholders perception of city, citys infrastructure, major issues and where they want their city to be in the future. This was followed by the ward-wise detailing of ward-specific problems and potentials that can be harnessed for the development of ward and city.
8.1.1. Vision for the Town

As a result of the workshop and consultations with Nagar Parishad officials and stakeholders, the vision for Shahganj Nagar Parishad emerged as follows:
An economically vibrant and sustainable town promoting the growth of agro-based industries and other diverse opportunities wherein the citizen enjoy an adequate and equitable access to urban services in a safe and liveable environment
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. The city should attain a key position in small scale, Agro-based and Forest- based industries so that employment opportunity can be developed.
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2. 3.
The city should be developed to cater to need tourists and develop River Narmada and the ghats on its bank for the purpose of tourism and utilisation of it water for services of its population. Promote education, health institutions and a safe environment for the citizens in addition to the currently lacking physical infrastructure.
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. 1. To provide citizens of Shahganj with sustainable and basic infrastructure facilities 2. 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. 3. To actualize the citys existing economic potential and generate new opportunities for the prosperity in all sections of the community. 4. An economic development plan should be devised for the harnessing of citys e conomic potential. It should concentrate on the diversification of economic base of the city so as to reduce dependence on any particular factor. 5. To uplift the urban poor and bring them at par with other sections of the community 6. A comprehensive upliftment 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. 7. Institutional Strengthening and Capacity Building 8. 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. 9. Preparation of Resource Mobilization Plan 10. Preparation of a financial and operating plan that addresses the resource requirement for implementation and maintenance of the City Development Plan proposals. 11. Development of New areas through Town Planning Schemes. 12. A Detailed Land-use Plan needs to be prepared for the town on the priority. Detailed development plan has to be prepared for the selected new areas with the guidance of master plan /land use plan for the city. 13. Conserve ShahganjsEnvironment 14. A restoration plan should be prepared forNarmada River& the ghat along the river and a conservation plan for the natural environment of Shahganj Nagar Parishad.
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These Mission Statements would serve the purposes of aligning/initiating development works with the formulated vision, guidance during the policy formulations to achieve the goal and framework for the co-ordination 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 following sectors/services to achieve the vision in a given timeframe.
1. 2. 3. 4. 5. 6. Physical Infrastructure Social Infrastructure Economic Development Environment and Tourism Urban Poor Urban Governance and Institutional Development
In the subsequent sections of this chapter, the key areas in each sector have been highlighted, 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.
8.2.1. Water supply Sector Goals

All households should be provided with piped water with defined service levels. Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are provided in
Exhibit 8-1 Water Supply: Achievement Targets Sector Components Network coverage to households Per capita supply as per norms 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 O&M could be contracted to a private developer 2035 100% of the properties assessed under property tax 135 Yes Good 15% 80% Yes O&M could be contracted to a private developer
WATER SUPPLY
Strategies to achieve the Sector Goals Core Strategy

The assessment of water supply scenario in Shahganj Nagar Parishad has highlighted that there is an urgent need to improve the water supply situation in the Nagar Parishad in order to adequately meet
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the existing and future demand. The current level of per capita water supply at 70 lpcd (after deducting 30% loss from 101 lpcd of water pumped into the system) is much lower than the norm of 135 lpcd. In order to improve the water supply situation in the Nagar Parishad within a specific plan period, the Consultant has arrived at a core strategy which needs to be adopted and also the list of projects which would have to be taken up such that existing and future requirement for water is adequately met. Source of water at present is ground water from 4 Tube wells. The present quantity of water supply is not able to meet the demand of the current population and is falling short of the water supply norms. The systems and infrastructure would therefore have to be designed such that the long term needs are addressed. 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 it is also suggested that the municipal manpower dealing exclusively with the water supply should be strengthened.
Long term and Short term sector interventions required:

The table below presents the broad strategies being proposed to address the gaps identified in the existing levels:
Exhibit 8-2 Water Supply Long Term and Short Term Interventions Water supply source is identified as River Narmada with a requirement of 1.27 ML by 2015 which needs to be augmented to 2.22 MLD in 2035. The water storage capacity would also have to be increased keeping in perspective the long-term requirements.Shahganj at present has storage capacity of 0.23 MLD which is very high as far as the present requirement is considered. By the year 2015 there would be a requirement of 0.5 ML and by 2035 of 0. 75 ML. Refurbishment of the old dilapidated distribution network has to be planned to reduce the loss in transmission. And distribution network needs to be enhanced considering the growth of the town. A distribution network of 14 km would be required by 2015 and 25 km would be required by the year 2035 A detailed project report on integrated water supply system would be required as an immediate action To improve the revenue from water charges, complete metering has to be executed. Assured 135 lpcd water supply Expected Outcome Improvement in water quality Improvement in the revenue from water charges, enhanced service delivery
Sector Interventions Required
For meeting the demand arising in 2035, the following sub projects are being recommended and would have to be executed by the ULB by 2021.
Details of projects to be undertaken:

This section discusses the technical details of the projects to achieve the sector goals.To begin with a DPR for an integrated water supply system in Shahganj for the design year 2034-35needs to be
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prepared. The projects would be undertaken for meeting the demand by the year 2035 are mentioned in the Exhibit 8-3
Exhibit 8-3 Projects identified for Water sector ULBs Suggestion Scheme to increase the per capita supply of water Projects Proposed Integrated Water supply Scheme for the town of Shahganj Sub- Projects Water Supply source augmentation to 1.27 MLD by 2015 and 2.22 MLD by 2035 Development of water treatment facility of 1.27 MLD by 2015 and 2.22 MLD capacity Increasing distribution network to 14 km by 2015 and 25 km by year 2035 which can be taken up in a phased manner.
Project Rationale Water Supply in the town not adequate to meet the existing and future demand Current treatments were restricted only to chlorination 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
Sub Projects Envisaged

This section deals with the sub projects that would be a part of the integrated water supply scheme to be taken up for Shahganj Town. 1. Source Augmentation:In addition to existing 0.86 MLDof water, the additional water requirement can be met by either of the following options: a. Drawing water from Narmada River b. Meeting some part of demand by implementing rain water harvesting project c. Tertiary Sewerage Treatment Plant: The treated water can be used for industrial purposes in future.
2. Water treatment facility:In absence of any water treatment plant facility, a treatment plant of 100% capacity of water supply needs to be proposed, which would be 1.27 by year 2015 and 2.22 MLD for the year 2035 3. Distribution Network: As discussed with Shahganj Nagar Parishad officials, at present, Shahganj has a distribution network of 5 km. The demand for distribution network for the year 2015 is 14 km and 2035 is 25 km. In addition, to meet the growing demand, Shahganj would need an additional network of 20 km to increase the coverage to 85 % of road network by the year 2035. 4. Elevated Storage Capacity:At present Shahganj Nagar Parishad has a storage capacity of 0.23 ML in 3 Elevated Storage Reservoir. Storage capacity of 0.5 ML by the year 2015 and 0.75 ML by 2035 would be required.
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Exhibit 8-4 Water Supply: Project development initiatives to be taken by the Nagar Parishad Immediate measures to be taken Finalising the sub projects to be undertaken Preparation of DPRs for finalised projects Submission of DPR to funding agency for approvals Undertake measures for compulsory installation of water meters: Create awareness among the ward councillors and citizens on the need for installation of water meters Authorities/Agencies responsible Shahganj Nagar Parishad Shahganj Nagar Parishad Shahganj Nagar Parishad Shahganj Nagar Parishad
8.2.2. Sewerage and Sanitation Sector Goals

To provide all the households with sewerage and safe sanitation facilities. Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are provided in Exhibit 8-5
Exhibit 8-5 Sewerage & Sanitation: Achievement Targets Sector Components Sewer network coverage to households Sewage Treatment and disposal arrangements SEWERAGE & SANITATION 2015 70% Treatment plant to be built- capacity 1 MLD Treated water could be used for agricultural purpose or in industries, not for drinking use. 70% of households 2025 85% Expand the capacity by 1.32 MLD Treated water could be used for agricultural purpose or in industries, not for drinking use. 85% of households 2035 100% Expand the capacity by 1.8 MLD Treated water could be used for agricultural purpose or in industries, not for drinking use. 90% of households
Sewage Recycling and reuse
Safe sanitation facilities (with focus on Urban poor)
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 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. The broad strategy therefore should be 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.
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The table below presents the broad strategies being proposed to address the gaps identified in the existing levels:
Exhibit 8-6 Sewerage and Sanitation: Long Term and Short Term Interventions
Laying of underground sewerage system of 15 km by 2015 and 26 km by 2035 Construction of a sewerage system which can handle a capacity of 1 ML by 2015 and 1.8 ML by 2035 9 Additional Public toilets seats by 2015
Expected Outcome
Synchronisation with water supply capacity, ability to meet service level targets and disposal norms
Projects Envisaged
For meeting the demand arising in 2035, the following projects are being recommended and would have to be executed by the ULB by 2021.
Exhibit 8-7 Projects identified for Sewerage Sector
ULBs Suggestion Scheme for laying of sewerage network for the town
Projects Proposed Comprehensive Sewerage Scheme for the town for Shahganj Sub- Projects Construction of sewerage network with a total capacity of 1 ML by 2015 and 1. 8 ML by 2035 Construction of pumping stations sewage
Project Rationale The sewerage system in the town consists of septic tanks, soaks pits, open surface drainages and finally disposes into the natural drains and later into River Narmada. The city will consume about 2.22 MLD of water by the year 2035. About 80 percent of water supply as per CPHEEO norms) is estimated to be generated in the town. There is no underground drainage 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.
Addition public toilet seats
Details of Subprojects to be undertaken as the realization of strategies:

The Sewerage Scheme which would be planned would have to make provisions for the following sub components: 1. 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 1 MLD for
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2015 and 1.8 MLD (80% of the future water supply) for 2035 and the length of the network has been estimated 15 km for 2015and 25 km in 2035 2. Sewerage Treatment Plant: As an integral part of comprehensive sewerage system, a sewerage treatment plant of 1.8 MLD would have to be developed for the safe disposal of wastewater. This sewerage plant capacity will take into care the demand generated in the year 2035. Centralised Sewerage Treatment systems are high-cost and energy and maintenance-intensive systems and are not so suitablefor small and isolated settlements with low population densities. To serve a smaller scale area, Decentralised waste water treatment systems (DEWATS) that are simpler and cost effective can be used. This would reduce the hazards of environment and public health and also increase the reuse potential of the treated wastewater and its return within the watershed. Since the town has no proper sewerage and sanitation system, it is suggested that decentralized waste water management system should be adopted. This system can be used to treat waste water from all the sources. DEWATS: In this technology, both aerobic and anaerobic techniques are applied. The anaerobic modules comprise of settlers, baffle reactors and anaerobic filters. The aerobic modules have horizontal planted gravel filters and polishing ponds. DEWATS is based on different natural treatment techniques, put together in different combinations according to need. It is used for recycling both grey and black domestic wastewater. DEWATS systems include: Primary treatment, which includes pre-treatment and sedimentation in settlement tank or septic tank; Secondary anaerobic treatment in baffled reactors; Tertiary aerobic/anaerobic treatment in reed bed system; and Aerobic treatment in ponds
Typically, the space required per person (@100 lpd) is 0.27 sq m per person for sewage treatment. Out of this area, the system includes 0.25 sq m of green belt. Effectively, the system uses 0.02 sq m of area per person for sewage treatment. At places with less space, the system can be constructed in the form of multi-level bio-towers. 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 nonpotable 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. 3. Public Convenience Systems: To provide safe and sufficient sanitation facilities to the citizens, mainly slum dwellers, public toilet seats need to be added to the existing fleet of Shahganj Nagar Parishad. This can be done only once a detail study for identification of slum pockets in carried out in the town. At present there are no notified slums in the town. The norm of 1 seat per 60 persons can be considered for the same
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Exhibit 8-8 Sewerage & Sanitation: Initiatives to be taken by the Nagar Parishad
Immediate measures to be taken Finalising the sub projects to be undertaken
Authorities/Agencies responsible Shahganj Nagar Parishad in consultation with Councillors and other stakeholders Shahganj Nagar Parishad Shahganj Nagar Parishad
Preparation of DPR(s) for finalised projects Submission of DPR(s) to funding agency
This section discussed the technical details of the projects proposed as the realization of sector strategies.
8.2.3. 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 provided in Exhibit 8-9
Exhibit 8-9 Solid Waste Management: Achievement Targets YEAR Components 2015 Door-to-door collection system 80% Source segregation yes Improve waste collection efficiency 100% Solid Waste Mechanized waste handling yes Management Scientific waste disposal yes Landfill site adequacy yes Cost recovery of O&M No Private sector participation To be explored 2025 100% yes 100% yes yes yes 60 % Yes 2035 100% Yes 100% Yes Yes Yes 80 % Yes

In order to facilitate improved solid waste management, the Nagar Parishad would have to focus on various aspects adoption of better practices to ensure proper collection, segregation and disposal of waste and the second being 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 existing landfill site. The Nagar Parishad would be required to train its conservancy staff to carry out the tasks effectively. Immediate priority needs to be placed on improving the skills of the conservancy staff and also to increase.

The broad sector interventions to address both the short and long term requirements are listed below:
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Exhibit 8-10: Solid Waste Management: Long Term and Short Term Interventions
Promoting door-to-door collection Sector Interventions Required Up-gradation of the infrastructure required for effective collection and disposal of waste Adoption of scientific technology for disposal of waste Improve the skills of the conservancy staff Hygienic conditions and a clean city Expected Outcome 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.
Exhibit 8-11: Projects identified for Solid Waste Management
ULBs Suggestion Effective collection of waste Proper disposal of collected waste Project Rationale As per the demand assessment, in 2035, Shahganj would generate 6.2 MT of waste daily. To effectively handle the generated waste, a pre-emptive action of developing a proper Solid Waste Management system is inevitable.
Projects Proposed Solid Waste Management system for Shahganj
Sub- Projects Promoting door-to-door collection Augmenting Collection Infrastructure Development of landfill site
Details of Sub projects to be undertaken as the realization of the strategies:

Collection Infrastructure: a. Door-to-door Collection: The practice currently being followed includes a majority of residents dumping waste outside their houses or at the collection point. 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. b. 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, a total of around 20 bins to be added by 2015 and 50 bins would need to be added to the existing fleet by year 2035. c. Secondary Collection:Secondary collection involves transportation of waste from collection points to the disposal site. At present, secondary collection is carried out by 1 tractor. On a priority,
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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 one additional tractor would be required and by 2035,2 more tractor would be required. d. Development and augmentation of the landfill site: A concept of Regional Solid waste Management can be adopted by selecting a centrally located common disposal site for Budni, Shahganj, Rehti and other towns in vicinity. A single, relatively large site can be developed to serve the waste disposal requirements for the selected group of ULBs that would provide a way forward for pooling of resources to address some of the challenges in MSW management. Regional facilities may incorporate treatment as well as disposal facilities, and generate sufficient scale to enhance technical and financial efficiencies. Furthermore, it would also facilitate the monitoring of environmental outcomes and performance due to a reduced number of sites. This approach would enable smaller ULBs to achieve compliance with minimal financial burden. CPHEEO guidelines suggest the need of development of composting plant so that at atleast the organic part of the waste can be taken care off. The organic waste which is otherwise burnt or used as land fillings can be converted into valuable resources containing plant nutrients and organic matter which are critical for maintaining soil productivity by way of composting. Segregationand composting of organic waste would also help in some revenue generation for Nagar Parishad. Vermi-composting is a simple biotechnological process of composting, in which certain species of earthworms are used to enhance the process of waste conversion and produce a better end product. Method to prepare Vermi-Compost is that, 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.The utilization of vermi-compostresults in several benefits to farmers and environment To farmers: Less reliance on purchased inputs of nutrients leading to lower cost of production Increased soil productivity through improved soil quality
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Better quantity and quality of crops For landless people provides additional source of income generation To environment: Wastes create no pollution, as they become valuable raw materials for enhancing soil fertility Tests in India have shown that vermin compost application can double wheat yields and quadruple yields of fodder. Hence it is suggested to use Vermi composting, so that the compost can be used in the neighbouring villages for improving agricultural production.
Exhibit 8-12 Solid Waste Management: Initiatives to be taken by the Nagar Parishad
Immediate measures to be taken Augmenting the size of the conservancy staff Purchase of additional equipments Identification of areas for construction of public conveniences
Authorities/Agencies responsible Shahganj Nagar Parishad in Councillors and other stakeholders Shahganj Nagar Parishad Shahganj Nagar Parishad consultation with
This section discussed the technical details of the projects proposed as the realization of sector strategies.
8.2.4. Drainage Sector Goals

To develop an efficient drainage system to ensure cleanliness of city Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are provided inExhibit 8-13
Exhibit 8-13 Storm Water Drainage: Achievement Targets Sector Components 2015 Storm water drainage 21.5 km network coverage New Formations: Pucca Open of 5,85 km, Pucca closed of Pucca drains 14.32 km. Upgradation: 1.2km DRAINAGE of Pucca open to Pucca closed Rehabilitation of existing Desilting of drains to primary nallahs and water increase their bodies capacity No more flooding Flood prone areas dueto better coverage of drains 2025 28 km New Formations: Pucca Open of 9.21 km, Pucca closed of 18.69km 2035 37.5 km New Formations: Pucca Open of 12.37 km, Pucca Closed of 25.12 km
100%
100%
None
None
Core Strategy
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 and the demand arising for the year 2015 may be taken up as priority projects.
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The broad sector interventions to address both the short and long term requirements have been enlisted below:
Exhibit 8-14: Storm Water Drainage: Long Term and Short Term Interventions
Cleaning/ desilting of the existing natural drains, this will also include the removal of encroachments. Sector Interventions Required Construction of storm water drains running into a length of: Pucca Open of 5.85 km, Pucca closed of 14.32 km (2015), New Formations: Pucca Open of 9.21 km, Pucca closed of 18.69 km (2025), New Formations: Pucca Open of 12.37 km, Pucca Closed of 25.12 km (2035) 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.
Exhibit 8-15: Projects identified for Storm Water Drainage
ULBs Suggestion Scheme for laying of storm water drainage network for the town
Projects Proposed Comprehensive Storm Water Drainage network for the town of Shahganj Sub- Projects Cleaning/desilting of natural drains such as nallah flowing in the southern part of the city. Upgradation of 1.2 km of Pucca open to Pucca closed by 2015 Construction of drains by 2035 37.5 km of
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. Further the drains in the initial phase shall be open and subsequently be made closed; hence the investment is towards up-gradation 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.
Details of Sub projects to be undertaken:

A. Cleaning / Desilting 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.Root Zone Treatment System (RZTS), which is a low-cost and maintenance free option that uses the
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capacity of plants (especially certain reeds hence also called reedbed technology) to absorb contaminants and structurally modify them can be adopted for treating water. Root zone Treatment - It is observed that the sewage flowing through natural nallahs joins Narmada River in untreated condition and creates heavy risk of river pollution. Storm water can be treated as well with RZTS after removal of settleable substances. RZTS can also be used for the treatment of wastewater from various sources containing biodegradable compounds. The system is most suited to decentralized wastewater treatment from small individual households, communities to small industrial units producing effluent with similar characteristics to domestic wastewater. 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. A wide variety of microorganisms present in the rootzone 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 the town along the natural storm water drains. Root Zone Treatment System are planted filter-beds consisting of sand/gravel/soil and can be used as secondary treatment for the output of the septic tank. A. Construction of storm water drains: The Nagar Parishad should undertake the construction of Pucca Open of 5.85 km, Pucca closed of 14.32 km by 2015. This construction may be done in tandem to the construction/up-gradation ofroads. These construction activities would have to be carried out on an immediate basis to address the existing and future demand-supply gap. B. Upgradation of existing drains: The Nagar Parishad is also required to undertake drain upgradation works for the existing drains in town. In the short term1.2 km of existing open drains should be upgraded to Pucca closed or closed.
Exhibit 8-16: Storm Water Drainage: Initiatives to be taken by the Nagar Parishad
Preparation of DPR for finalised projects Submission of DPR to funding agency
8.2.5. 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 provided in Exhibit 8-17
Exhibit 8-17 Roads & Transportation: Achievement Targets
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YEAR
Components Junctions and traffic signal improvements Parking facilities Development of bus and truck terminus Development of Bypass to SH 15
ROAD & TRAFFIC MANAGEMENT
2015 Regulating traffic through better management Parking lots to be provided at strategic locations None
2025 Regulating traffic through better management
2035 Regulating traffic through better management Upgradation of Parking Lots
development of bus stand and transport nagar None
Upgradation to accommodate capacity Development of bypass
None
Core Strategy
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 in this sector should be based on two principles: 1. Medium term action plan aimed at improvement of the existing condition of transport infrastructure which includes improvement of the road surface quality. In addition to surface improvement of roads, the new areas would require additional road connectivity. Thus various infrastructure projects, which will be directed at network improvements such as improvement of intersections, parallel roads, pedestrian and bicycle trackswould be needed. 2. Long-term action plan would examine a comprehensive multi-modal public transit system to bring about the most optimal mix of commuting within the Urban Area and thus providing a sustainable transit solution.

The broad sector interventions to address both the short and long term requirements have been enlisted below:
Exhibit 8-18: Roads and Street Lights: Long Term and Short Term Interventions
Construction of new roads in areas which are at present earthen. Sector Interventions Required New roads to cater to missing links and developing areas Development of Parking Spaces Improved bus stand and related amenities Outcome 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.
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Exhibit 8-19: Projects identified for Roads
ULBs Suggestion Upgradation of roads to CC Development of spaces Parking
Project Rationale 9 km of the road at present is Kutch road which needs to be made into CC road The current road length per capita is lower than the norms; and hence a comprehensive transport infrastructure is required to be developed
Projects Proposed Construction 2 km of additional road by 2015 and 14 km of additional road would e required by 2035
Details of Sub projects to be undertaken as the realization of strategies:

1. Road Construction:To address the current gap of per capita road length, and the future demand, the Nagar Parishad would have to construct additional 2 km by 2015 and 14 km by 2035 km ofadditional roads. The Nagar Parishad should on a priority basis identify the stretches and areas where roads at present do not exist and or are poorly maintained. Also the areas where future residential growth is anticipated or planned, road construction can be undertaken. 2. Road Up gradation: The Nagar Parishad would have to upgrade the internal roads from their existing type to CC or BT category. The road upgradation may be taken up on the priority basis.. 3. Parking Spaces: 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 two parking spaces can be developed near the key commercial area of the town.
Exhibit 8-20 Roads & Transportation: Initiatives to be taken by Shahganj Nagar Parishad
Preparation of DPR(s) for finalised projects Submission of DPR(s) to funding agency
8.2.6. Street lighting and Fire fighting Sector Goals

To provide 100% road network with energy efficient lighting facilities and ensure sufficient safety for citizens and their properties against fire.
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Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are provided in Exhibit 8-21
Exhibit 8-21 Street Lighting & Fire Fighting: Achievement Targets Sector Components 2015 Total Street lights Street Lighting New Installation Energy savings 100% fire safety coverage Fully equipped power station 24/7 Electricity Supply Power 100 % coverage Development of Alternative Power Sources 548 (Tube lights, High Power lamp) 238 Installation of street lights in the ratio of 75% : 25% of tube light: sodium lights Yes Yes To be ensured in close coordination with state govt To be ensured in close coordination with state govt Yes (Solar) 2025 2035 961 (Tube lights, High Power lamp) 185 Installation of street lights in the ratio of 75% : 25% of tube light: sodium lights Yes Yes To be ensured in close coordination with state govt To be ensured in close coordination with state govt Yes (Options like energy from waste, biogas, solar, etc)
715 (Tube lights, High Power lamp) 125 Installation of street lights in the ratio of 75% : 25% of tube light: sodium lights Yes Yes To be ensured in close coordination with state govt To be ensured in close coordination with state govt Yes (Options like energy from waste, biogas, solar, etc)
Fire Fighting

A. 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 number of street lights, type of street lights, energy consumption and roads 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. B. Fire Fighting:To ensure 100% safety against fire, capacity addition in terms of equipments and workforce should be carried out. The safety of staff should also be of paramount interest and hence, necessary safety equipments 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. C. Power:The primary responsibility of generation and distribution of power lies with MP State Electricity Board. But, urban local bodies can explore the options of alternate power in order to compensate for the electricity deficits. Shahganj Nagar Parishad should evaluate the options of generating power from alternate sources such as Solar, Municipal Waste, Biogas, Agricultural waste, etc.

The Exhibit 8-22 presents the broad strategies being proposed to address the gaps identified in the existing levels
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Exhibit 8-22Street Lighting, Fire Fighting and Power: Long Term and Short Term Interventions
Increase in the number of tube lights and high power lamps, and installations of more streetlights w.r.t to roads Increasing the number of tube lights from 230 to 548 by 2015 and to 961 by year 2035 Feasibility studies for alternate power sources
Expected Outcome
City wide coverage of road network with energy efficient street lights. 100 % coverage and safety against the fires.
Action Plan following the Strategies

Exhibit 8-23: Projects identified for Street Lighting and Fire Fighting Sector
ULBs Suggestion An overall coverage of city roads with street lights and safety against the fire
Projects Proposed Augmentation of street light coverage and laying of underground cable Procurement of water tender and development of fire stations with modern equipments
Project Rationale With the growth expected in future, citys road network would grow from 12 kms at present to 22 kms in year 2035. Hence, to ensure a citywide coverage of street lights, a major capacity addition would have to be undertaken in this area to achieve the sector goal.
Sub- Projects Augmentation of street lights: 548 (2015); 715 (2025); 961 (2035) Development of fire stations Feasibility studies for alternative power sources
Details of Sub-projects to be undertaken:

A. Addition of Streetlights: The Nagar Parishad needs to install a total of 961 tube lights to match the demand of 2035. B. Fire Fighting: To ensure a safety against the fire, Nagar Parishad should also undertake the construction of fully equipped fire stations. C. Power: Municipality should carry out feasibility studies to explore the potential of alternate power sources in Shahganj. If found feasible, relevant projects should be undertaken to achieve selfsufficiency.
Projects Envisaged
Exhibit 8-24 Street Lighting, Fire Fighting and Power: Initiatives to be taken
Street Lighting and Fire Fighting Immediate measures to be taken Authorities/Agencies responsible
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Finalising the sub projects to be undertaken
Shahganj Nagar Parishad in consultation with Councillors and other stakeholders Shahganj Nagar Parishad Shahganj Nagar Parishad Power Authorities/Agencies responsible Shahganj Nagar Parishad and Govt of MP Shahganj Nagar Parishad and Govt of MP Shahganj Nagar Parishad and Govt of MP
Preparation of DPR for finalised projects Submission of DPR to funding agency
Immediate measures to be taken Finalising the sub projects to be undertaken Preparation of DPR for finalised projects Submission of DPR to funding agency
8.2.7. 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. As per the discussion with the officials of Shahganj Nagar Parishad it was found that the slums have not been identified. As per the officialsthe wards that are predominantly occupied by slums are Ward No 1 and 15, but these wards have not been notified. So it becomes very essential to carry out a study in the town to identify the slum pockets and the level of social and physical infrastructure of these towns. After this exercise the key areas which would be addressed by detailed strategies and action plan to meet the sectoral goals are given below:
Exhibit 8-25 Urban Poor : Achievement targets Sector Components 2015 Access to water 135 lpcd to all connection dwellers Access to public toilets 100% of households and urinal facilities for all (1 Community Toilet slum households per 60 users) Door to Door Access to dustbins and Collection( could look secondary storage points for a PPP Project for the city) Upgradation of Kutcha Provision under Urban roads to PCC roads in IHSDP Poor slums Provision to provide Improved drainage drainage network systems alongside all the roads Adequate street lighting Yes facilities Education facilities Yes Govt. Hospital and Adequate health facilities dispensaries would 2025 135 lpcd to all dwellers 100% of households (1 Community Toilet per 60 users) Door to Door Collection( could look for a PPP Project for the city) Maintenance and upgradation 2035 135 lpcd to all dwellers 100% of households (1 Community Toilet per 60 users) Door to Door Collection( could look for a PPP Project for the city) Maintenance and upgradation
Yes
Yes
Yes Yes Govt. Hospital and dispensaries would
Yes Yes Govt. Hospital and dispensaries would
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Sector
Components
2015 cater to all the slums
These areas have been identified on the basis of workshops, consultations and review of best practices in the sector. Core Strategy The following strategies are proposed to address the issues of urban poor and slum improvement in Shahganj. 1. For the planning and implementation of any slum development scheme, it is essential to create an updated database on the conditions of slum settlements, preferably through GIS and maintain this updated data. 2. Making land available to the poor at affordable prices and ensuring the provision of housing, urban infrastructure, and transport services on the fringes of the cities, 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 city. 3. Wherever possible, community organizations should be supported and allowed to play an active role in preparing and executing plans for slum up gradation/redevelopment. It is critical to prioritize slums to be considered under slum development schemes through consultation and public opinion. Information about the scheme should be transparent and communicated through common platforms to ensure participation from communities as well. While housing quality is a concern, this can be addressed by training a committee of local people to take up construction contracts or monitor construction quality. 4. Strategies for improving security of tenure are central to the improvement of the lives of slum dwellers and land use in urban areas. This may require reform of tenure and land-use legislation, coupled with new legislation to prevent forced eviction.. 5. 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. 6. 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 and hence should be located at an easy access, and open during hours that can accommodate the schedules of the working poor. Long term and Short term sector interventions required: The broad sector interventions to address both the short and long term requirements have been enlisted below:
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Exhibit 8-26 Urban Poor : Short term and Long term Strategies
Identification of Slum pockets and find out existing status of the infrastructure of the slums Up-gradation and maintenance of the slum roads Strategy Identified Detail survey of the class of the poor living in the slums Provision and maintenance of streetlights in the slums Construction of pucca closed drains on both sides of the roads of the slums Development of pucca houses under IHSDP scheme in the slums Expected Outcome
Improved living standard in the slums in the Nagar Parishad
Following are the projects proposed by the Nagar Parishad, to improve the slum infrastructure, thus creating a better and a hygienic environment for the slum dwellers.
Exhibit 8-27Projects identified for Slums & basic services for urban poor
ULBs Suggestion
Projects Proposed Identification of Slum pockets in the town Preparation of DPR under IHSDP
Provide Housing to Poor
Development of Slums by Resettlement or Relocation as proposed in DPR for various slum pockets Sub- Projects Development of housing Up gradation and maintenance of civic & social infrastructure in the slums
Project Rationale Improvement of condition of the civic infrastructure in the slums
8.2.8. Health Sector Goals

To equip Shahganj 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 provided in Exhibit 8-28
Exhibit 8-28 Health: Achievement Target Sector Components Doctors per 1000 population Health Beds per 1000 population
1 2
2015 1.5 1
2025 2 2
2035 1 3 2 2.6
As per Health Data from Organization for Economic Co-operation and Development (OECD) http://www.financialexpress.com/news/indias-patient-hospital-bed-ratio-not-in-pink-of-health/518361/
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Sector
Components 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 To be carried in coordination of Dept. of Health, GoMP Yes (Provision to be made for necessary infrastructure)
2025 To be carried in coordination of Dept. of Health, GoMP Yes
2035 To be carried in coordination of Dept. of Health, GoMP Yes

For the provision of medical infrastructure, Shahganj Nagar Parishads role is limited to primary level services. To promote medical facilities, Shahganj Nagar Parishad must provide a conducive environment for other government agencies and private developers in the form of support infrastructure, incentives, etc. Shahganj Nagar Parishad should target the eradication of preventable diseases by 2015. This may be helped by the supply of good quality drinking water and sanitation facilities and strict control and supervision of hotels and roadside food vendors. A resolution of the mosquito menace will eradicate the slew of health issues. Total vaccination of the population as per WHO schedules should also be completed by 2015. To ensure quality medical care to the under-privileged, ShahganjNagar Parishad should make plans for involving private doctors by providing them with free space in existing Corporation dispensaries. To achieve the goals by finalized strategies, we have estimated the number of hospitals and other medical institutions that would be required in the city. These estimations have been done in accordance to the UDPFI guidelines.

Exhibit 8-29presents the broad strategies being proposed to address the gaps identified in the existing levels
Exhibit 8-29- Health: Long Term 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 Development of health infrastructure to ensure the 100 % coverage of patients Provision of health facilities so as to reduce the dependence on the other cities
Expected Outcome
Details of Projects to be undertaken as the realization of strategies:

General Hospital: As per the UDPFI guidelines, the city need bed capacity of 19 by year 2015 and 25 by 2025 and 33 by 2035. At present, city has around 30 beds. There is lack of power supply in the hospital along with lack of equipments and new technology. A separate project should be undertaken to revamp the hospital in all respect.
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Nursing Home: According to the estimates, a nursing home with bed capacity of 11 is required for the city by 2035. At present the city lack Nursing Home. Dispensary: The primary health institutions always play a key role in determining the overall health scenario of a city. Keeping it in the mind, 1 dispensary has been proposed in the town which should start functioning by year 2015. As discussed earlier, Municipalitys role in this sector i s limited to the provision of providing basic services and catalyzing involvement of other departmentsExhibit 8-30.
Exhibit 8-30 Health: Implementation Agencies
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 Shahganj Nagar Parishad and Dept of Health, GoMP Shahganj Nagar Parishad and Dept of Health, GoMP Shahganj Nagar Parishad and Dept of Health, GoMP
8.2.9. 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 provided in Exhibit 8-31
Exhibit 8-31- Education: Achievement Targets
Sector
Components Literacy Rate Enrollment in primary schools 85% 90%
2015 95% 100%
2025 100% 100%
2035
Education Teacher Student Ratio
60% of prescribed Teacher Student ratio No
80% of prescribed Teacher Student ratio Yes
100% of prescribed Teacher Student ratio No
Institutions for Higher Education
Core Strategy
For the provision of educational infrastructure, Shahganj Nagar Parishads role is limited to primary level services. To promote higher-level education, Nagar Parishad must provide a conducive
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environment for other government agencies and private developers in the form of support infrastructure, incentives, etc. Nagar Parishad may encourage public private partnership in primary education for maintenance of buildings and infrastructure. It 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.

Exhibit 8-32- Education: Long Term and Short Term Interventions
Development of necessary infrastructure Awareness generation Enforcement of regulations on private schools 100% enrolment in primary schools
Expected Outcome
Achievement of prescribed teacher-student ratio 100 % literacy rate

Schools: This section deals with requirements for various kinds of schools. 1. Primary Schools: The overarching goal in this sector is to achieve 100% literacy rate in the city. Shaganj has the required number of primary schools to meet the demand by the year 2015. The infrastructure provision in the existing schools also needs upgradation. 2. Senior Secondary Schools: By year 2015, Shahganj would require additional 1 Sr. Secondary School, each of which would accommodate around 500 students. The total area required for the school will be 0.4 ha along-with playground of 0.20 ha. As discussed earlier, Nagar Parishads role in this sector is limited to the provision of providing basic services and catalyzing involvement of other departments. Availability of land is a necessity in this sector for which Tehsil office, Shahganj should be consulted.
Exhibit 8-33- Education: Implementation Agencies
Immediate measures to be taken Finalising the project to fulfil the requirement for additional schools
Authorities/Agencies responsible Shahganj Nagar Parishad and Dept of Education, GoMP
8.2.10.
Other Social Infrastructure - Recreational
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Sector Goal:
To provide a universal access to quality social infrastructure to improve the overall quality of life in Shahganj Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are provided in Exhibit 8-34
Exhibit 8-34 Other Social Infrastructures: Achievement Target
Sector
Components Developed parks existing
2015
2025
2035
Yes 15% of town area (as per UDPFI) Play grounds
Other Social Infrastructure
Area coverage under recreational facilities Playing facilities Provision for greenbelts in future development plans Sufficient infrastructure at mela /exhibition ground
Yes
Yes
Yes
Yes
Yes
Yes
Core Strategy
The core strategy adopted in this sector focuses on the development of socio-cultural facilities which help in elevating overall quality of life in Shahganj Nagar Parishad. 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 8-35 Other Social Infrastructures: Long Term and Short Term Interventions
Allocation and Identification of land Land acquisition Upgradation of existing facilities
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Expected Outcome
Improved quality of life Improved access to the recreational facilities

Considering the stakeholders view and standard guidelines, following projects have been proposed in the town: 1. Community Hall: At present Shahganj has 2 community halls but the infrastructure provision of the same has to be revamped. 2. Parks:Presentlythere is noPublic park inShahganj. Additional vacant land in the city can be identified and developed as parks to serve the dual purpose of increasing the green cover in the city and provide citizens with open spaces for recreation.
Exhibit 8-36 Other Social Infrastructures: Implementation Agencies
Immediate measures to be taken Identifying the land for social infrastructure and Finalising the project
Authorities/Agencies responsible Shahganj Nagar Parishad
8.2.11. Sector Goals
Environment
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 provided below. These areas have been identified on the basis of workshops, consultations and review of best practices in the sector. 1. Pollution Sources; Air, Water, Soil and Noise 2. Demand / Supply side control
Core Strategy
For retaining the healthy status of Shahganjs 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 city level. It is also important to promote conservation in the region consciously. There should be a clear-cut strategy to conserve and protect the physical environment, including river and natural drains in and around Shahganj Nagar Parishad. It is important to weigh the environmental impact of the new programs or development schemes. It is important to devise a plan, which can check the growth of these unauthorized developments, especially within the citys precincts. River conservation should also be explored with the possibilities of reviving lakes as water sources or points of interest in the city.
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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. 1. Air Quality: Periodic monitoring and review is essential to check air quality. To create awareness amongst user groups, the status of air pollution may be revealed through display systems instituted at major locations in the city. 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. 2. Water Pollution: Efforts/schemes should be designed to check the diversion of sewage flow into Narmada River through appropriately located sewage treatment plants. Considering the issues related to the demand for treating large amounts of sewage generated in Shahganj, decentralized sewage treatment is recommended. This aspect would be addressed by the development and upgradation of Sewerage & Sanitation facilities, Storm water drainage infrastructure and strengthening of solid waste collection/transportation system. 3. Water Bodies Conservation: For water body conservation and rejuvenation, proper attention should be given to River Narmada. A comprehensive water body restoration or revival program in the region is of utmost importance. 4. Green Spaces: Shahganj has Public parks and allocation of land for development of more parks in future should be taken care in the proposed land use plan/ development plan of the town 5. Development of a Regional Plan: To ensure sustainable development with optimum resource utilization, it may be necessary to develop a Shahganj Development Plan or Master Plan. For maintenance of open space, the planning authority at the regional level should prepare a detailed inventory of the space and explore its probable multiple uses or forms for recreation and visual pleasure. Possibilities to include the private sector for maintenance of these areas should be explored.
8.2.12. Sector Goal:
Economic Development
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.
Core Strategy
The town economy is predominantly agrarian/ forest based in nature with majority of the workers engaged in primary sector activities and educated youths migrate out of city for employment opportunity. The town lacks a sound economic activity base. The weak town economy has also resulted in the brain-drain 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. 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. Promoting Forest based industries, Incentivizing agriculture,
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2. Strengthening the markets, 3. Improving transportation infrastructure, 4. Promoting small & medium scale industries. 5. Promoting tourism

Exhibit 8-37- Local Economy: Long Term and Short Term Interventions
Development of an industrial area Promotional activities for development of agro and forest based industries Promotion of tourism New employment opportunities Improved average income and access to better facilities
Expected Outcome
Details of Projects to be undertaken as the realization of strategies :

1. Development of Industrial Area for Small & Medium scale industries: With the objective of diversifying the economic base of Shahganj Town, an industrial park for small & medium scale industries should be developed. Land should be identified either within the municipal limits or near to the city boundary and proposal should be sent to the appropriate authorities for the same. This would thrust to the employment generation activities result into the overall upliftmentof the society. Existing wooden toy making household industry should be further given a boost by developing promotional plans and marketing strategies. 2. Development of Tourism: There is an existing tourist/pilgrim inflow in the town because of presence of Narmada River. This potential should be further explored by developing tourism circuit which may include excursions. Good facilities for tourist should be planned and developed in Shahganj. Shahganj can be included to be a part of rural tourism project, Budni. 3. Development of Commercial Areas: This can further be divided into development of new commercial areas and upgradation 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.
8.2.13.
Heritage Conservation and Tourism
Sector Goal:Promote Shaganj as a tourism hub with all therequired facilities to tourists
Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are: 1. Hospitality Institutions and Entertainment infrastructure
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2. Development of Ghat along Narmada River 3. Development of touirists spots (Rahtapali Reserve forest, Amargarh waterfall, Bandraban) around Shahganj 4. Regional Connectivity These areas have been identified on the basis of workshops, consultations and review of best practices in the sector.
Core Strategy:
As a measure to effectively utilize the citys potential, a comprehensive survey should be carried out for the tourist coming to Shahganj. The survey should try to elicit details like frequency of visit, willingness to stay in Shahganj, 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 Shahganj in the form of religious tourism.

Exhibit 8-38- Local Economy: Long Term and Short Term Interventions
Conservation and development of Ghat Sector Interventions Required Development of better facilities for tourist Promotional activities for Rural tourism concept Branding of identified excursions Expected Outcome Conservation of pilgrimage site New employment opportunities
8.2.14. Sector Goals
Urban Governance
Well managed city withproactive and proficient staff Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal are:
Exhibit 8-39 Urban Governance - Achievement Targets
No. 1
Achievement Target Decentralization of urban functions to local bodies
2015 100%
2025 100%
2035 100%
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2 3 4
Establish clarity of roles and responsibilities. Training to enhance capacity building. Peoples Participation in Governance
100% 100% 50%
100% 100% 80%
100% 100% 100%
Core Strategy:
The decentralization of urban functions to local bodies would increase their responsibilities manifold. For the prescribed level of service delivery, Shahganj 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.
Details of Projects:
1. Computerization: ShahganjNagar 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. 2. Capacity Building: The procurement of computers should be supplemented by providing training to the staff. 3. 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.
8.2.15.
Conclusion
This chapter dealt with the city vision, sector goals and sector strategies to achieve sector goals. The discussion on sector strategies was followed by the identification of interventions required in every sector. This was followed by the identification of projects and project implementation agencies.
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9. City Investment Plan

To achieve the formulated vision of Shahganj, 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 service delivery by creating infrastructure assets, improving the service level by efficiency measures, and improving the governance aspects of Shahganj 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 investments oriented 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 till 2015) Scheduling of investments of ongoing projects (if any) 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 Shahganj Nagar Parishadtill 2015. As a part of Shahganj 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. The identified proposals in CDP will have to be implemented by Shahganj Nagar Parishad as it the primary responsibility of delivering municipal services. The projects, prioritization, investment phasing, strategies and action plan are framed accordingly. The CIP involved the identification of public facilities to cater demand of the city populace in the years 2015 - 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
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demands of future population. In addition to the projects which are related to major urban services, CIP also includes developmental projects like park development, road side plantation, 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 Shahganj 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.
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 II, was designed by IMaCS team to gain a comprehensive understanding of city-level and ward-specific issues encountered by citizens of Shahganj. The questionnaire survey tried to obtain stakeholders vision of city, prioritization of criticality of various urban services and prioritization of criticality of various components in each sector. 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, we discussed upon some of the important aspects of the city; such as the economic drivers of the city which would help sustain the city in future. Infrastructure amenities were also to be ranked according to individualistic view on the criticality of the issues. These amenities were further de segmented and were again ranked to get the adequacy of the supporting infrastructure and facilities related to these sectors. The sectors which were looked upon were: Road network, Road surface condition, Availability of water, 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. Also, we tried to bring out the critical areas and the sectors which need immediate attention and would help the city to be independent and lead towards development were discussed. In the second part of the questionnaire, all the infrastructure facilities were discussed ward wise, and issues like what does the ward needs in order to prosper and provide its residents with a better quality of life were discussed. This part also contained certain qualitative questions discussing the critical issues faced by the wards and what are the immediate desperate needs to improve the quality of life. 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.
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. Exhibit 9-1also suggests that health infrastructure,Sewerage, Education Facility and Parks are among the most critical problems of Shahganj.
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Exhibit 9-1 Status of Infrastructure Facilities Marks Main Problems Road Network Road surface Condition Availability of water Sewerage facility Storm Water Drainage facility Solid Waste Health Facility Education Facility Parks
9 1 3 5
8 2 1 4 1 1 2
7 3 1 2 4 2 1 3 2 2
6 4 1 3 1 2 2 3 4
5 Priority 5 2 1
4 6 3 1
3 7 3 1 2 1 4 3 2 1
2 8 1 4 4 1 1 2 1 4
1 Score 9 4 2 6 50 85 56 110 78 2 64 115 97 1 88
2 2 2 3 2 3
2 5 1 2 2 1
5 1 3
1 3 2
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 Exhibit 9-2 is only an indicator of relative criticality of various sectors/services.
Exhibit 9-2 Ranking of Infrastructure Facilities Main Problems Health Facility Sewerage facility Education Facility Parks Road surface Condition Storm Water Drainage facility Solid Waste Road Network Availability of water
RANK 1 2 3 4 5 6 7 7 9
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 Health facility Sewerage Education facility Parks Most critical problem Dispensary Blocked Drains Basic facility in schools Absence
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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. Exhibit 9-4 quantifies the stakeholders perception in terms percentage of responses that allotted every facility a particular rank. Exhibit 9-4 indicates that the city in-general suffers from poor social infrastructure which includes proper markets & parking space, recreational activities, and good education and health care.
Exhibit 9-4 State of Social Infrastructure Social Infrastructure Parks Market Movie Hall Hotel/Restaurants Street Shops Playground/Stadium
1 0 0 0 0 0 0
2 0 3 0 0 6 0
3 10 7 0 6 7 5
4 7 6 17 11 4 12
Above was a brief analysis of the responses received during questionnaire survey. The findings of this survey were of great assistance during various stages of the study.
9.4. Summary of Investments

The total estimated capital investment required for providing efficient services to the present population and future population of Shahganj by the year 2035 is Rs. 43.64crores at constant prices. Of the total identified investment need a total of Rs. 19.19 croresis proposed for investment for Shahganj Nagar Parishad by 2015.
Exhibit 9-5 Period wise summary of Capital Investments Investment Head (Agency/ Period) Total investment Need of Shaganj by 2035 Investment by Shahganj Nagar Parishad by 2015 Rs. Crores Rs. 43.64 Rs. 19.19
The planning horizon for the projects identified in sectors of urban poor/ slums, system modernization, city beautification etc which are immediate in nature is 2015 and accordingly 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, education and health infrastructure 2035 is considered as the planning horizon and hence only part of the identified investment is proposed for funding by 2015. Shahganj 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 excluding the components that are already completed. Exhibit 9-6 presents the summary of sector-wise total investment need and investments for 2015, 2025 & 2035.
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Exhibit 9-6 Summary of Capital Investments Investment Required S.No. Shahganj Nagar Parishad Sectors A B C D E F G H I J K L M N O Water Supply Sewerage and Sanitation Urban Roads, Transport & Traffic Storm Water Drains Street Lighting Solid Waste Management Urban Poor/ Slums' Improvement Health Infrastructure Education Infrastructure Socio-Cultural Facilities Economy Heritage & Tourism Urban Environment Urban Governance Others Investment by 2015 Rs. Lakhs 366 165 387 313 33 19 149 212 0 120 15 13 65 9 66 1,919 Investment by 2025 Rs. Lakhs 168 50 246 105 18 42 172 116 0 0 0 6 33 3 7 1931 Investment by 2035 Rs. Lakhs 236 73 335 152 26 41 288 158 130 0 0 6 13 3 7 966 Total Investment Need Rs. Lakhs 770 288 969 570 77 102 609 486 130 120 15 25 110 15 80 4364
Total Investment Identified
As can be observed from the table above, a total 44% of the identified investment need is proposed for funding by 2015. From the perspective of sector priorities, about 47% of the investment required for water supply will be proposed by year 2015 and Sewerage and Sanitation at 57%. Drains and roads sectors envisage around 55% and 40% respectively of the identified investment by 2015 while street lighting sector envisage about 43%, 44% is envisaged for health infrastructure of the identified investment by 2015. Within the total investment proposed for Shahganj Nagar Parishad, apart from other investments which include, health, education, community development etc, and maximum share is taken by the Roads sector at 23 % followed by water supply and drain sector at 17% and 13% respectively. Sewerage accounts for 7% and solid waste management account for 2% of the investment. 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. Capital needs/ investments Physical Infrastructure

9.5.1. Water Supply
The total investment need for water sector by year 2035 is estimated at Rs. 770 lakhs. 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 to cater to the current gaps and meet the immediate requirements. At present, the main source of water is river Narmada.
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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 the old network Metering System Public Stand Posts Investment till 2015 (Rs. Lakhs) 517 28 124 265 22 21 56 Investment till 2035 (Rs. Lakhs) 253 20 43 125 13 9 43 -
Action Plan for Implementation (2015) Water Supply Investment upto 2015(Rs. lakhs) Capital Facilities Rs. 495 Lakhs 2012 90 2013 110 2014 138 2015 157
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
Support System Sustenance Measures
Action Measures
Sector Notes
Performance Monitoring Indicators
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. 288lakhs. 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.
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Priority needs (2015) /Long term needs (2035) Sector/ Component Sewerage & Sanitation 1 2 3 Network Treatment Capacity Public Sanitary Conveniences Investment till 2015 (Rs. Lakhs) 215 193 20 2 Investment till 2035 (Rs. Lakhs) 73 66 7 -
Action Plan for Implementation (2015) Sewerage System/ UGD Investment Upto 2015(Rs. 215 lakhs)
2012 54
2013 54
2014 54
2015 53
Capital Facilities Support & System Sustenance Measures Action Measures
Collection network augmentation Sewerage Treatment Plants Ensure every house tax assessment & water connection is also connected to the UGD Improve collections to reach 85% collection efficiency by 2015
Prepare a DPR for laying of UGD system in the town 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, street lighting and traffic management

The total investment need for roads, street lighting and traffic management sectors by 2035 is estimated at Rs. 1046 lakhs. 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) Sector/ Component Roads & Urban Transport Roads Up gradation Roads New Formation Resurfacing/ strengthening 5 Development of Bus & Truck Terminus 6 Flyover/ Bridges Street Lighting Sub Total Action Plan for Implementation (2015) Roads, Street lighting and Traffic Management Investment up to 2015 387 2012 77 2013 116 2014 97 2015 87 1 2 4 Investment till 2015 (Rs. Lakhs) 387 112 372 122 10 500 62 1178 Investment till 2035 (Rs. Lakhs) 581 222 1038 112
103 1475
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Roads, Street lighting and Traffic Management (Rs. lakhs) Street Lights Capital Facilities 33 Roads Up-gradation New road formation Roads Widening & Strengthening
2012 7
2013 10
2014 8
2015 8
Action Measures Sector Notes
Identification of earthen roads which need to be upgraded to BT/CC Improve connectivity within the Municipal area The design of the new roads should have provision for shoulder, foot paths, utility ducts and storm water drains under the foot paths. New roads development shall be integrated with the drain construction (i.e. for any new road drainage facility to be planned and constructed alongside) Road network Degree of connectivity in terms of per-capita road length (min 1.75 m) 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. 570 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) Sector/ Component Drains 1 2 3 Drains Up gradation Drains New Formation Desilting & Strengthening of Primary Drains Investment till 2015 (Rs. Lakh) 313 4 302 7.5 Investment till 2035 (Rs. Lakh) 257 242 15
Action Plan for Implementation (2015) Storm Water Drainage Investment up to 2015 (Rs. lakhs) Capital Facilities 313 Drains New Formation 2012 63 2013 94 2014 79 2015 77
Support & System Sustenance Measures Action Measures
Ensure that every divided road to have closed drains on either side and undivided roads have drains on at least one side
Sector Notes
Preparation of DPR for augmentation of storm water system in the town Isolate sewerage system from drinking water and storm water lines Identify, delineate, sanitize and protect the natural drainage system of the city 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 be 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
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9.5.5. Solid Waste Management

The total investment need for conservancy and sanitation sectors by 2035 is estimated at Rs. 102 lakhs. 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)
A sum of Rs. 102 lakh is the capital cost estimation for the proposed interventions. The proposals include; Rs. 79 lakh for development of permanent landfill infrastructure and composting facilities; Rs. 20 lakh for acquisition of vehicles for lading and transportation; Rs. 3 lakh for collection bins for primary waste collection needs. Further, the existing dumping site of 3 acres will be sufficient to meet the long term needs. Shahganj Nagar Parishad will need to plan beyond 2015 for further augmentation of system through continuous development of landfill and compost infrastructure at the landfill site to cater to long term needs of 2035.
Action Plan for Implementation (2015) Solid Waste Management Investment upto 2015 (Rs. lakhs) Capital Facilities Rs. 19 Lakhs 2012 5 2013 5 2014 5 2015 4
Acquisition of new vehicles for primary collection Land fill infrastructure and composting facility development at disposal site
Support & System Sustenance Measures
Implementation of complete door -to-door collection Part-privatisation of house-to-house collection at 80% households (Nagar Parishad to cover only 35% households) Awareness campaign on source segregation
Other actions/ Measures
Increase the ambit of Solid Waste Management to include recycling and to facilitate and regulate the sector accordingly. Ensure optimum utilization of existing fleet 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 Nagar Parishad shall be the prime implementing agency for the sector Development of landfill site for composting facility 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%)
Sector Notes Performance Monitoring Indicators
9.6. Capital needs/ investments Social Infrastructure

9.6.1. Health Infrastructure
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To meet the formulated sector goal with satisfactory level of service indicators, the sector would require an investment of Rs 486 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) Sector/ Component Health Infrastructure 1 2 3 General Hospital Nursing Home Dispensary Investment till 2014-15 (Rs. Lakh) 212 144 60 7.5 Investment 2035 (Rs. Lakh) 274 244 50 till
Action Plan for Implementation (2015) Health Infrastructure Investment Up to 2015(Rs. lakhs) Capital Facilities General Hospital Nursing Home Dispensary Action Measures 212 2012 53 2013 73 2014 83 2015 3
Sector Notes
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 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 130 Lakh by 2035. Priority needs (2015) /Long term needs (2035) Sector/ Component Education Infrastructure 1 2 3 4 Primary Secondary School for handicapped College Investment till 2015 (Rs. Lakh) Investment till 2035 (Rs. Lakh) 130 130 -
Action Plan for Implementation (2015)
Though no investment is envisaged for augmenting the education infrastructure by 2015 but the existing infrastructure needs revamping
Action Measures Equipping Schools with necessary Infrastructure Complementing Education with employment opportunities
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Generating awareness about education Sector Notes Provisions should be made for the optimal utilization of education infrastructure by tackling obstacles like shortage of power, staff, etc Primary education should be given its due importance
9.6.3. Socio-Cultural Infrastructure

To meet the formulated sector goal with satisfactory level of service indicators, the sector would require an investment of Rs 120 Lakh by 2015.
Priority needs (2015) / Long term needs (2035) Sector/ Component Socio-Cultural Facilities 1 2 3 Play Ground Shopping arcade Community Hall Investment till 2015 (Rs. Lakh) 120 50 50 20 Investment till 2035 (Rs. Lakh) -
Action Plan for Implementation (2015) Socio-Cultural Facilities (Rs. lakhs) 120 2012 17 2013 36 2014 30 2015 37
Capital Facilities
Play Ground Community hall Shopping Arcade
Action Measures Sector Notes
Development of Play ground Development of Shopping arcade 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
9.7. Capital needs/ investments Local Economy

To meet the formulated sector goal, an investment is made of about Rs 15 Lakhs by 2015. An investment plan was devised for the rejuvenation of Local Economy considering the future prospects in the short and long terms.
Priority needs (2015) / Long term needs (2035) Sector/ Component Local Economy 1 Development of Hawkers Zone Action Plan for Implementation (2015) Local Economy 2012 2013 2014 2015 Investment till 2014-15 (Rs. Lakh) 15 15 Investment 2035 (Rs. Lakh) till
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Local Economy (Rs. lakhs) 15
2012 4
2013 4
2014 4
2015 3
Tasks Identified Action Measures
Development of Hawkers Zone
Development and Up gradation of Market areas Identification and Development of Hawkers zone
9.8. Capital needs/ investments Environment and Heritage &Tourism

9.8.1. Urban Environment
To meet the formulated sector goal, an investment is made of about Rs 110 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) Sector/ Component Urban Environment 1 Narmada Ghat Development 2 Tree Plantation Action Plan for Implementation (2015) Urban Environment (Rs. lakhs) 65 Narmada Ghat development Tree Plantation 2012 14 2013 19 2014 16 2015 16 Investment till 2015 (Rs. Lakh) 65 60 5 Investment till 2035 (Rs. Lakh) 45 40 5
Tasks Identified
Action Measures
Strengthening of Waste Collection and Disposal Mechanism and Waste Water Conveyance System Development of green spaces and tree plantation Narmada Ghat development
9.8.2. Heritage and Tourism

To meet the formulated sector goal, an investment is made of about Rs 25 Lakhs by 2035. An investment plan was devised for the improvement of Heritage and Tourism considering the future threats in the short and long terms.
Priority needs (2015) / Long term needs (2035) Sector/ Component Heritage and Tourism 1 Night shelters 2 Entry Gates Investment till 2015 (Rs. Lakhs) 12 3 9 Investment till 2035 (Rs. Lakhs) 13 3 10
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Action Plan for Implementation (2015) Heritage and Tourism (Rs. lakhs) Tasks Identified Night Shelters Entry Gates Action Measures 12 2012 2 2013 4 2014 3 2015 3
Ancillary tourism potential can be actualized by providing some kind of recreation alternative to tourists and well managed waiting rooms
9.9. 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 assuming that 30% of the population in the slums would be provided with housing and infrastructure by 2015 and accordingly investment identified is Rs. 149 lakh to be funded by 2015. A sum of Rs. 609 lakh is the investment identified as a long term investment for various improvement projects and for providing basic services to urban poor.
Priority needs (2015) / Long term needs (2035) Sector/ Component Basic services for Urban Poor 1 Housing 2 Infrastructure Action Plan for Implementation (2015) Slums and Urban Poor Investment upto 2015 (Rs. lakhs) Capital Facilities Support & System Sustenance Measures Rs. 149 Lakh 2012 15 2013 37 2014 45 2015 52 Investment till 2015 (Rs. Lakhs) 149 149 Investment till 2035 (Rs. Lakhs) 460 460 -
Rehabilitation of slums- housing Infrastructure development for Slum rehabilitation Inventory and geographical mapping of all slums and infrastructure in slums for Shahganj Nagar parishad Socio-Economic Survey of all slums in Shahganj Nagar parishad Training for women in slums and urban poor towards self-employment and other income generating activities. NGOs to play the lead role and Shahganj nagar parishad shall assume the secondary/ supportive role
Other actions/ Measures
Sector Notes
Providing for reservation of lands for EWS 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 projects. Facilitate and encourage the neighborhood concept in slums to carry out towards recreational activities such as reading, sports and drama. Infrastructure and basic services provision in slums shall not be in isolation but in 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
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Slums and Urban Poor 2012 2013 2014 2015 long-term goal of moving towards individual toilets and doing away with public convenience systems. Water Supply Individual house service connections to all Sewerage - Individual house service connections to all 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
9.10. Capital needs/ investments Urban Governance

To meet the formulated sector goal with satisfactory level of service indicators, the sector would require an investment of Rs 15 Lakhs whose investment snapshot is given below.
9.10.1.
Investment Snapshot
A sector wise investment plan was devised for the Urban Infrastructure considering the demand arising in the short, medium and long terms.
Priority needs (2015) / Long term needs (2035) SNo. Component Urban Governance 1 2 3 Electronic Items for Computerization Training Modules GIS Mapping Short Term(2011-2015) (Rs Lakhs) 9 5 5 5 Total(2011-2035) (Rs Lakhs) 6 3 3 3
Action Plan for Implementation (2011-12 to 2015-16)
This section discusses a yearly action plan, as shown below, for the capital investment proposed in the short term. Action plan has been devised considering the phasing of short term investment over a period of 5 years.
Urban Infrastructure Consolidated Yearly Investment (45 Lakhs) Tasks Identified Action Measures 12-13 13-14 14-15 15-16
1 3 3 2 Electronic Items for Computerization Training Modules GIS Mapping Computerization for improving accountability in the system GIS mapping for having a wide database which can be used for improving the revenue, better planning and implementation
9.11. Financing options and structuring

9.11.1. 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
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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 ULB 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 Shahganj 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 any combination of loan, grant and own contribution
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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.
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: 1. This instrument is prone to market risk 2. ULB has to maintain consistently good financial position and credibility Financial institution borrowing For ULBs, borrowing from financial institutions has been generally from Govt. supported financial institutions like HUDCO, LIC etc. For, Shahganj, the ULB can borrow money from these financial institutions. Risk assessment: 1. Low risk as supported by Govt 2. The fund is focused towards urban development 3. 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 form 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: 1. Risk of opposition to user charges for basic public amenities 2. ULB has to have thorough monitoring over project development as well as operation period by private party Other capital sources There are some other Govt. 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.
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Risk assessment: 1. Highly uncertain as long as not committed 2. Most likely to be one time contribution, not a consistent source
9.11.2.
Financing options for the identified projects:
Water Supply
Given the scale of the project and the extent of capital investment which would be required for commissioning of the Integrated Water Supply Scheme, the project financing options available to the Nagar Parishad are limited. The total capital investment for improving water supply in the town has been estimated at Rs 744 Lakh, of which Rs 495 Lakh would have to be planned for and invested by 2015. Of the varied funding options available to the Nagar Parishad, the probable sources which may be pursued are the following: Funding from on-going/new sector development schemes or programmes: The Nagar Parishad can structure its projects such that it can receive funding under state schemes which are predominantly aimed at urban development. During 2005-12 the centrally funded Urban Infrastructure Development Scheme for Small and Medium Towns (UIDSSMT) was most viable option. Now the new state scheme can be availed for funding the water supply project, especially in the light of the unstable financial situation of the ULB; it would be forced to rely heavily on grants and higher states share in loan repayment.
Proposed Project Title Sector Estimated Project Cost Project Financing Options
Integrated Water Supply Scheme for Shahganj Water Supply Rs. 770 lakh a) b) c) d) State Scheme Multilateral Financing ULBs own revenues Capital Sources (MPLAD funds, MLALAD funds, centre commission grants)
Funding under state scheme
The Nagar Parishad can effectively plan and structure its water supply augmentation project such that, funding for the same may be received under state scheme. The pattern of project financing is envisaged as 70:30. Where 70 % is loan and 30 % is State grant. Out of the 70% loan the 75% of the loan repayment is to be done by state and 25% to be done by ULB The Nagar Parishad may also look at receiving funds from multilateral agencies. The mix of grant, loan and own sources would have to be worked out between the Nagar Parshad and the funding agency once the detailed project report is approved. The Nagar Parishad may also look at options of receiving funds under MPLAD or MLALAD funds.
Multilateral Financing/Capital Sources
Sewerage
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Given the scale of the project and the extent of capital investment which would be required for commissioning of the Sewerage Scheme, the project financing options available to the Nagar Parishad are limited. The total capital investment for improving water supply in the town has been estimated at Rs 288 Lakh, of which Rs 215 Lakh would have to be planned for and invested by 2015. Of the varied funding options available to the Nagar Parishad, the probable sources which may be pursued are the following: Funding from on-going/new sector development schemes or programmes: The Nagar Parishad can structure its projects such that it can receive funding under state schemes which are predominantly aimed at urban development. During 2005-12 the centrally funded Urban Infrastructure Development Scheme for Small and Medium Towns (UIDSSMT) was most viable option. Now the new state scheme can be availed for funding the sewerage project, especially in the light of the unstable financial situation of the ULB; it would be forced to rely heavily on grants and higher states share in loan repayment.
Proposed Project Title Sector Estimated Project Cost Project Financing Options Sewerage Rs 288 Lakh a) b) c) d)
Underground Drainage Scheme for Shahganj
State Scheme Multilateral Financing ULBs own revenues Capital Sources (MPLAD funds, MLALAD funds, centre commission grants)
Funding under state scheme
The Nagar Parishad can effectively plan and structure its water supply augmentation project such that, funding for the same may be received under state scheme. The pattern of project financing is envisaged as 70:30. Where 70 % is loan and 30 % is State grant. Out of the 70% loan the 75% of the loan repayment is to be done by state and 25% to be done by ULB
The Nagar Parishad may also look at receiving funds from multilateral Multilateral Financing/Capital agencies. The mix of grant, loan and own sources would have to be worked out Sources between the Nagar Parishad and the funding agency once the detailed project report is approved. The Nagar Parishad may also look at options of receiving funds under MPLAD or MLALAD funds.
Roads, Street Light and Urban transport

Given the scale of the project and the extent of capital investment which would be required for commissioning of the projects to be undertaken in the road and urban transport sector, the total capital investment required has been identified at Rs 969 Lakh, of which Rs 387 Lakh would have to be planned and invested by 2015.For Street Lights, a total of Rs. 77 Lakh investment would be needed for 2035. Of the varied funding options available to the Nagar Parishad the probable sources which may be pursued are the following:
Proposed Project Title Integrated development scheme for roads & transport sector for Shahganj
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Proposed Project Title Sector Estimated Project Cost Project Financing Options
Integrated development scheme for roads & transport sector for Shahganj Roads and Urban Transport Rs 1046Lakh for Roads, Street Lighting and traffic management a) b) c) d) State Scheme Multilateral Financing ULBs own revenues Capital Sources (MPLAD funds, MLALAD funds, centre commission grants)
Funding under State scheme
The Nagar Parishad can effectively plan and structure its water supply augmentation project such that, funding for the same may be received under state scheme. The pattern of project financing is envisaged as 70:30. Where 70 % is loan and 30 % is State grant. Out of the 70% loan the 75% of the loan repayment is to be done by state and 25% to be done by ULB
The Nagar Parishad may also look at receiving funds from multilateral Multilateral agencies. The mix of grant, loan and own sources would have to be worked out Financing/Capital Sources between the Nagar Parishad and the funding agency once the detailed project report is approved. The Nagar Parishad may also look at options of receiving funds under MPLAD or MLALAD funds.
Storm Water Drainage

Given the scale of the project and the extent of capital investment which would be required for commissioning of the projects to be undertaken in the storm water drainage sector, the total capital investment required has been identified at Rs 570 Lakh, of which Rs 313 Lakh would have to be planned and invested by 2015. Of the varied funding options available to the Nagar Parishad, the probable sources which may be pursued are the following:
Proposed Project Title Sector Estimated Project Cost Project Financing Options Storm water drainage for Shahganj Storm water drains Rs 570 Lakh a) b) c) d) Funding scheme under state State Scheme Multilateral Financing ULBs own revenues Capital Sources (MPLAD funds, MLALAD funds, centre commission grants)
The Nagar Parishad can effectively plan and structure its water supply augmentation project such that, funding for the same may be received under state scheme. The pattern of project financing is envisaged as 70:30. Where 70 % is loan and 30 % is State grant. Out of the 70% loan the 75% of the loan repayment is to be done by state and 25% to be done by ULB The Nagar Parishad may also look at receiving funds from multilateral agencies. The mix of grant, loan and own sources would have to be worked out between the Nagar Parishad and the funding agency once the detailed project report is approved. The Nagar Parishad may also look at options of receiving funds under MPLAD or MLALAD funds.
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Solid Waste Management

Of the total investment amount of Rs 102 Lakh, Rs 19 Lakh should be appropriately planned and invested by 2015. The broad sources of finance which have been suggested for other sectors have been from Central/state/ multilateral funding or from ULBs own resources. The most suitable options for SWM are as discussed below:
Proposed Project Title Sector Estimated Project Cost Project Financing Options Solid Waste Management for Shahgunj Solid Waste Management & Conservancy Rs 102 Lakh a) b) c) d) State Scheme Multilateral Financing ULBs own revenues Capital Sources (MPLAD funds, MLALAD funds, centre commission grants)
Funding under State schem
The Nagar Parishad can effectively plan and structure its water supply augmentation project such that, funding for the same may be received under state scheme. The pattern of project financing is envisaged as 70:30. Where 70 % is loan and 30 % is State grant. Out of the 70% loan the 75% of the loan repayment is to be done by state and 25% to be done by ULB The Nagar Parishad may also look at receiving funds from multilateral agencies. The mix of grant, loan and own sources would have to be worked out between the Nagar Parishad and the funding agency once the detailed project report is approved. The Nagar Parishad may also look at options of receiving funds under MPLAD or MLALAD funds. The Nagar Parishad can look at its own revenue resources for purchase of the handcarts and also for land acquisition. SWM project can be developed on a PPP modal for door to door collection of waste and disposal after treatment. An approach of Regional Municipal Solid waste Facility can be explored and developed for Shahganj and surrounding ULBs
ULBs Own Resources
PPP
Slums and Basic Services for Urban Poor

The scale of capital investment required in this sector has been estimated at Rs 558 Lakh and the entire amount would have to be planned and invested by the Nagar Parishad by 2035. The Nagar Parishad could avail the finance for the project under state scheme or from other sources as recommended below:
Proposed Project Title Sector Estimated Project Cost Project Financing Options Slum Development Shahganj Slums and Basic Services for Urban Poor Rs 609 Lakh RAY, State grant
Other Amenities
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For regular upkeep of the parks and ponds, development of night shelters and for maintenance of Hospital facility, Shahganj Nagar Parishad may further explore PPP as an option for developmental works. The viability of the same would have to be worked out by the Nagar Parishad with suitable PPP structure to attract private participation. The construction of a new Municipal office building should also be carried out by use of the internal revenue of the Nagar Parishad.
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10. Financial Operating Plan

10.1. Introduction
The sustainable investment capacity of Shahganj Nagar Parishad is assessed through a Financial Operating Plan (FOP), which gives a yearly forecast of finances for the short term i.e. year 2012-13 to year 2015-16. A salient feature of the FOP is that all outstanding dues, including debt and non-debt liabilities if any, have been taken into account. The accounts data of Shahganj Nagar Parishad was available for 2010-11 as the nagar parishad was formed in December 2009 , hence it was difficult to determine past trends using accounts data in revenue and expenditure and arriving at appropriate growth assumptions for each of the income and expense items. In the absence of this data the general revenue growth rate is considered as average of 12% and expenditure at an average of 8% CAGR. The capital investments proposed under the CIP are added to the forecast. The FOP is generated to assess the investment-sustaining capacity of Shahganj 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 Shahganj Nagar Parishad can sustain is determined by studying the overall surpluses/ year-to-year opening balance and debt service coverage ratio. If the debt service coverage ratio - DSCR (amount of surplus available to pay interest and to repay principal that is due) falls below 1, then the investments are reduced gradually till the DSCR exceeds 1 in all the years in the forecast period. The main items of income and expenditure, classified into the revenue account and the capital account, are projected in the FOP under the following categories.
Categories of FOP Projections

1. Revenue Account Receipts: a. Taxes, Non Tax Sources, Assigned Revenue and b. Grants, Contribution and Subsidies 2. Revenue Account Expenditure: a. Establishment b. Operation and Maintenance c. Debt Servicing- Existing and New Loans d. Phasing of non-debt liabilities, and e. Additional O&M 3. Capital Income and 4. Capital Expenditure
10.2. Financing Strategies for the CIP

In determining a long-term financial strategy, Shahganj 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 by following methods:-
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Increase the property tax coverage by bringing 100% properties under tax assessment. The property tax per assessment is found to be very low in Shahganj 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 Borrowings from market or financial institutions (75% of repayment to be done by state and rest 25% by the ULB)
10.3. Finance Projections

Current revenue sources are projected under built-in growth assumptions for income and expenditure items, to assess the impact of each such revenue enhancement measure being suggested. The projections also aim at estimating the surplus that will be available for servicing new debt. Part of the surplus, after meeting the additional O&M expenses on newly created assets and infrastructure, is translated into debt size and project size (grant component plus debt component) based on certain assumptions regarding interest rate, repayment method and loan-grant mix. A spread sheet FOP model has been customised to depict the financial position of Shahganj Nagar Parishad; the investment sustaining capacity of Nagar Parishad is assessed based on the FOP assumptions. The model is used to calculate future surplus under various scenarios involving combinations of internal revenue improvement, state support, financing terms, etc.
10.3.1.
Municipal Account Growth Projections and Assumptions
The standard assumptions under which the projections are carried out and certain expenditure control and revenue augmentation measures proposed in line with the mandatory and optional reforms to be implemented by ULB, are presented below in Exhibit 10-1.
Exhibit 10-1Important assumptions made in the projections Head Assumptions
Guiding Factor for Assessing the Sustaining Capacity Surplus DSCR Positive surplus - year on year basis Greater than 1 Unit Cost, with 5 % Cost escalation factor and 5% Physical contingency
Project Financing for admissible Components under JNNURM Project Costing New/Additional O & M and from second year of investment 5% growth is considered for the additional O & M Grant from GoI
5% of Capital cost -
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Head Grant from GoMP If Loan for Balance funding Old Outstanding loans Revenue Expenditure
Assumptions 30% of Proposed Projects 75% of repayment to be done by the state and ULB to bear the remaining 25% of repayment. 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 10% ((% average is considered) Pay Commission revision- additional 10% from 2013-14 every five Pay Commission Revision years Assumption for assessment of Shahganj Nagar Parishads sustainability Growth in Expenditure Income Items Actual average growth with a minimum 8% and maximum of 12% (considered to grow at 12%) Property Tax: Propose to introduce from FY 2012-13 Growth in revenue income Annual growth in Assessment Increase in Assessments due to Survey/ PT Reforms Initial Revision in 2012-13 Revision of Tax Collection Performance 2.8 % per annum 22 properties 200% of the existing 50% every five years 95% or current average whichever is higher by 2015
Income Items- Water Supply Annual growth in Water Connection Regularisation of unaccounted connections Coverage 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 Future revision - new Connection fee Collection Performance 100% of water connections by 2015-16 50% of water charges from year 2014-15 Rs. 1000 per connections by 10% every five years 85% by 2015 2.8% per annum 7,00 connections 85% of Assessed properties by 2015 by 100% in FY 20011 by 50 % every five years by 100% in FY 20011 by 10% every five years 85% by 2015-16
10.3.2.
Investment Capacity/ Sustenance
Given the existing financial position of Shahganj Nagar Parishad, the revenue and capital accounts are projected against the growth scenario and assumptions presented above. The City Investment Plan (CIP) displayed in the previous section shows that the total investment required to develop Shahganj Town is Rs. 19.19 crore at constant prices in short term i.e. till 2015 (of the total Rs.
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43.64 crore investment identified for funding till 2035). Rs 19.19 crore include about Rs. 2.12 crore towards Education and Health sector, which are not provided by Nagar Parishad and Rs. 1.49 Crore towards Housing and infrastructure for Urban Poor which is to be taken up by PPP or under some other central/ state government funded scheme where the funding would be divided between the centre/ state and the beneficiary etc. and ULB would not be liable for the same. 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. 4.61 crore at constant prices till 2015 , which excludes investment required for Health, Education and Urban Poor sector.
Base Investment Capacity

Base Investment Capacity is estimated considering business as usual case, where Shahganj Nagar Parishad has not taken any grant under state scheme and has not done any reforms to increase their revenue income. At this scenario SNP will be able to sustain only 3.9 % of the total investment identified for year 2015, which is about Rs. 0.68 crore at constant price and Rs. 0.77 crore at current price.
Impact of Reforms on Investment Capacity of Shahganj Nagar Parishad

Following are the cases considered as shown in Exhibit 10-2 and sustainability was checked.
Exhibit 10-2Different scenarios to assess investment sustainability Assumptions (Revenue Improvement Measures) Impact of Reforms on Investment Capacity Base Case Scenario 1 Scenario 2 Scenario 3 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 State Funding (GoMP) Contribution to Revolving Fund ULB's Share in CIP Debt Funding No No No No No No No No No No No No No Yes No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No No Yes No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 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. 1.12 crore above the base investment capacity. These reforms will increase the total sustainable capacity to 6.3 %.
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Reforms and State grants along without debt Funding This case assumes that all the reforms suggested above are being implemented and State grants are also availed. In this scenario Nagar Parishads sustainable capacity will increase to 25 %. Now Nagar Parishad will be able to sustain investment of about Rs. 4.43 crore at constant price and Rs. 5.04 crore at current price. Reforms and State grants 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 and grants under with State grants. In this scenario can sustain up to 26% of the total investment identified. Now Nagar Parishad will be able to sustain investment of about Rs. 4.61 crore at constant price and Rs. 5.24 crore at current price.
Exhibit 10-3Impact of reforms and grants on investment capacity
Investment Capacity (Rs. Crores)

Base Investment Capacity PT Improvements & Sector reforms UIDSSMT Grants and Reforms Debt funding and Reforms
UIDSSMT Grants Debt funding and Reforms and Reforms 3.92 3.74
PT Improvements & Sector reforms 0.43
Base Investment Capacity, (0.69)
10.4. Fund Requirement

For the identified investment for Nagar Parishad of Rs. 17.72 crore at constant prices only Rs. 4.61 crore is sustainable. Exhibit 10-4 shows the funding pattern for sustainable investment
Exhibit 10-4CIP Funding Pattern S. No Mode of Funding Source Amount (Rs. Crores) % of Total Investment
Shahganj Nagar Parishad Total Identified Investment till 2015 (current price) Investment by Nagar Parishad (current price) Investment by Nagar Parishad (constant price) Sustainable Investment till 2015 (constant price) Sustainable Investment (current) 1 2 Grants and support in repayment of loan Loan repayment (ULB) State Open Market/ FIs 19.19 20.15 17.72 4.61 5.24 4.34 0.18 83 3 100 100 15.10
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S. No 3
Mode of Funding Own sources
Source Nagar Parishad
Amount (Rs. Crores) 0.71
% of Total Investment 14
From the above analysis, it is very clear that ULB alone even with the grant support 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.
10.5. Financial Operating plan

Based on all the assumption for projections discussed in the Exhibit 10-1and the implementation of the strategies to improve sustainability of Shahganj Nagar Parishad, the FOP has been prepared. However, the summary of final revenue model is presented in Exhibit 10-5. The Detailed FOP is presented in Annexure 3.
Exhibit 10-5Financial Operating Plan 1 Financial Year ------> Figures in Rs. Lakhs Shahganj Nagar Panchayat SUMMARY i ii iii i v v Opening balance Revenue Receipts Revenue Expenditure Municipal receipts Municipal expenditure New Debt Servicing Exp. New O&M Exp. 30 123 121 211 217 5 25 140 139 273 278 0 12 20 160 159 297 298 1 20 19 182 182 335 335 1 28 19 205 198 224 198 2 30 45 240 215 250 226 2 31 69 267 235 277 244 2 33 102 296 255 306 265 2 34 142 327 278 337 288 2 36 192 363 302 373 312 2 38 2012 -13 2 2013 -14 3 201415 Projection 4 2015 -16 5 2016 -17 6 2017 -18 7 201819 8 201920 9 202021 10 202122
v i v ii v iii i x
Revenue Surplus/ Deficit for the year Municipal Surplus/ Deficit for the year Closing balance Performance Indicators
2 (6) 25
0 (5) 20
0 (1) 19
0 (0) 19
8 26 45
24 24 69
32 32 102
40 40 142
50 50 192
61 61 252
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DSCR DSR PT Collection Performance
0% 92%
1.69 0% 93%
1.28 1% 93%
1.34 1% 94%
5.28 1% 95%
12.6 9 1% 95%
14.29 1% 95%
17.59 1% 95%
21.38 1% 95%
25.84 1% 95%
10.6. Conclusion
This chapter discussed the Investment sustainability of Shahganj 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, State Grants & Reforms and Debt Funding & Reforms. The investment capacity analysis was followed by a discussion on the fund requirement of the city. The next chapter deals with the urban reforms. The chapter discussed the objective and status of various state level and ULB level reforms.
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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 four 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 para-statal 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:
1. 2. 3. 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. th 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
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Process for constitution of MPCs in Million Plus cities is in progress.
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 info rmation 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
Timeline for Action on Reforms

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.
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.
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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 Mohalla samiti 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
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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
1. 2. 3. 4. 5. At present, Double Entry Cash Base system of accounting is being followed in Nagar parishad. Double Entry Accrual Base accounting has not been adopted in the Nagar parishad. State has drafted its own accounting manual which has been revised as per the provision of NMAM. State has not modified its current laws and regulations to be in compliance with the double entry accrual based accounting. A resolution has been passed by Government expressing commitment to establish modern municipal accounting system.

With the growing thrust on adoption of double entry accrual base system of accounting in state and its several advantages over the existing system, Shahganj Nagar Parishad should strive to shift to the new system on the immediate basis. Shahganj Nagar Parishad should carry out all the requisites and migrate to the new system by year 2014-15. It is also recommended that Shahganj Nagar Parishad should adhere to following timelines to achieve the objectives of this reform by year 2015-16.
Exhibit 11-1 Municipal Accounting: Reform Action Plan
S.No. 1 2 3
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% 30% 80% 70% 100% 100%
11.3.2. E-Governance Desired Objective
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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
Till now, none of the services has been covered by e-governance applications. The applications which were proposed to bring under e-governance are registration of births & deaths, public grievance redressal, payment of property tax and bills of other utilities, municipal accounting, works management system, etc.

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, Shahganjshould 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 Shahganj Nagar Parishad should adhere to following timelines to achieve the objectives of this reform.
Exhibit 11-2 E-Governance: Reform Action Plan
S.No. 1
Reform Appointment of State-level Technology Consultant as State Technology Advisor Finalization of implementation action plan Appointment of Software consultant(s) / agency for deployment/training
2011-12 2012-13 2013-14 2014-15 2015-16 Yes Work in Progress Yes
2 3
4 A B C D E F
Implementation of e-governance against the following modules

Property tax Accounting Water supply and other utilities Birth and death registration Citizens grievance monitoring Personnel management system
20% 25% 25%
50% 50% 50% 40% 30%
80% 75% 75% 100% 30% 100%
100% 100% 100%
100%
30%
70%
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.
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Current Status
Water tariff is collected at a flat rate of Rs 40 per month and Rs 1100 for new connection in case of domestic consumers.
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 Shahganj Nagar Parishad should adhere to following timelines to achieve the objectives of this reform by year 2015-16.
Exhibit 11-3 User Charges: Reform Action Plan
S.No. 1
2 3 4 A B C 5 A B C 6 A B C
Reform Formulation and adoption of a policy on user charges by State/ULB 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 Yes To be sorted out by State and ULB 70% 80% 90% 100%
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 25% 75 70% 75 NA 70% Yes
50% 50% 75 80%
80% 75% 100 85%
100% 100% 100% 135 90%
Achievement of targeted service standards for the services

Water Supply (lpcd) Sewerage Solid Waste Management
Defining user charge structure for the services

Water Supply Sewerage Solid Waste Management
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.
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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 coverage of citys poor 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. Shahganj 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 has identified all Urban Below-Poverty-Line families using financial and non financial criteria. While financial criterion uses monthly income as the parameter, non financial criterion attempts to cover social factors such as housing, water & hygiene, education, literacy, employment, etc. 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. th This fund has now been made Non-lapsable. Executive instructions in this regard have been 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 Shahganj Nagar Parishad should adhere to timelines to achieve the objectives of this reform.
Exhibit 11-4 Internal Earmarking for Poor: Reform Action Plan
S.No. 1
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
2011-12 2012-13 2013-14 2014-15 2015-16 Yes
2 3
Yes Yes
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4 5
Decision on the Funds Allocation Percentage Achievement of actual fund allocation budget
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
Currently, Shahganj Nagar Parishad levies property tax (as per the gram panchayat rates) on residential, commercial properties and its collection during the year 2010-11 was Rs.18200. The property tax is being calculated on the basis of Unit Area method using self-assessment system which is 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 Shahganj Nagar Parishad should adhere to timelines to achieve the objectives of this reform.
Exhibit 11-5 Property Tax: Reform Action Plan
S.No.
1 2 3 4 5 6 7
Reform Migration to Self-Assessment System of Property Taxation

Extension to uncovered properties Migration to the GIS-based property tax system Review and Revision of Property Tax guidelines Collection Efficiency Coverage Ratio (Registered Properties / Actual No. of Properties) Establish Taxpayer education programme
2011-12 2012-13 2013-14 2014-15 2015-16 Yes 50% 20% Yes 40% 60% 50% 70% Yes 60% 75% 72% 80% 85% 85% 100% 40% 75% 100%
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. SNo 1 Reform Revision of bye-laws to streamline the approval process for construction of buildings, development of sites etc. Status Completed
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SNo 2
Reform Simplification of legal and procedural frameworks for conversion of agricultural land for non-agricultural purposes.
Status Completed
Introduction of Property Title Certification System in ULBs.
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.
Earmarking at least 20-25% of developed land in all housing projects (both Public and Private Agencies) for EWS/LIG category with a system of cross subsidization.
Introduction of computerized process of registration of land and property.
Revision of bye-laws to make 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
Completed
Completed
New set up has been approved for all the JnNURM cities. Provision for contractual appointment. Service condition rules for Municipal Corporation being revamped
9 10
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.
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Annexure I Workshop Proceedings
176
Inception Workshop
Inception workshop was conducted on 3 Nov 2011 in the meeting hall in Shahganj Nagar Parishads office. The objective of this workshop was to introduce the stake holders of the town (Municipal council members, municipal officials, representatives from other departments and other eminent citizens) to the concept of City Development plan, a strategy document which would focus on the vision of the town for the next 25 years. The objective was also to involve the citizens in the City Development Plan (CDP) process and take their feedback on the infrastructure constraints that the city was facing, understand their concerns and also involve them in the prioritization of projects.
rd
Minutes of Meeting
The meeting was organised with the help of Municipal council and was attended by the people listed below
Exhibit 0-1 List of stakeholders present for Inception Workshop S. No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Designation / Department Adyaksha (President - Ruling party) Markfed chairman & IFFCO State representative Chief Municipal Officer Councillor Ward 1 Councillor Ward 2 Councillor Ward 3 Councillor Ward 4 Councillor Ward 5 Councillor Ward 6 Councillor Ward 7 Councillor Ward 9 Councillor Ward 10 Councillor Ward 11 Councillor Ward 12 Councillor Ward 13 Councillor Ward 14 Councillor Ward 15 Ms. Chandrakala Mehra Mr. Ramakant Bhargav Mr. Ramanuj Mishra Mr. Deepak Bhargav Ms. Rita Bhargav Mr. Jammu Khan Mr. Kanhedi lal Ahirwar Ms. Rukmani Ms. Manorama Ms. Sumitra Ms. Sunita Ms. Radhabai Praladh Ms. Parvati Gaur Mr. Ramlal Mr. Pradeep Bhargav Mr. Prakash Chandra Varma Mr. Ratanlal Name
A brief summary of proceedings of Kick -off Stakeholder Consultation Workshop is as follows: 1. ICRA Management Consulting Services Limited (IMaCS) made an inaugural address in which background to the study was explained which was followed by an overview of the firm. IMaCS showcased its capability in doing this kind of study by demonstrating successful completion of similar projects in the past.
Figure 0-1 Kick-off Stakeholder Consultation Workshop City Development plan for Shahganj 177
2. IMaCS explained the need for a long-term plan for Shahganj and role of IMaCS, with support from Stakeholders, in preparing the City Development Plan. IMaCS team also sensitised the stakeholders to start formulating a vision for the town 3. IFFCO State represntative Mr. Ramakant Bhagav, Adyaksha and other Parshads discussed with the IMaCS team, 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: Vision for the town in the next 25 years Projects to be undertaken Ward specific issues that need immediate attention
A few points that came out of the discussion are as under 1. The town administration has recently (February 2010) been upgraded from Nagar Panchayat to Nagar Parishad and hence there are no previous or existing planning schemes for Basic infrastructure. 2. Source of Water for the city is ground water (i.e. hand pumps, tubewells). 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. 3. 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 4. Nagar Parishad is responsible for the collection of Solid waste in Shahganj. There is Door to Door waste collection in approximately 40 % of the households. 5. Most of the population is engaged in agriculture as the town lies along the bank of River Narmada and has a fertile land and availability of water.
178
179
2nd Workshop for Finalization of Strategies, Identification of Projects and Priorities

Second workshop was conducted on 19 December 2011 in the meeting hall in Shahganj 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.
th
Minutes of Meeting
The second work shopwas organised in the Community hall of Shahganj Nagar Parishad on 19 December 2011 and the following members were present during the workshop. Refer Annexure II for Attendance sheet. Refer Exhibit 0-2.
Exhibit 0-2 List of Attendees in 2 S. No. 1 2 3 4 5 6 8 9 10 11 12 13 14 15 16 17
nd
Workshop Designation / Department Adhyaksha, Shahganj Nagar Parishad Upadhyaksha, Shahganj Nagar Parishad Chief Municipal Officer Teacher Varishta Karyakarta, BJP Agricilturist Press reporter Manager BOI Agriculturist Parshad Parshad Agriculturist Agriculturist Agriculturist NGO Journalist
Name of the Official met Chandrakala Mehra Mohan lal Gour Mr. Ramanuj Mishra Mr. B.M. Patel Mr. R.P. Gour Mr. Bhiyalal Tiwari Mr. Santosh K. Jain Mr. Ashok Kumar Mr. Nirmal Paliwal Mr. Raghuvir Saini Mr. Prakash Varma Mr. Devendra Gour Mr. Kamta Prasad Pal Mr. B.M. Dubey Mr. Hitkishore Mr. Jayprakash Bhadauriya
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18 19 20 21 22 23 24 25 26 27 28 29
Mr. R.A. Atikhar Mr. Nitesh Dubey Mr. J. K. Chauhan Mr. Mahesh Vijayvargiya Mr. Chandra Prakash Pande Mr. Satish Sharma Mr. Ramvagas Mr. Jammu Mr. Kanchedi lal Mr. Ramesh Sharma Mr. Abhishek Bhargav Mr. Ramswarup Sahu
LDC Shahganj Nagar Parishad LDC Shahganj Nagar Parishad LDC Shahganj Nagar Parishad Stamp seller Agriculturist Agriculturist Parshad Parshad Parshad Parshad Agriculturist/ Adyaksha BJP Yuva Morcha Journalist
Presentation started off with a brief introduction of the study i.e. Preparation of City Development Plan for the Shahganj Town, so as to bring all the stakeholders on the same platform. It was followed by a presentation of city profile which included general, demographic and socio-economic city profiling. General city profile comprised of location, connectivity and a brief on environment of Shahganj town. Demographic profile dealt with population growth trend and its probable reasons, population projection and major issues & key observations related to the demography of Shahganj. Figure 0-2 Second workshop Socio-Economic profile comprised of key socioeconomic parameters, major economic base and major issues & main observations. City profiling was followed by the findings of Sector Analysis (of aforementioned sectors) for short and medium term, i.e. 5 years and 25 years respectively. Analysis comprised of existing status of service level indicators, Demand-Supply Gaps for short & long term and key observations & major issues. It was then succeeded by an analysis of financial status of the Shahganj Nagar Parishad. The discussion was carried out in terms of various financial indicators viz. Figure 0-3 Adyaksha and other members Operating Ratio, Capital Utilization Ratio, Tax Revenue addressing the stakeholders during 2nd Workshop as % of revenue income, Non-Tax revenue as % revenue income, Property tax as % of revenue income, Grant as % of revenue income, Salaries' Expenses to Revenue Income, Salaries' Expenses to Revenue Expenses, O&M as % of Revenue Expenses.
181
After covering these sections, IMaCS team turned their focus on formulation of a vision for Shahganj. This part of the presentation included definition of vision, major concerns that need to be addressed while developing a vision and important aspects that define Shahganj town. The vision of the town was developed by integration of our understanding of the town and stakeholders views. Before discussing the individual sector goals, IMaCS team presented the findings of review of national and international best practices for various sectors. Formulation of City vision and Sectoral goals were supplemented by a Questionnaire survey with a questionnaire in Hindi (Refer Annexure 2) 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 o f Shahganjtown, as perceived by stakeholders. Major discussion points were as follows: There is a shortage of water supply in the town and water source for future can be identified as River Narmada The stakeholders spoke about the poorhealth-care facilities in the town and suggested upgradation in infrastructure The town lacks in employment opportunities which is a cause of migration of youth to other places. The stakeholders emphasised on development of industrial area in the town with small and medium scale industries and promotion of tourism. The stakeholders in unison spoke about their objective to make Shahganj a clean and ideal place to live Other than this, the stakeholders agreed on various strategies and sector goals and the actions required for the development of the town which was presented by our team. Thus the workshop helped us and the stakeholders to arrive at a vision for the city and decide upon the priorities for the town
182
Atterndence sheet 2 Workshop
nd
183
Third workshop Draft Report Finalization The final workshop for City Development Plan for Shahganj th was held on 5 September 2012 at Shahganj Nagar Parishad Bhawan. The workshop was attended by approximately 100 stakeholders including SDM, ex-MLA, Adhyaksh, CMO, Sub-engineer, other staff, media, teachers and eminent citizens. 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. Final Workshop at Shahganj town The Exercise was well appreciated by the stakeholders and with that note; the final workshop for the CDP exercise for Shahganj was completed.
184
185
186
187
Annexure II Questionnaire
188
189
190
191
192
193
194
195
196
Annexure III Financial projections
197
Financial Year ------> Figures in Rs. Lakhs Shahganj Nagar Panchayat SUMMARY i ii iii iv v Opening balance Revenue Receipts Revenue Expenditure Municipal receipts Municipal expenditure New Debt Servicing Exp. New O&M Exp.
201112 Estim ate
201213
201314
201415 Projection
201516
201617
201718
201819
201920
202021
2021 -22
(2) 107 111 421 388 -
30 123 121 210 215 5
25 140 139 272 277 0 12
20 160 159 297 297 1 19
20 182 181 335 336 1 28
20 205 198 224 198 2 29
46 240 215 250 225 2 31
71 267 234 277 244 2 32
103 296 255 306 265 2 34
144 327 277 337 287 2 36
194 363 302 373 312 2 38
vi vi i vi ii ix
Revenue Surplus/ Deficit for the year Municipal Surplus/ Deficit for the year Closing balance Performance Indicators DSCR DSR PT Collection Performance
(4) 33 30
2 (5) 25
0 (5) 20
0 (0) 20
1 (0) 20
8 26 46
25 25 71
33 33 103
41 41 144
50 50 194
61 61 255
0% 91%
0% 92%
2.02 0% 93%
1.51 1% 93%
1.46 1% 94%
5.41 1% 95%
12.84 1% 95%
14.42 1% 95%
17.74 1% 95%
21.55 1% 95%
26.02 1% 95%
REVENUE ACCOUNT RECEIPTS I Own Sources Tax Revenue 1 2 Property Tax Integrated tax
1 1
2 1
2 1
2 1
2 1
2 1
4 1
4 1
4 2
4 2
4 2
198
Financial Year ------> Figures in Rs. Lakhs 3 Other Taxes
201112 Estim ate 0
201213
201314
201415 Projection
201516
201617
201718
201819
201920
202021
2021 -22
Non Tax 1 2 3 4 5 Rental Income from Municipal Properties Water Charges Sewerage Charges License and Fees Others Sub Total Own Revenue II Assigned Revenue and Compensations 1 2 3 4 II I Octroi compensation Stamp duty Passenger tax compensation Income under special acts 62 0 0 0 62 69 0 0 0 69 77 0 0 0 77 87 0 0 0 87 97 0 0 0 97 109 0 0 0 109 122 0 0 0 122 136 0 0 0 136 153 0 0 0 153 171 0 0 0 171 191 0 0 0 192 2 2 13 2 5 3 7 0 2 2 17 3 10 0 3 3 21 3 12 2 3 3 27 4 15 5 3 4 34 4 16 7 4 4 39 5 24 12 4 4 53 5 25 13 5 5 58 6 26 13 5 6 62 7 27 14 6 6 65 7 28 14 7 7 69
Sub Total assign revenue Re ven 1 Road maintenance ue Gra 2 Mid day meal nts, 3 State finance commssion (S.F.C) Co ntri 4 Other grants buti ons Sub total Revenue Grants and Su Total bsi Revenue Receipts die s EXPENDITURE
4 11 11 6 33
5 13 13 6 37
6 14 14 7 41
6 16 16 8 46
7 18 18 9 51
8 20 20 10 58
9 23 22 11 65
10 25 25 12 72
11 28 28 14 81
12 32 31 16 91
14 35 35 17 102
107
123
140
160
182
205
240
267
296
327
363
199
Financial Year ------> Figures in Rs. Lakhs I II II I Salaries/ Wages & Allowances Administrative Expenses Operation & Maintenance 1 2 I V V Existing O&M New O&M
201112 Estim ate 55 5
201213
201314
201415 Projection
201516
201617
201718
201819
201920
202021
2021 -22
55 6
60 6
66 7
73 8
80 8
88 9
97 10
107 11
117 12
129 13
29 0 11
31 4.73 12
34 11.84 13
37 19 14
41 28 16
44 29 17
48 31 19
53 32 20
58 34 22
63 36 24
68 38 26
Programme Expenses Repayment of Loans 1 2 Existing Loans New Loans
0 0 11
0 0 12
0 0 13
0 1 14
0 1 15
0 2 16
0 2 18
0 2 19
0 2 21
0 2 23
0 2 25
V I
Other Miscellaneous expenditure
Total Revenue Expenses
111
121
139
159
181
198
215
234
255
277
302
CAPITAL ACCOUNT RECEIPTS I II II I I V V Sale of asset Loans Public Contribution Income from Connection Fee (Water & Sewerage) Grants & Contributions 1 2 3 4 Special Projects Basic services UIDSSMT IHSDP 0 0 0 0 4 9 10 10 2 2 2 2 2 0 0 0 6 0 6 0 7 0 0 0 0 0 0 0 0 0 0 0 0
73 18 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
200
Financial Year ------> Figures in Rs. Lakhs 5 6 7 8 V I O t h e r C a pi ta l in c o m e Flood relief & NRCP T.F.C Other Grants New Grants Sub Total Grants
201112 Estim ate 0 7 208
201213
201314
201415 Projection
201516
201617
201718
201819
201920
202021
2021 -22
0 0 0 78
0 0 0 114 114 8 132
0 0 0 114 114 8 137
0 0 0 128 128 8 153
0 0 0 0 0 8 18
0 0 0 0 0 8 10
0 0 0 0 0 8 10
0 0 0 0 0 8 10
0 0 0 0 0 8 10
0 0 0 0 0 8 10
305 8
78 8 87
Total Capital Receipts
314
EXPENDITURE CAPEX 277 95 138 138 154 0 10 10 10 10 10
I V
201
Annexure IV Maps
202
Annexure V Presentation
203

ShahganjCDP E

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ShahganjCDP E

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2012

Madhya Pradesh Urban Administration and Development Department

Urban Administration and Development Department Government of Madhya Pradesh

City Managers Association Madhya Pradesh ICRA ManagementConsulting Services Limited

City Development plan for Shahganj

ICRA Management Consulting Services Limited

City Development plan for Shahganj

City Profile (Ward Wise) Ward Ward Ward 7 8 9

544 0.96 568 280 264 49 0 943 81 0 0 106 0 4 89

495 0.13 3805 258 237 69 23 919 63 1 0 95 0 1 12

543 0.58 931 284 259 138 0 912 75 0 0 110 5 2 46

537 0.37 1449 286 251 184 0 878 71 0 0 113 7 0 6

503 0.47 1062 270 233 270 0 863 53 0 0 95 19 0 64

600 0.24 2479 302 298 30 0 987 64 0 0 120 0 0 0

527 1.13 466 271 256 28 28 945 69 0 0 116 0 1 10

598 1.74 344 312 286 112 0 917 56 1 1 120 2 2 14

604 0.15 4005 299 305 0 0 1020 64 0 0 118 4 0 21

539 0.13 4172 278 261 24 0 939 80 0 0 106 1 42 21

562 0.2 2848 278 284 30 0 1022 64 0 0 106 1 1 6

680 0.56 1207 340 340 0 0 1000 68 0 0 136 34 1 76

549 1.96 280 291 258 38 267 887 71 1 0 105 79 0 30

City Development plan for Shahganj

City Profile (Ward Wise) Ward Ward Ward 7 8 9

1 3 2 50% 40% 35% 40% 40% 50% 10% 1 2 1 3 1 2 1 10%

City Development plan for Shahganj

City Profile (Ward Wise) Ward Ward Ward 7 8 9

City Development plan for Shahganj

City Profile (Ward Wise) Ward Ward Ward 7 8 9

0 1 1 1 1 40 142 163 95 86 253 118 133 80 95 62 100 72 73 125 1 1 1 1 1637

City Development plan for Shahganj

Sewerage Drainage SWM

City Development plan for Shahganj

Distance of National Highway if nearby from the town in Kms

Name of State Highway passing from or nearby from the town

City Development plan for Shahganj

Heritage & tourism

No. of Hospitals Health

Beds Private Beds

Multispecialty hospital if any (Y/N)

Yes Name of town

No Bhopal, Hoshangabad 70 Km and 20 Km

Name of Nearby town referred for Treatment

City Development plan for Shahganj

No. of Primary schools

No. of Secondary/High schools No. of Colleges No. of ITI

1 0 1 1 19 42 Nil ULB 23 Beneficiaries

106 191 275

City Development plan for Shahganj

City Development plan for Shahganj

Reforms Action Plan

Adoption of a policy on user charges by ULB

Internal earmarking of basic services to urban poor

Defining criteria for identification of the urban poor.

Decision on the Funds Allocation Percentage

Achievement of actual fund allocation budget

City Development plan for Shahganj

Timeline to achieve reforms till 2015 (Activities to be done)

Any City specific Strategies adopted

Prelimin ary estimate In Rs Lakh

Impleme nting agency

Implementation of e-governance against 1. Property tax 2. Accounting

Simultaneous Training of the existing staff for implementation

Slum pocket identification

City Development plan for Shahganj